HomeMy WebLinkAbout2020/06/11 - Agenda Packet - SpecialJUNE 113 2020 - 5:00 PM
SPECIAL MEETING
CITY COUNCIL/FIRE PROTECTION DISTRICT AGENDA
Council Chambers, 10500 Civic Center Drive, Rancho Cucamonga CA
91730
In response to the Governor's Executive Orders, the San Bernardino County
Department of Public Health requirements, and to ensure the health and safety of our
residents by limiting contact that could spread the COVID-19 virus, there will be no
members of the public in attendance at the City Council/Fire District Meetings.
Members of the City Council/Fire District and staff may participate in this meeting via a
teleconference.
In place of in -person attendance, members of the public are encouraged to watch from
the safety of their homes in one of the following ways:
Live Streaming on the City's website at
https://www.cityofrc.us/your-government/city-council-agendas
or
Local Cable: RCTV3 Programming
Members of the public wishing to speak during public communication will need to dial in
to (909)774-2751 to be added to the queue for public comment.
The City of Rancho Cucamonga thanks you in advance for taking all precautions to
prevent spreading the COVID-19 virus.
If you are an individual with a disability and need a reasonable modification or
accommodation pursuant to the Americans with Disabilities Act ("ADA"), please contact
the City Clerk's Office at (909) 774-2023, 24 hours prior to the meeting so that the City
can make reasonable arrangements.
A CALL TO ORDER
Pledge of Allegiance
Roll Call: Mayor Michael
Mayor Pro Tern Kennedy
Council Members Hutchison, Scott and Spagnolo
Page 1
B PUBLIC COMMUNICATIONS
This is the time and place for the general public to address the Fire Protection
District and City Council on any item listed on the agenda. State law prohibits the Fire
Protection District and City Council from addressing any issue not previously included on the
Agenda. The Fire Protection District and City Council may receive testimony and set the
matter for a subsequent meeting.
Comments are to be limited to five minutes per individual or less, as deemed
necessary by the Mayor, depending upon the number of individuals desiring to
speak. All communications are to be addressed directly to the Fire Board, or City Council
not to the members of the audience. This is a professional business meeting and courtesy
and decorum are expected. Please refrain from any debate between audience and speaker,
making loud noises, or engaging in any activity which might be disruptive to the decorum of
the meeting.
C ITEMS OF BUSINESS
C1. Discussion and Consideration of Proposed Budgets for Fiscal Year 2020/21. (Verbal
Report) (Document is available for review at City Hall and www.cityofrc.us)
D ADJOURNMENT
CERTIFICATION
I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or
my designee, hereby certify under penalty of perjury that a true, accurate copy of the
foregoing agenda was posted on at least twenty-four (24) hours prior to the meeting per
Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California, on
the City's website.
Page 2
City of
Rancho Cucamonga,
California
Fiscal Year 2020/21
Preliminary Budget
CITY OF
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2020/21
PRELIMINARY BUDGET
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Table of Contents
Page
Introduction 1
City Manager's Executive Summary 3
GFOA Distinguished Budget Presentation Award 79
General Information
81
City Officials
83
Organization Chart
85
Functional Units by Fund Type
87
Snapshot of the City of Rancho Cucamonga
89
Population by Age
90
Educational Attainment
91
Principal Employers
92
Principal Sales Tax Remitters
93
Budget Guide
95
Budget Process
96
Budget Process Flow Chart
98
Summaries of Financial Data 99
Financial Summary — Operating Budget 100
Financial Summary — All Funds 101
Notes to Financial Summary 102
Budget Summary 105
Special Districts Summary 106
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts — Changes in Fund Balance 108
Revenue Summaries 111
Revenue and Resource Estimates 113
Revenue Summary by Category — Operating Budget 118
Revenue Detail — Operating Budget 119
Revenue Summary by Category — All Funds 126
Revenue Detail — All Funds 128
Revenues by Fund 150
Expenditure Summaries 155
Expenditure Summary by Department — Operating Budget 156
Expenditure Summary by Category — Operating Budget 157
Expenditure Detail — Operating Budget 158
Expenditure Summary by Department — All Funds 164
Expenditure Summary by Category — All Funds 165
Expenditure Detail — All Funds 166
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Table of Contents
Page
Summaries of Financial Data (continued)
Expenditures by Fund 196
Funded Positions by Department — Summary 201
Funded Positions by Department — Detail 202
Fund Balance Summaries 211
Spendable Fund Balances 213
Summary of Changes in Spendable Fund Balances 217
Departmental Budget Details
221
Governance
City Council
Overview of Department
222
FY 2020/21 Mission, Core Values, and Vision
222
Three -Year Expenditure Summary by Funding Source/Category
223
Three -Year Staffing Summary
223
City Clerk
Overview of Department
224
FY 2020/21 Budget Highlights
224
Three -Year Expenditure Summary by Funding Source/Category
225
Three -Year Staffing Summary
225
City Treasurer
Overview of Department
226
FY 2020/21 Budget Highlights
226
Three -Year Expenditure Summary by Funding Source/Category
227
Three -Year Staffing Summary
227
City Management
Overview of Department
228
FY 2020/21 Budget Highlights
228
Three -Year Expenditure Summary by Funding Source/Category
229
Three -Year Staffing Summary
229
Performance Statistics
230
Services to the Community
231
Police
Overview of Department
232
FY 2020/21 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
Fire District
Overview of Department
236
FY 2020/21 Budget Highlights
236
Three -Year Expenditure Summary by Funding Source/Category
237
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Table of Contents
Page
Three -Year Staffing Summary
237
Performance Statistics
238
Services to the Community
239
Animal Care and Services
Overview of Department
240
FY 2020/21 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
Civic and Cultural Services
Records Management
Overview of Department
244
FY 2020/21 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
Community Services
Overview of Department
248
FY 2020/21 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
Library Services
Overview of Department
252
FY 2020/21 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
Administrative Services
Administration/Procurement
Overview of Department
256
FY 2020/21 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
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Table of Contents
Finance
Page
Overview of Department
260
FY 2020/21 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
Human Resources
Overview of Department
264
FY 2020/21 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
Innovation and Technology
Overview of Department
268
FY 2020/21 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
Economic and Community Development
Administration
Overview of Department
272
FY 2020/21 Budget Highlights
272
Three -Year Expenditure Summary by Funding Source/Category
273
Three -Year Staffing Summary
273
Performance Statistics
274
Services to the Community
275
Building and Safety
Overview of Department
276
FY 2020/21 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
Engineering Services
Overview of Department
280
FY 2020/21 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
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Table of Contents
Planning
Page
Overview of Department
284
FY 2020/21 Budget Highlights
284
Three -Year Expenditure Summary by Funding Source/Category
285
Three -Year Staffing Summary
285
Performance Statistics
286
Services to the Community
287
Public Works Services
Overview of Department
288
FY 2020/21 Budget Highlights
288
Three -Year Expenditure Summary by Funding Source/Category
289
Three -Year Staffing Summary
289
Performance Statistics
290
Services to the Community
291
Capital Improvement Program 293
Summary by Department 295
Detail by Department with Funding Source(s) 297
Appendix
301
Financial Policies
303
Legal Debt Margin
319
Debt Service Obligations
320
Glossary of Budget Terms
321
List of Acronyms
327
Description of Funds by Fund Type
328
RANCHO
CUCAMONGA
CALIFORNIA
INTRODUCTION
Fiscal Year 2020/21 Preliminary Budget Page 1
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 2
Date: May 29, 2020
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
City Manager's Office
Subject: The Roaring 20s — Pandemics, Business Closures and the Fiscal Year
2020/21 Budget
PREAMBLE
Ronald Reagan, the 40th President of the United States of America, famously said, "Surround
yourself with great people; delegate authority; get out of the way." "The greatest leader is not
necessarily the one who does the greatest things. He is the one that gets people to do the greatest
things." More than 70 years earlier, in April of 1910, Teddy Roosevelt the 26th President of the
United States expressed a somewhat different sentiment, but one that harmonizes quite well with
President Reagan's statement. President Roosevelt said "It is not the critic who counts; not the
man who points out how the strong man stumbles, or where the doer of deeds could have done
them better. The credit belongs to the man who is actually in the arena, whose face is marred by
dust and sweat and blood; who strives valiantly; who errs, who comes short again and again,
because there is no effort without error and shortcoming; but who does actually strive to do the
deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause;
who at the best knows in the end the triumph of high achievement, and who at the worst, if he
fails, at least fails while daring greatly, so that his place shall never be with those cold and timid
souls who neither know victory nor defeat." Read together, the message is clear. Those who
actually fight the fight deserve the credit because they took the risk without knowing whether
success or failure was on the other side. And the greatest leaders are those who recognize that
it is the team around you who succeed or fail together under your leadership and that is how
history will, and should, remember you.
I would like to dedicate this message to the first responders, doctors, nurses, firefighters and
police officers who gave their lives to help other Americans whose lives have been lost during the
COVID-19 pandemic. They were that person in the arena, and, in many cases, they strove
valiantly and did not know success. But neither were they defeated. Their memory should inspire
us all, especially those in leadership roles, to recognize that ours is a position of trust and any
success which may result is that of the team we lead, not ourselves. Let us not forget the 100,000
plus Americans whose lives have been lost in the last several months, and in our remembering
keep their memories alive as we continue the struggle against COVID-19.
Fiscal Year 2020/21 Preliminary Budget
Page 3
"Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the
beginning." — Sir Winston Churchill
2019 Budget Message Recap
In 2019, the Local Economic Forecast focused on economic cycles. At the time, I saw the
likelihood of an economic contraction/correction as modest over the 2019/20 fiscal year but
increasing as we moved into the 2020/21 fiscal year. That forecast was based on economic GDP
growth between 2 and 3% nationally in CY 2018, modest inflation in the 1-3% range, interest rates
in the 2-4% range, low unemployment around 3-4% nationally with good growth in business
investment; however, consumer confidence was becoming volatile and there was minimal growth
in real wages that only slightly exceeded inflation. In California, labor shortages particularly in the
construction trades were becoming an issue, there was a housing shortage, growing wealth
disparity for those in poverty, increasing government deficits and global trade worries. Added to
those ingredients the economy was in its ninth year of continuous growth and the employment
numbers were so high it appeared we were near a peak in the cycle.
Locally, real estate was once again at an all-time peak. Construction was becoming more difficult
and costly due to rising wages, labor shortages and raw materials like steel and lumber and
aluminum which were impacted by tariffs. Rancho Cucamonga in March of 2019 stood at 3.20%
unemployment, over 1 % below the County of San Bernardino. Employment had reached an all-
time peak of about 78,000 and was expected to grow between 1,500 to 2,000 jobs a year through
2026. Our largest core sectors at the time were Restaurants/Hotel at 12.6%, Manufacturing at
12.5%, Retail Trade at 10.8% and Administrative Support at 10.6%. Payroll was growing on a
per employee basis and median household incomes were in the low $90,000 range annually.
Office space, including Class A and B were being absorbed at increasing amounts and new
projects were beginning to be built on a speculative basis without signed tenants. Hospitality
continued to grow with a 100+ room Hampton Inn approved for Foothill Boulevard and a 68 room
Sanctity Hotel (Hilton Tapestry luxury brand) approved for Base Line Road and Day Creek
Boulevard.
Housing also continued to be a driver for local growth, as the relative price per square foot was
more affordable in the Inland Empire than in Los Angeles or Orange County. Prices finally
returned to their pre -recession peak levels and demand continued to outstrip supply in the City
and County. At the time, well over 3,000 new single family homes and apartments had been
entitled, including at The Resort, a modern smaller lot/attached unit highly amenitized housing
complex on the site of the former Empire Lakes golf course. Despite all this activity, permit
issuance remained modest at around 350-400 units per year that were actually built and sold.
Work was also well under way at the time on a new 3,000 unit housing tract (including commercial)
called Etiwanda Heights in the northern part of the City. The project was subsequently approved.
And so, the rest of calendar year 2019 rolled on, much as 2018 and 2017 did, before it gradually
faded into calendar year 2020. With substantial amounts of rain and snow early, followed by a
dry warmer spell, and then later near the end of the winter, it seemed that 2020 would get off to
a good start. Until the end of February 2020, that is.
"Nothing is so painful to the human mind as a great and sudden change." — Mary Wollstonecraft Shelley,
Frankenstein
Fiscal Year 2020/21 Preliminary Budget Page 4
COVID-19 Global Pandemic
Virtually unnoticed, the first California resident to die of the novel coronavirus passed away in San
Jose on February 6, 2020. Having been sick for a few weeks, with what she thought was the flu,
this death was not noted as in any way unusual at the time of its occurrence. The first known
COVID-19 infection related death was not until some three weeks later on February 29t" in the
State of Washington. Of particular interest is that this first California victim had not traveled out
of the country anytime recently and, therefore, contracted the virus from community spread, likely
in early to mid -January. Within just a few weeks thereafter, authorities across the San Francisco
Bay area confined nearly 7 million people to their homes for all but essential tasks. Shortly
thereafter, California put all 40 million of its residents into a near lock down status.
We now recognize what happened as the first early warning signs of the COVID-19 pandemic.
Of course, at the time, no one had ever heard of COVID-19. Initially it was called a novel
coronavirus. Coronavirus is a large family of viruses that are common in people and many
different species of animals. Occasionally, one of the animal coronaviruses can infect people and
then spread between people. Earlier examples are MERS and SARS which were both
coronaviruses. A novel coronavirus, therefore, is simply a new, previously unidentified
coronavirus. In this case, the disease caused by this novel coronavirus is called COVID-19. In
an amazingly short time, this novel coronavirus would become a pandemic which is the name for
a new virus that infects people, and spreads in a sustainable way between people because there
is little to no pre-existing immunity to the disease.
There is much we now know about COVID-19 and much we do not. Symptoms that appear 2-14
days after exposure include cough, shortness of breath, fever, chills, muscle pain, headache, sore
throat and loss of taste or smell. For reasons yet unknown, many people contract a mild case of
the disease and recover in 2 weeks or less. In some cases, people are what is called
asymptomatic and carry the disease, infecting others but with little or no outward signs themselves
of being sick. Others are not so fortunate and contract a severe case of COVID-19, often battling
symptoms for 3-6 weeks or more and need to be placed on ventilators or other supportive
measures typically associated with an intensive care unit. The death rate associated with COVID-
19 is about 1.3% based on the best measures to date, which is substantially higher than the 0.1 %
death rate associated with seasonal flu.
Because of the lack of either a vaccine, or an effective treatment, COVID-19 quickly began to
overwhelm health care systems around the world. The United States was no exception to that
trend. Health authorities began to mobilize and implement stay-at-home or shelter -in -place orders
for large groups of the populace, effective shutting down most commerce except for what were
deemed to be (based on federal guidance) essential businesses. These health orders were an
effort to limit the spread of the virus, accomplishing what has since become known as "flattening
the curve" or slowing down the infections (severe and otherwise) to a level which was within the
capacity (including native capacity and surge capacity) of each area's health care system to
effectively treat. Although Rancho Cucamonga escaped the pandemic comparatively unscathed
(our cases per 1,000 population rate in mid -May of 2020 was 1.09, lower than all but Yucca Valley,
Apple Valley, Barstow, Twentynine Palms and Needles even with an outbreak at West Valley
Detention Center), there was a side effect of these orders. One not initially anticipated. In many
ways, just as that first case in January in California went virtually unnoticed, so too did this almost
invisible transition from a health care crisis to a full-blown economic disaster.
Fiscal Year 2020/21 Preliminary Budget Page 5
2020 Local Economic Forecast
"All models are wrong, but some are useful." George Box, British statistician
The early 1920s were known as the Roaring Twenties. They were a time of dramatic social and
political change. For the first time, more Americans would live in cities than on farms. The period
from 1920 to 1929 was a time of huge growth as the wealth of the nation more than doubled. The
"consumer society" which exists to this day first came into being. Mass culture, and the
phenomenon of things becoming "trendy" from coast to coast, began to take hold. Women gained
the right to vote thanks to the 19th Amendment in 1920. At the same time, an anti -immigrant
hysteria would take hold and eventually the economy would spectacularly collapse in the Great
Depression. An economic contraction still remembered some hundred years later and one which
generally only ended with the advent of WWII.
The early 2020s started off much the same. Dramatic political change with increasing polarization
and tribalism. Consumer society run rampant with worldwide trends and a supply chain that
delivered products and raw materials from around the globe, "just in time." Anti -immigrant hysteria
was on the rise and so was the longest modern period of economic expansion since WWII.
Coronavirus would bring that all crashing to a halt with an economic contraction unmatched in its
breadth, depth and ferocity. This economic contraction is different than any other and those
differences are important, particularly at the local level.
Two Harvard professors, Carmen Reinhart and Kenneth Rogoff (one a former International
Monetary Fund (IMF) deputy director and the other a chief economist for the IMF) published a
historical review of financial crises in late 2009. At the time, one of the key premises of the book
was reminding readers that the 2008-09 crisis which affected credit for businesses, governments
and average Americans, was really fairly similar to many other prior financial crises at least in
terms of the pattern. Recently, both authors were interviewed about the current pandemic driven
economic crisis and their insights are a helpful window into what is happening.
In 1918 when the last major pandemic, the Spanish Flu, hit the Gross Domestic Product was
growing 9%, far greater than the current US economy was in 2019. The recent job losses
(unemployment) have equaled or exceeded levels in less than two months what would have taken
two years or more in prior crises. Even the reversal in capital spending happened in four weeks
or less at a level that in the 2008-09 global financial crisis took a full year. During 2008-09, the
biggest impacts of the financial crisis fell on developed markets and emerging markets were
largely spared the worst of things. This current crisis is literally impacting the entire world
regardless of development level. Both authors predict that the recovery to 2019 per capita GDP
levels could take five years or more.
Regional Economy
"It's an irrationally behaving market. It's very difficult to figure out where it is going to go." Christopher
Thornberg
Locally, many of the forecasts reviewed for this budget message indicate roughly similar timing.
The University of California Riverside Center for Economic Forecasting and Development is
headed by Professor Christopher Thornberg (one of the founders of Beacon Economics). Mr.
Thornberg is notably more bullish on a recovery than many economists. As he points out, there
is little precedent for this current downturn as there are no recent economic experiences that work
Fiscal Year 2020/21 Preliminary Budget Page 6
as a historical metaphor. After all, economists typically try to predict the future by looking at the
past, which is a bit like driving a car while looking in the rearview mirror. Acknowledging that
inconsistency and lack of data, Mr. Thornberg points out that the longer the current business
closures continue, the greater the damage. Businesses and families will fall behind on financial
obligations which can result in further negative consequences down the road. Lack of consumer
and business spending is disrupting global supply chains which can have major downstream
consequences for business recovery. But, the economy was relatively healthy before this began
with no major structural bubbles. Still, we could see a shakeout in stressed sectors like
restaurants and the move to more online retail is likely to accelerate. In the second half of the
year we are likely to see a slowdown in business investment as businesses work to rebuild sales,
improve workplace safety for employees and customers and cautiously look at re -hiring
furloughed employees. Long term business travel is likely to change which will have significant
impacts on the hospitality sector. Even in his optimistic view, Mr. Thornberg sees a full recovery
taking at least until 2022, assuming there are no additional setbacks.
Local Hospitality Sector
HVS Convention, Sports and Entertainment Facilities Consulting has reviewed the overall
California hospitality market specifically related to hotels and prepared a two -scenario forecast.
One scenario is the quick V-shaped recovery favored by Mr. Thornberg and the other is a longer
U-shaped recovery favored by those who are more pessimistic. Under the best -case scenario
travel restrictions are lifted in July of 2020 and the recovery period begins in late 2020 into early
2021. Under the worst -case scenario travel restrictions are not really lifted until December of
2020 and the recovery period does not begin until the first quarter of 2021. The former has hotel
room revenue returning to its 2019 levels by late 2022 or early 2023 while the latter does not have
room revenue recovering until 2025. One of the key variables is something noted by Mr.
Thornberg — business travel. In past recessions, business travel led the way to recovery first,
followed later by leisure travel. To the extent the current pandemic sparks a more permanent use
of virtual solutions as a replacement for some amount of business travel, the recovery will be
delayed and locations, including the Rancho Cucamonga/Ontario area, which are dependent on
business travel, may take longer to recover. For context, in the FY 2018/19 budget, the City of
Rancho Cucamonga received $4.5 million dollars in transient occupancy tax (hotel bed tax)
making it our General Fund's fifth largest revenue source.
Along with HVS, the Greater Ontario Convention and Visitors Bureau prepared a customized
report for Rancho Cucamonga and Ontario hotels. Going back to 2012, the City has averaged
an occupancy rate in the low 70% range during the worst years, with an Average Daily Room rate
of $100.00, during the worst years. In the better years, occupancy rates pushed into the high
80% range with an Average Daily Room rate that was nearly $140.00. The forecast for FY
2020/21 is for an occupancy rate that will average about the mid-40% range with an Average
Daily Room rate of about $115.00. It appears that occupancy and room rates will not likely recover
until the latter part of calendar year 2022 (nearly three full fiscal years from now). Revenue per
average room will likely be somewhere around what it was between the years 2012 and 2016
depending on whether hoteliers lower the average daily room rate to try and grab market share
from one another.
Fiscal Year 2020/21 Preliminary Budget Page 7
Monthly Forecast - Ontario CVB - City of Rancho Cucamonga. CA
!a�1 sx
817 76.1 68.8 745 826 44.3 256 25.9 296 32.4 35.2 353 377 371 383 418 49.5 538 550 55.3 599 60.8 637 654
-47 -4.2 82 3.9 43 -4-16 580 �661 -W9 612 -640 516 53.8 512 44.3 438 401 214 115.2 1139 1092 874 80.8 854
RevPAR Cycle - Ontario CVB - City of Rancho Cucamonga, CA
2020
$145 -- — —�
$135 00
00
O Oct 20
$125 Oo
O COO
a �or
a 5115
$85
34%
�1r`�l .qct 18
A$W `, Apr 18
~` Oct 17
jApr 17
Oct 16
Apr 16
y Oct 15
Apr 15
Oct 14
(ice Apr 14
t 13
`3Cpr 13
Oct 12
44% 54% 64% 74%
TTM Occ(%)
84% 94%
Legend
Historical Data
Forecasted Data
One of the few bright spots for 2020/21 is that there are two new hotels still under construction in
Rancho Cucamonga. The 100+ room Hampton Inn (Hilton) hotel on Foothill Boulevard east of
Milliken Avenue is rising out of the ground and will be completed later this year. The 75+ room
Tapestry Hotel (Hilton), an entry level luxury hotel, just pulled permits and should be completed
in 2021 at Base Line Road and Day Creek Boulevard. Hopefully, by the time both hotels are
ready to open, the current restrictions on leisure travel will be lifted.
Fiscal Year 2020/21 Preliminary Budget Page 8
Local Sales Tax
"The sales tax is the best and most equitable tax. The gasoline tax, which is nothing but a sales tax, has
proven painless, productive and punitive. Everything we buy should have its equal proportion of tax,
outside of cheap food and cheap clothes." Will Rogers
HdL Companies (HdL) is the leading statewide consultant for local government sales tax in
California. For over 20 years, the City of Rancho Cucamonga has used HdL for property and
sales tax consulting. HdL works with Beacon Economics to prepare consensus economic
forecasts for the State of California as well as local areas. The latest consensus forecast assumes
the stay-at-home order generally is lifted at the end of May 2020. Not factored into account either
is the Governor's potential (allowed) 90-day filing extension for taxpayers with a tax liability of less
than $1 million or the 12-month tax payment deferral program of total taxes up to $50,000 for
small businesses. Also not modeled are any fall or early spring flare ups of the novel coronavirus
which negatively impact the economy.
HdL is forecasting that many marginal or overly leveraged businesses will not survive the
shutdown even with federal subsidies. Further, a return to previous spending levels is not
anticipated to happen immediately but will evolve over time. Consumers may take some time to
get comfortable again with leisure travel. Businesses are likely to be more cautious about capital
investment and the hiring, or rehiring, of employees. It is expected that some amount of business
travel will not return and will instead continue as teleconferences. And some consumers who
previously were hesitant about online shopping will likely not adopt permanent changes in their
spending habits. Statewide the forecast for major sectors of interest to Rancho Cucamonga
include flat growth in Building and Construction and Fuel and Service Stations, a 5.4% decline in
Business and Industry (tied for Rancho Cucamonga's third highest sales tax category at 14%), a
modest 2.0% growth in Food and Drugs, a small 2.5% decline in General Consumer Goods
(Rancho Cucamonga's highest sales tax category at 36%) and significant 6.5% decline in
restaurants and hotels (tied for Rancho Cucamonga's third highest sales tax category at 14%).
Hdl's models assume the virus is largely contained by the end of September and tax declines
bottom out in early 2021. A prolonged recovery, which does not see revenues returning to their
pre -pandemic levels until probably late 2023 or early 2024, is possible and this model factors into
account the shift to online sales and depressed levels of business travel.
State Budget
A major impact on local recovery is the health of the State budget. As of this writing, the Governor
is projecting a State budget deficit of some $54 billion with continuing deficits until FY 2023/24.
The Legislative Analyst's Office has reviewed the Governor's projections and largely concurs with
the scope of the problem. Somewhat more middle of the road than some economists who fall
into the pessimistic or optimistic scenario, the LAO estimates the state is currently in a deep
recession, the impacts of which depend on its depth and duration. Accordingly, the LAO forecasts
two middle of the road scenarios, a somewhat optimistic "U-shaped" recovery and a somewhat
pessimistic "L-shaped" recovery. Under the "U-shaped" scenario economic activity would remain
below pre -recession levels well into the middle of 2021 before picking up steam. By contrast, the
"L-shaped" scenario has the economy in a recession through all of 2021 with things gradually
beginning to recover in 2022. Some of the unknowns which could bring about this scenario
include the number of businesses unable to re -open, the number of businesses which cannot
Fiscal Year 2020/21 Preliminary Budget Page 9
adapt their operations to the new health criteria, and the extent to which many workers remain
out of the workforce for an extended period of time.
Calculating the Budget Problem
(In Billions)
.ower F#nrerkres°
WO blWon
FAKW Problem Lower Fteverxos
$18 MUM $39 Men
U-shaped Recession
-10 $18 Billion Budget Problem
Remove Lower
January Otter
More Federal Proposals Speeding
FIXION for
-20 Medicaid Programs r---
--- looter ---�
Reserve
_
-30 Hl)-19 �-OeposDepositst�VID-19 Lower Spandiry
---- on K-14 Education
-40
$50
a Not of SF FU balance and federal ralnUmsements
BudW Problem
$31 bObn
L-shaped Recession
$31 Billion Budget Problem
Remove Lower
January Other
More Federal proposals 0
Fucking fat
Medlc�d Program�l---
___ Lower Reserve __I
--�
Sperxing
Deposits
Fiigner COI*V Lower Spen inn,
___ c-
on K-14 Education
COV1D-19 = coronavirus disease 2019 and SFEU - SWcial Ford for Economic Uncertainties.
Depending on the recovery scenario used, the State budget problem is $18 billion to $31 billion
in scope. The Governor's estimates of a larger budget problem use "gross" numbers as compared
to the LAO's use of net numbers. Regardless of the scenario, or the exact numbers used, all
predictions agree the State fiscal challenges will not likely end soon, extending well beyond the
end of the pandemic. Budget deficits will persist at the State level through thru at least FY 2023/24
or longer depending on the speed of the recovery. Further exacerbating the problem is that the
budget reserves for California are at best around $16 billion, which will help with a recovery but
are clearly insufficient to plug the budget hole.
Illustrating why it will be so difficult for local agencies to prosper while the State is in trouble are
some of the numbers in Governor Newsom's budget as it relates to California's public schools,
physically closed since mid -March of 2020. The Governor is proposing a $6.5 billion cut to
schools' main source of funding as well as
other reductions that, if enacted, would mean
single -year reductions to public education at
least equal to and possibly greater than those
experienced during the Great Recession a
decade ago. At that time more than 30,000
educators were laid off, a scar for the state's
teacher workforce which had only recently
been healed. The proposed education cuts
Fiscal Year 2020/21 Preliminary Budget Page 10
will arrive as schools expect to incur additional physical and labor related costs to safely reopen
their doors for teachers and students in the fall or next spring. And this comes on top of the fact
that about 7 in 10 California school districts were spending more money than they were receiving
before the pandemic, according to the California School Boards Association, and 40% already
were weighing employee layoffs to help offset rising costs.
Scope of Local Revenue Loss
If money is your hope for independence
you will never have it.
The only real security
that a man will have in this world is
a reserve of knowledge, experience, and ability.
Henry Ford
As this message is being written, the economy in California has been shut down for over 11
weeks. Ironically, however, Governor Newsom has finally begun to allow most counties in
California to progress into Stage 2 of re -opening which includes non -essential, low and medium
risk type businesses that, generally speaking, can implement protective measures against the
spread of the novel coronavirus. This includes things such as retail, shopping malls, restaurants
with dine -in and other similar businesses. As sure as the sun will rise tomorrow, those of us in
local government realize that in another 11 weeks the memory of this closure and the lost
business will have begun to fade for many of the public and now that business is re -open they will
expect programs, services and assistance similar to what they were accustomed to receiving
during the year prior, 2019. The challenge is to encompass the scope of the losses the last 11
weeks in a concise picture and description which is both realistic and meaningful.
In FY 2020/21, based on the best estimates available, the City is projected to take in $28.74
million in sales tax. Sales tax is Rancho Cucamonga's largest revenue source and in FY 2019/20
the City budgeted for approximately $32.55 million. The main areas of largest impact are General
Consumer Goods, Restaurants and Hotels, Building and Construction and Fuel and Service
Stations, all of which are down approximately 20% for FY 2020/21. In reviewing prior budgets to
find a similar number, staff had to go back to FY 2016/17 when the City adopted a budget with
$28.85 million in sales tax. Essentially, Rancho Cucamonga has lost approximately four years of
sales tax gains. This is equivalent to the losses during the Great Recession in 2008-2010,
however, this loss happened in just a few short months rather than spread out over several fiscal
years. Put another way, in FY 2005/06 the first full year that Victoria Gardens was open, the City
received an additional $4 million in sales tax. So, the loss for next fiscal year is as if we closed
down Victoria Gardens. Staff calculated that for each month businesses were closed down during
March and April 2020 the City was losing over $1 million per month in taxable sales.
Of particular concern is the impact of the shutdown on already struggling brick and mortar
retailers. Real estate giant Irvine Co. recently warned about a "protracted" downturn creating
"new economic realities." This warning came after the Irvine Company, a privately -owned
Fiscal Year 2020/21 Preliminary Budget Page 11
company with extensive liquidity, laid off 181 workers, primarily in its shopping center
management business, and 1,076 hospitality workers at two of its hotels. Well-known Los
Angeles retail developer Rick Caruso, recently called any economic recovery "a survival -mode
exercise." This decline hits at the same time as another trend, which is the shift to online sales.
Over the 2012-2019 time period brick and mortar sales grew by 11.4% compared to online sales
which grew 236% in the same time period. Some of the early impacts of this pending retail
implosion:
• Hertz filed for bankruptcy
• JC Penney filed for bankruptcy
• Sears is still in bankruptcy and may not emerge
• Macy's is teetering on bankruptcy and borrowing against their real estate portfolio
• J. Crew filed for bankruptcy
• Victoria Secret is closing 25% of its stores
• Brio Italian restaurant filed for bankruptcy
• Souplantation closed all its locations permanently
• Neiman Marcus filed for bankruptcy
• Pier 1 filed for bankruptcy
A few other key comparisons for
perspective. Transient Occupancy Tax
(TOT) for FY 2020/21 is projected at
$1.83 million dollars, which compares to
$1.84 million adopted in the FY 2012/13
budget. That is eight years of revenue
gains lost in less than three months. At
the time, in FY 2012/13, the City had
nearly 1/3 fewer hotels than it does now.
Last year, for comparison, we projected $4.61 million in TOT revenues.
In other respects, as well, the COVID-19 Recession is different and more severe than anything
else in recent memory. Cities have experienced direct revenue losses on a scale (breadth) and
scope (depth) not seen before; some examples include lost recreation and cultural arts fees, lost
planning/building/engineering fees and permits, lost parking revenue, lost business licensing
revenue, lost electricity and water charges, lost franchise fees for utilities and refuse and lost utility
user charges.
Prior years' budget messages included discussion of unemployment, however, that is being
purposefully omitted this year. With unemployment (a lagging indicator, where the data has to
catch up after the fact with the action having already occurred) still rising from the layoffs in March
through May 2020, a comparison would serve little purpose. Last year, in March of 2019,
unemployment was 3.2% in Rancho Cucamonga and 4.3% at the San Bernardino County level.
State unemployment was over 15% in early April and by most projections will probably continue
rising into the 25 -35% range (levels not seen since the Great Depression) thru June and then
slowly begin decreasing as businesses reopen. A further comparison would yield little useful data
other than the obvious conclusion that when all non -essential businesses are closed,
unemployment is high.
Fiscal Year 2020/21 Preliminary Budget Page 12
Similarly, prior years' messages included discussions of office, hospitality and housing market
sectors. Brief discussions of the housing and office sectors are included later on in this document
under the 2020 Prospects and Projects for Economic and Community Development section. The
current and future state of the hospitality (hotel) sector was discussed above and restaurants
(also part of the hospitality sector) will largely follow the recovery of the retail sector as also noted
earlier on.
Personnel Costs and Staffing Levels
CORPORATE DILEMMA In FY 2019/20 the City budget had 178 FTEs for part-time
--- — --- staff, however, in FY 2020/21 the budget is projected at 122
uxAT If ix TRAIN 11tn N70 Tecr ttAvt% FTE's (a 32% reduction) of which another 60 FTEs are
VM11TIII °°'IT"'AW MY Si"Y' conditional (approximately 33%), meaning they only exist on
the books and will not actually be hired until the Community
Services (CSD) and Library Services Departments are able
i to resume more normal services. As expressed in dollars,
j the adjacent chart illustrates the tremendous drop in part-
time salaries. Due to the shutdown impacts, the City
reduced part-time salaries by over $1.3 million dollars for FY
j 2019/20. Salaries for part-time staff for FY 2020/21 are
rNvcsTiNc n+ cnPLarccs down nearly $1.6 million from adopted to proposed, but of
that amount $2.9
million is staffing for CSD and the Library which is PART-TIME SALARIES - ALL FUNDS
conditional upon a lifting of the current health orders
$5,613,600
impacting mass gatherings. Should that not occur, it
is possible that actual part-time salaries may be more $s,00°,°°° $4,298,3aD
in the range of just over $1.0 million dollars next fiscal $4043460
year, a reduction of nearly 4/5 from the prior year. i
S2,960,660
00 $3,000,0
Full-time staff have also been negatively impacted. In
FY 2019/20 the budget was adopted with 387 full-time
equivalent (FTE) positions, excluding the Fire District. 67.000,000
For FY 2020/21 it is recommended at 349 full-time
equivalent positions, a 10% reduction. Overall, the $
City's estimated General Fund payroll went from $30.2
million in FY 2019/20 to $29.6 million in FY 2020/21.
FY 19/20 Budget FY 19/20 Est Ac l FY 20/21 wopoaed FY 20/21 C D and
ut—V
Following is a summary by position of the various full-time personnel reductions that are
incorporated into the Preliminary FY 2020/21 Budget. Although budgeted positions decreased
by 38 positions overall, one position was previously eliminated during the course of FY 2019/20
as part of a departmental restructuring.
Fiscal Year 2020/21 Preliminary Budget Page 13
SUMMARY OF FULL-TIME PERSONNEL REDUCTIONS
Number
Of
Bargaining
Savings/
Proposed Action Status Position
Positions
Unit
Departirrmn
12229
Fully Defund
Vacant Administrative Assistant
1.0
General
Animal Care and SeNces
$ 71,030
Fully Defund
Vacant Animal Caretaker
1.0
General
Animal Care and Services
74,290
Fully Defund
Vacant Animal SeNces Officer II
1.0
General
Animal Care and Services
101,730
Fully Defund
Vacant Administrative Assistant
1.0
General
Building and Safety Services
71,030
Fully Defund
Vacant Public Services Technician 1
1.0
General
Building and Safety Services
88,450
Fully Defund
Vacant Administrative Assistant
1.0
General
Community SeNces
71,030
Fully Defund
Vacant Community Services Coordinator
1.0
General
Community Services
106,370
Fully Defund
Vacant Community SeNces Manager
1.0
Mid -Manager
Community Services
140,630
Fully Defund
Vacant Community SeNces Superintendent
1.0
Mid -Manager
Community SeNces
149,340
Fully Defund
Vacant Community Theater Producer
1.0
General
Community Services
106,370
Fully Defund
Vacant Theatre Technician III
1.0
General
Community Services
92,980
Fully Defund
Vacant Engineering Technician
1.0
General
Engineering SeNces
101,740
Fully Defund
Vacant Executive Assistant 1
1.0
General
Engineering SeNces
93,420
Fully Defund
Vacant Public Works Inspector II
1.0
General
Engineering SeNces
114,070
Fully Defund
Vacant Account Technician
1.0
General
Finance
92,980
Fully Defend
Vacant Administrative Assistant
1.0
General
Human Resources
71,030
Fully Defund
Vacant GIS Specialist
1.0
General
Innovation and Technology
109,610
Fully Defund
Vacant Information Technology Technician
1.0
General
Innovation and Technology
87,590
Fully Defund
Vacant Library Technician
1.0
General
Library Services
80,060
Fully Defund
Vacant Lead Maintenance Worker
1.0
Teamsters
Public Works SeNces
96,290
Fully Defund
Vacant Maintenance Worker
7.0
Teamsters
Public Works Services
r 557,410
Total Defunded - Vacant Status
27.0
2,477,450
Fully Defund
Filled Administrative Assistant
1.0
General
Community SeNces
60,800
Fully Defund
Filled Artistic Prod ucer-M ainStreet Theatre
1.0
General
Community SeNces
106,390
Fully Defund
Filled Community Services Coordinator
1.0
General
Community SeNces
90,280
Fully Defund
Filled Cultural Center Manager
1.0
Mid -Manager
Community Services
145,020
Fully Defund
Filled Theatre Technician 111
3.0
General
Community Services
248,010
Fully Defund
Filled Management Analyst 11
1.0
Supervisory/Professional
Comm. SeNces/Library SeNces
135,540
Fully Defund
Filled Administrative Assistant
1.0
General
Engineering SeNces
71,040
Fully Defund
Filled Administrative Assistant
1.0
General
Planning
58,330
Total Defunded - Filled Status
10.0
915,410
Total Defunded
37.0
$ 3,392,860
These reductions roughly track actual workload impacts for the customer -facing Community
Development departments. Near the beginning of the pandemic, the City started tracking activity
levels in the Community Development -related departments and continued tracking those activity
levels through to the present. Generally speaking, activity is down about 20% across
departments, and the trend line continues to decline.
City Hall Lobby Visits Per Week
53
50
48
n6
45
40
ss
30
24
20
20
Lmldsla
LA
low iu
L
1,.L,
March 16 March 23 � March 30 �
April 6-
April 13-
Apn120 April 27 -
May 4.
May 11 � May 18.
March 19 March 26 April
Apnl9
April 16
Apnl23 April 30
May 7
May 14 May 21.
11111=B&S �ENG-8L-PLNN t_CIr HR r_AS lll� FIRE � CC r_ PRO -TOTAL
Fiscal Year 2020/21 Preliminary Budget Page 14
Phone calls have been increasing.
City Hall Phone Activity - Total Calls Per Week
1000 921
900 868
846
800 766
673 699 724
700 648
600 562
500 4$1
400
300
200
100
0
March 16- 19 March 23- 26 March W-AprA 2 April6 9 April 13-16 AWii 20 23 April 27 - 30 May 4 - 7 May 11- 14 May 38- 21
Breaking down the data further into the key departments that serve as the intake funnel of
development activity, one can see the significant downward trend line for Engineering.
Engineering Services Activity
SW
45u
astl
2So
M00
50
so dL J1 j 'j la.
Marchi6.19 W,623-26 'A4arch M-A;,02 ApMG 9 Aryi113-16 Ap,ii20 23 Ap,N17.30 Wy4-7 May 11 14 htay 18 21
Wl W2 W3 W4 W5 W6 W7 WS 1119 W70
�Applicati n%, bmittal—p—lit, N-11 — r..vunLPr VNIS �Tolal
Planning has been relatively constant on activity (which is consistent with past downturns) but as
the dark blue data reveals, application submittals have fallen off. This does not bode well for
future construction activity.
140
120
100
80
60
40
20
0
Planning Services Activity
-IN-
MIN_
April 6-9
Ap6113-16 April 20-23
Ap6127-30
May 4-7
May 11-14
May 18-21
W4
WS W6
W7
W8
W9
W10
� Application Submit' al art Phone
Calls � Emails
r_ counter Visits
Total
Staffing levels are critically important for several reasons. They are nearly always the single
biggest expenditure item for any local government. With respect to Rancho Cucamonga,
personnel costs (excluding police and fire) typically constitute 23% of our budget (based on FY
2019/20), and when combined with police and fire (both personnel intensive departments) that
percentage increases to 74%.
Fiscal Year 2020/21 Preliminary Budget Page 15
Staffing levels should ideally be relatively matched to both workloads (discussed above) and
ongoing revenues (to ensure sustainability). Closely tied to the staffing level are PERS Employer
Contributions. We are in year three of a multi -year rate increase which was expected to level off
in FY 2022/23, relatively speaking.
City Misc. Required PERS Employer Contribution
(includes UAL Contribution as %)
30.00%
27.1% 27.6%
27.50%
26.4%
25.0%
25.00%
23.2%
22.50%
21.0%
20.00%
18.6%
17.50%
16.7%
25.8%
14.5%
15.00%
13.3%
13.5%
22.6%
12.50%
10.00%
FY 12/13
FY 13/14
FY 14115 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 Misc. Tier 1 Required PERS Employer Contribution
(includes UAL Contribution as %)
50%
455.
42.01% 42.84% 43.70°1°
40.03%
40%
34.28%
35%
31.49%
30%
25%
22.92%
20%
18.09% 19.20%
15.70%
15.74%
10%
FY 14/15
FY 15116
FY 16117 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%
55.66% 56.62%
5s% 554.63%
2.31%
50% 49.18%
45% 42.92%
40% 37.21%
35% 32.98%
30.85%
30% 27.85% 27.70%
25%
20°,6
15%
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
Fiscal Year 2020/21 Preliminary Budget Page 16
"Oh, buy and buy. We buy and buy. But ain't nobody buying time. We spend our lives, dollars
and dimes, but ain't nobody buying time." Ross Ellis. Buy and Buy
Unlike much of the regulatory relief granted to private sector entities during COVID-19, there is
no similar rate increase relief for CaIPERS. Converting those rates into dollars, brings the costs
from the abstract to the concrete.
$10.0
$8.0
$6.0
$4.0
$2.0
$0.60
$0.50
$0.40
$0.30
$0.20
$0.10
S-
City of Rancho Cucamonga
Estimated CalPERS Employer Costs
(in Millions)
$9.1 $9.5 $9.4
$8.0 $8.6
$7.2
FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/2S FY 202S/26
■ Normal Cost ■ UAL
Fire District- Miscellaneous
Estimated CalPERS Employer Costs
(in Millions)
$0.41 $0.44
FY 2020/21 FY 2021/22
$0.46 $0.47
FY 2022/23 FY 2023/24
■ Normal Cost ■ UAL
$0.48 $0.49
FY 2024/25 FY 2025/26
Fiscal Year 2020/21 Preliminary Budget Page 17
Fire District - Total
Estimated CaIPERS Employer Costs
(in Millions)
$8.0
$7.0 $6.1 $6.7 $6.9 $6.9
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$-
$7.3 $7.5
FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
■ Normal Cost ■ UAL
At the time of this printing, the stock market was still down over 3,000 points from its high in early
2020. That will translate into lost earnings at CalPERS (for the fiscal year ending 6/30/2020) who
will then pass those losses on in the form of higher rates to employers in FY 2022/23. As it stands
today, CalPERS costs are increasing 16% from FY 2019/20 to FY 2020/21, which is on top of
prior year's cost increase, which went from total of $4.4 million to $6.2 million, an increase of 41 %
year over year. The timing of any future CalPERS cost increases will be inauspicious at best as
there is another $1.00 minimum wage hike in January 2021 and a final one in January 2022, both
of which appear to be inevitable. Each minimum wage hike costs the City just over $100,000 in
additional costs both direct (staffing) and indirect (contracts and salary compaction issues) per
month.
As the CalPERS pressures combine with the economic
impacts of a recession and increasing wages, the City will
again look to restructure and re -organize its workforce to
reflect the dynamics and demands of a new business
environment. Certainly, remote work will play some role in that
conversation. As was made clear during the pandemic, highly
specialized positions are vulnerable to work interruptions and
the City has for some time been seeking to create fewer
position titles with a broader array of responsibilities that span
multiple departments. That work will continue, and even
accelerate, as we utilize vacancy control strategies and
strategic workforce reductions to reduce costs and improve
efficiency during the economic downturn.
Impacts to City Services
"The future depends on what we do in the present." Mahatma Gandhi
As this message is written, it is not possible to forecast all the impacts to City services throughout
the year. There are too many unknowns. Just this week, the County was allowed to move into
Stage 2 of the Governor's Reopening Plan and some businesses that were in Stage 3 were moved
into Stage 2. We don't know when the health orders limiting mass gatherings will be lifted or when
Fiscal Year 2020/21 Preliminary Budget Page 18
rentals and mid -size group activities can begin again. No one knows when robust therapeutics
will be developed or when a vaccine will become commercially available. Too many unknows.
Nevertheless, for transparency purposes, a clear and relatively concise list of major service and
program impacts was developed for this Budget Message, and is as follows:
• City Hall is open for walk-in public access on a reduced hour basis Monday through
Thursday. Appointments are encouraged and most services are available remotely.
• Animal Center is open by appointment only for emergencies, animal drop offs, and by
appointment only for adoptions.
• Archibald Library (Wednesdays and Fridays, 10am-6pm) and Biane Library (Tuesdays,
Thursdays, and Saturdays, 10am — 6pm) are open for curbside pickup of materials only.
The Tech Center at Biane Library is open Tuesdays, Thursdays, and Saturdays, 10am —
6pm. No walk-in access is allowed at either library, and all in person programs are
cancelled including Passports.
• Central Park is open Monday through Friday from 10am — 6pm for very limited senior
services and distribution of commodities. Wellness Pass is closed along with walk-in
services and all rentals at that location canceled.
• Lions East/West is closed and all programming or services at that location canceled.
• Sports Center is closed and all programming or services at that location canceled.
• Cultural Center at Victoria Gardens is closed and all rentals at that location canceled.
• Lewis Family Playhouse is closed and all shows or rentals at that location canceled.
• Family Resource Center is closed and all programming or services at that location
canceled.
• All Fire and Police Stations remain open but walk in access is prohibited or restricted.
• All City Parks are open but large group gatherings and organized sports activities remain
prohibited. Playgrounds are still restricted, however, tennis courts and outdoor basketball
courts and the skate park have been reopened.
• Community Services in person Programs and Classes are canceled.
• City Council and Planning Commission meetings remain closed to public access
More changes are possible throughout the year. Indeed, although Rancho Cucamonga is
adopting a FY 2020/21 budget, we know that this fiscal year is one in which several evolutions of
the budget may be necessary. Many public agencies are adopting a workload budget (same as
last year) or a continuing resolution to carry them through Q1 of the fiscal year until better revenue
and expense estimates are available. Rancho Cucamonga has chosen instead to adopt a
traditional sustainable fiscal year budget; however, we recognize that depending on the scope of
the downturn, or the speed of the recovery, further adjustments at the end of the first quarter, at
mid -year and perhaps even in the third quarter will be necessary. Accordingly, the City will be
extremely cautious in filling new full-time vacancies, practicing what is called vacancy control for
those openings resulting from retirements, promotions or career advancement in other agencies,
as we want to ensure sufficient budgetary flexibility to account for additional flare ups of the novel
coronavirus or further economic impacts not yet immediately apparent. Additional tactical budget
strategies in use for FY 2020/21 include monitoring and limiting use of overtime, enhanced
purchasing practices, review of ongoing expenditures, review of consultant use, review of fees for
service, enhanced billing and collection procedures, enhanced opportunities for partnering with
other public and private organizations, limited debt, capital and equipment spending, closure of
facilities and reduction in hours of service at facilities that remain open, increased employee
Fiscal Year 2020/21 Preliminary Budget Page 19
contributions toward retirement benefits and reorganization of service delivery. These tactical
approaches ensure the current budget is able to provide service levels (for the next 12 months)
which are fiscally sustainable on an ongoing basis until the economy returns to its pre -recession
levels in three to four fiscal years.
Infrastructure and Maior Capital Improvement Projects/Programs
"You and i come by road or rail, but economists travel on infrastructure." Margaret Thatcher
Beautification. The City continues to invest in projects which will yield long term cost savings,
both water and/or maintenance, to Rancho Cucamonga residents. One such example is
$400,000 next year for removal of additional grass areas in LMD 4R (Terra Vista area) to replace
them with drought tolerant landscaping. Similarly, the lighting fixtures in Old Town Park, which
have plenty of service life left, have pole foundations that do not meet the most updated wind load
requirements. The City will be spending $40,000 out of LMD 1 funds to prepare updated
specifications for the foundations with the goal of replacing them to maximize their useful life.
Another $400,000 will help with drought tolerant landscaping replacement at parks, parkways and
medians throughout LMD 2, on the eastern side of Rancho Cucamonga.
Facilities. Maintenance of municipal facilities is often one of the first items deferred during an
economic downturn. Ironically, it should be one of the last items, because in the end deferring
critical maintenance items simply increases long term replacement costs. Even with the Lewis
Family Playhouse closing next year, the City is investing $50,000 to upgrade the architectural
lighting control systems in the Cultural Center lobby, Celebration Hall, and theatre halls and house
lighting. The existing system in Celebration Hall has been failing for the last two years and
replacement parts are no longer manufactured. The electronic "brains" of the systems have been
and continue to fail.
Work with continue on the design of the Second Story interactive Children's Museum exhibit
space at the Biane Library. Using previously raised outside funding, most, if not all, of next fiscal
year will be spent on the current $925,000 design contract. Also at Biane Library, $20,000 will be
spent for the design and planning of the sectional carpet replacement at the facility. Slightly to the
south, at the Animal Center, $250,000 will be spent over the summer to replace the roof on the
building that is old, leaking and well past its useful life. This will ensure the interior improvements
done several years ago are protected.
Another $50,000 will be spent for the design and installation of new interior and exterior lighting
controls, along with HVAC controls, for all City buildings. The current lighting controls for the Civic
Center were installed in 1989 and are obsolete. There is no manufacturer support for the current
controls and parts are no longer available. The same situation is true for Central Park, Lions West,
Lions East and the Archibald Library. Out-of-date HVAC control systems are another problem for
City facilities. Since they are in use at the same time, this project's goal is a standardized HVAC
and lighting system (preferably with Wi-Fi capability) for all City facilities. Also at the Civic Center,
the City will spend $1,500,000 to replace the three (3) 150-ton chillers and related pumps which
have exceeded their expected service life. The current chillers and related pumps have been in
service for 28 years, which is well beyond their expected service life. The new chillers and pumps
will be of premium efficiency along with a change from a constant flow chilled water plant to a
variable flow plant.
Fiscal Year 2020/21 Preliminary Budget Page 20
Miscellaneous. Not all projects fit neatly into categories. One such project is a $125,000
installation of a Solar Photovoltaic System at the Hellman Fire Station 177. This system will
eliminate greenhouse gases and provide ongoing free energy that reduces operating costs for
the facility. One other unique project is a $1.7 million ATP Cycle 4 Grant funded project in
partnership with SBCTA (with a 20% City match to be paid over next two fiscal years) that will
help construct a Class IV protected bike lane on 6th Street improving accessibility to the RC
Metrolink Station. This project will ensure that we connect southwest Cucamonga to southeast
Cucamonga along the 6th Street corridor and will provide increased accessibility to the RC
Metrolink Station.
RCMU/Fiber Optic. Investment in our City utilities remains a priority. $197,000 will be spent for
a distribution line extension to service City Hall's east parking lot with RCMU electricity, lowering
overall long-term operating costs. Similarly, for a $57,000 investment the Fire District will be able
to extend an RCMU distribution line extension to service Fire Station 3. Lastly, as part of the
West Side Public Safety Facility, we have programmed a $237,500 project to connect this new
facility to the City's networks via the existing Rancho Fiber backbone. This backbone fiber will
need to be extended from the Haven Avenue/Foothill Boulevard intersection to the new facility via
existing City -owned dark conduit. This fiber extension will have multiple benefits, including the
connection of Station Alerting and the SBCSD network, the extension of the Rancho Fiber project
backbone footprint to the west side of the City for future growth and expansion opportunities, as
well as fiber connections for the City's ATMS project, connecting intersections on Foothill
Boulevard west of Haven Avenue.
Parks. With over 30+ different parks in the City of Rancho Cucamonga, maintaining this asset is
a continual process. To that end, the City has prioritized a number of projects for FY 2020/21.
Work continues on the State grant funded $3 million dog park at Central Park. The additional
improvements include traffic signal modifications necessary to accommodate
vehicular/pedestrian operations as a result of a new north leg at the intersection of Base Line
Road and Spruce Street. Thanks to funding from the Fire District, who uses Heritage Park as a
staging area, work will begin on the $280,000 design to replace the pedestrian and vehicular
bridges at Heritage Park. This project will replace the main three parallel bridges with one multi-
use bridge (separated uses) that spans the Demens Creek Channel at Heritage Community Park.
The existing bridges are aged, being constructed from wood, and need to be replaced to continue
to maintain access to the park and existing trails. $25,000 will be invested to replace rusted and
declining light poles that have been wet -set in concrete in Ellena and Vintage Parks. Several light
poles have already declined to the point of removal and more are failing. This project will eliminate
the poor condition and poor installation issues and replace the light poles with new ones installed
in raised footings with removable hardware. $148,000 will be used to replace deteriorated
rubberized playground surfacing at Rancho Summit Park with new rubberized playground
surfacing, thereby ensuring the new rubberized playground surfacing meets the impact
requirements for playground safety as required by the NRPA Playground Safety Standards. For
the tennis courts at Day Creek Park, $68,000 will remove and replace all existing lights in four
courts with LED fixtures. This project will help reduce energy costs by 30%, reduce maintenance
services and extend the life of the system. These new lights will also improve visibility during
night play and reduce customer complaints. Last but nowhere near least, Community Services
will invest $250,000 in a Parks and Recreation Master Plan that goes beyond the Park Facilities
Master Plan that was updated a number of years ago. Combined with the re -tooling of their
Fiscal Year 2020/21 Preliminary Budget Page 21
community program and class offerings, as well as the budget changes, this will help ensure a
solid foundation for the next 40 years for Community Services.
Streets. There are 460 miles of roads in Rancho Cucamonga, which is 14% of our land area.
Maintaining and resurfacing those streets is the equivalent of building a continuous highway over
a 50-year time period from Rancho Cucamonga to Tuscon, Arizona. As we continue to whittle
away at this mountainous task, next year's Capital Improvement Program contains a number of
important projects in this category. The City is spending $950,000 to rehabilitate the pavement
on 4th street from Haven Avenue to Milliken Avenue, in conjunction with the City of Ontario.
Another $152,000 will go to design street widening on the east side of Etiwanda Avenue including
curb and gutter, sidewalk, street light and utility relocation, as well as pavement rehabilitation.
Also on Etiwanda Avenue, from Foothill Boulevard to Wilson Avenue, the City will spend $100,000
for the design of a comprehensive pavement rehabilitation and related improvements project. In
conjunction with the Etiwanda Grade Separation project, $700,000 is being spent for pavement
rehabilitation and widening on Pecan Avenue between Whittram Avenue and Arrow Route.
On the west side of town, the City will spend $370,000 on Foothill Boulevard for design to
construct new curbs and gutters, add sidewalks, street lights, striping for two lanes in each
direction with painted median island, pavement rehabilitation, and realignment of Red Hill Country
Club Drive to a new traffic signal at the Magic Lamp Restaurant, within existing rights of way.
Nearby, $187,000 from a Federal Safe Routes to School grant will construct sidewalk, curb and
gutter on the south side of 9th Street and install bicycle/skateboard racks at Los Amigos
Elementary School, thereby improving pedestrian safety in southwest Rancho Cucamonga.
Finally, $100,000 will be spent to construct ADA compliant ramps at various locations citywide.
Traffic. As the City grows, prioritizing traffic improvements is an ongoing process, similar to street
maintenance. Investing in the upgrade of the City's traffic infrastructure is critical to minimize
traffic congestion. The main project for FY 2020/21 is $600,000 for the design of the Advanced
Traffic Management System Phase 2 which will install Closed Circuit Television (CCTV) cameras,
video detection system (VDS), fiber optic cable and conduit, communication networking
equipment including hubs, upgrade and integrate over 50 traffic signals into the Traffic
Management Center (TMC) located at City Hall, and implement traffic signal coordination timing.
$361,000 will be spent to synchronize ten traffic signals through the installation of fiber optic cable
and conduit, communication networking equipment, upgrading and integrating the signals into the
Traffic Management Center (TMC) located at City Hall. This project will utilize Crown Castle fiber
to lease existing fiber infrastructure to connect signals. Another $277,000 will be used to replace
TESCO battery back-up systems in the traffic signal controllers citywide as part of a multi -year
program. $240,000 will be used to upgrade the traffic signal at Vineyard Avenue and San
Bernardino Road, install a fiberoptic interconnect and related equipment from Vineyard Avenue
at Foothill Boulevard to Carnelian Street at Red Hill Country Club. Just as important as traffic
management is traffic safety and that is why the City will spend $247,000 of CDBG funding for an
enhancement of school crosswalks at seven locations by modifying access curb ramps,
installation of solar powered flashing beacons (at specified locations), and installation of high
visibility crosswalks.
Cyber Security. The City continues to make incremental improvements to the its cybersecurity
posture to avoid a cyber intrusion incident, such as ransomware or data theft. Beginning in 2016,
the City has made continued investments in replacing outdated IT infrastructure with state-of-the-
art equipment covering network, data center, endpoint devices and enterprise software platforms.
Fiscal Year 2020/21 Preliminary Budget Page 22
At every step of these improvement plans, the Department of Innovation and Technology (DoIT)
has ensured that every available security improvement was considered and either implemented
or added to a roadmap for security enhancements.
"The only thing worse than being blind is having sight but no vision." - Helen Keller
In the upcoming fiscal year, DoIT will be implementing several initiatives to continue fortifying the
City's digital estate, including enacting multi -factor user identity management to safeguard
account credentials; activating Network Access Control (NAC) to prevent unauthorized devices
from connecting to the City's data network; conducting the City's first -ever cybersecurity response
exercise in coordination with the Fire District's Office of Emergency Management; publishing an
updated cyber-incident response plan that reflects updated requirements from the State of
California; conducting backup restoration testing to ensure archived data is retrievable; and
implementing comprehensive network and data center activity logging.
General Plan. Fiscal Year 2020/21 will bring the most substantive General Plan work efforts ever
experienced by the City. First, over this summer, the team will be working closely with the
community to develop the Plan's Vision and Guiding Principles. This task will be one of the most
critical. The General Plan will have the greatest chance of success if it is grounded in the
community's hopes and dreams. The Vision and Guiding Principles will form the foundation for
developing, analyzing, and selecting a preferred land use and circulation alternative. In the fall,
the General Plan team will work with the community to evaluate a range of alternatives and craft
a preferred direction for the next generation of development and investment in our community.
Once a preferred direction has been selected, the team will begin creating the General Plan. Much
of the winter and spring will be focused on translating this direction into a land use and
transportation plan that provides for a healthy community, economic development, and meets the
housing expectations set by the State. Before the end of the year, the City will need to have a
draft Housing Element that can be submitted to the California Department of Housing and
Community Development to begin the process towards getting the Housing Element certified.
During this time, the team will also begin conducting environmental analysis on the plan. All of
these efforts will be moving in concert in order to bring the community a draft General Plan and
Draft EIR by the end of summer 2021.
"Make no little plans, they have no magic to stir men's blood." Daniel Burnham.
Operating Budget
"Crisis doesn't create failure, it accelerates it. Crisis doesn't create momentum, it accelerates the
momentum that was already there." Carey Nieuwhof
The Operating Budget of the City is that portion of the annual budget which includes all the regular
non -capital related revenue and expenses from year to year. In the City of Rancho Cucamonga
that is primarily composed of the General Fund, which is a catch-all term that encompasses the
major regular revenue sources for the City which are not otherwise restricted in their use and the
associated expenses that are regularly charged to those revenue streams. General Fund revenue
for FY 2020/21 is expected to total $89.3 million, up just slightly from the $88.2 million in revenue
originally budgeted for FY 2019/20. This nominal increase, however, is considerably less than
the normal $3-5 million per year increases in prior years, and would otherwise, in a normal year,
be insufficient for the regular expenses of the City. The overall Operating Budget is divided up
among the various departments as indicated below:
Fiscal Year 2020/21 Preliminary Budget Page 23
City Operating Budgets
City General Fund, Fire District Funds and Library Funds
$3,106,100 S1,279,650
58,119,410
55,750,160
12,744,860
5802,270
S1,766,050
$2,353,300
$1,633,770
$10,268,290
161,730
■ Governance
Records Mgrm.
. Commun ty Services
Library Services
. Admin. Services
■ Econ. and Comm. Dev.
■ Building & Safety Services
■ Ergineering Services
■ Pbamirg
■ Public WorksServices
■ Animal Care & Services
■ Poke
■ F ire
As is typical for most cities, Police and Fire make up the two largest cost centers. When combined
with Animal Care and Services, these three departments make up over 65% of the City's
Operating Budget, reflecting a historical and community predisposition to fund public safety at a
very high level. The 65% number is 2% larger than last year (at 63%) reflecting the shrinkage in
staffing costs in the non -safety departments during this pandemic induced recession. One item
of note is that Fire is actually a legally separate subsidiary district with a separate (mostly property
tax based) General Fund that cannot be used to supplement non -emergency services related
expenses.
Overall, the Operating Budget increased by 5.03% from last year. However, $2,557,360 of this
increase was due to the combining of the Community Services recreational and community
activities into the General Fund; previously, they were accounted for in separate special revenue
funds. Excluding these added activities, the Operating Budget increased only 0.6% from last
year. This is the smallest percentage of growth since the City exited the Great Recession in FY
2011 /12, as noted below:
Fiscal Year 2020/21 Preliminary Budget Page 24
Changes in Operating Budget
S150,000,000
S140,000,000
$130,000,000
$120,000,000
S110,000,000
$100,000,000
S90,000,000
S80 MA00
$70,000,000
$60,000,000
S50,000,000
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General Fund
The City's General Fund is the primary fund used by a government entity for municipal operations.
This fund is used to record all resource inflows and outflows that are not associated with special-
purpose funds. The activities being paid for through the General Fund constitute the core
administrative and operational tasks of the government entity. One way to think of it is, if
government is an essential service, the General Fund pays for the essential activities of that
government entity. For Rancho Cucamonga the General Fund is comprised of seven major
revenue sources, making up 85% of revenues, as indicate below:
Property tau
Vehicle license fees $21,223,690
510.082,200
Business
licenses
$2,779890
Sates tax
Ut 1011(nent
$28,744,SW
Franchise fees
57,445,070
fees
54,894500
TOT
51,835.SM
Sales Tax remains the City's primary revenue source at $28.7 million. Approximately 20% of the
City's sales tax comes from Victoria Gardens. As large as that may seem, sales tax alone is
insufficient to even cover the expenses of the Police Department contract at $42.7 million.
Rancho is a modest sales tax city, receiving less revenue than either of our large neighbors to
the south or east. Further, growth in sales tax remains a concern as brick and mortar revenues
continue to flatten and more shopping moves online. Right now, online sales tax goes to the
County pool which is distributed based on each City's proportionate share of overall "point of sale"
Fiscal Year 2020/21 Preliminary Budget Page 25
receipts, not where the tax is generated. This disadvantages smaller communities as well as more
upscale communities whose revenues are not sourced back to their origin. If the pandemic does
mark an even more extreme shift towards online shopping, reforming sales tax distribution will
become an even higher priority for many communities.
Sales Tax
$34,000,000
$32,552,480
$32,000,000
\_12%
S30,000,000
$28,617,960 $28,744,580
$28,000,000
$26,000,000
$24,000,000
$22,000,000
$20,000,000
FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
Vehicle License Fees and Property Tax In -Lieu of VLF are another significant revenue source for
Rancho Cucamonga, estimated to be at $21.2 million for FY 2020/21 which is $944,370 more
than in FY 2019/20. In a community like Rancho Cucamonga, where property tax valuation
typically increases at a healthy amount from year to year, VLF and Property Tax in -Lieu of VLF
are likely to remain a growing revenue source as noted below:
VLF and Property Tax In -Lieu of VLF
$22,000,000
$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
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Property tax has always been a modest revenue source for Rancho Cucamonga, owing to our
post -Proposition 13 incorporation. For FY 2020/21 it is estimated at $10.0 million dollars which
Fiscal Year 2020/21 Preliminary Budget Page 26
is a 4.2% increase from the prior fiscal year. While we are known as a low property tax city, that
is a misnomer. Property Tax rates are the same as anywhere else: the difference is that most of
the revenue goes to the State, School Districts and County. Only a modest $0.05 goes to the
City of Rancho Cucamonga as shown in the property tax dollar breakdown graphic below:
Property Tax Dollar Breakdown
604 Education
15c Count,Generol
Fund
12.54 RC Fire Distrid
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5.14 city
4.54 Inland Empire
ti
Utilities Agency
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Administration
As the City matures, however, we are taking a new look at property tax as an opportunity to
maximize and diversify our revenue stream. The City is beginning to look at value per acre, similar
to what a farmer or developer might do, and seek to maximize our revenue value per acre, jobs
per acre, and assessed valuation per acre. This new way of looking at revenue will help maximize
certain key areas of the City which will help increase property values and revenue overall. This
will be explored more in our new General Plan and if adopted as standard will find its way in far
more detail into future overall budget.
Franchise Fees are those fees paid by utility providers in the City of Rancho Cucamonga,
including Southern California Edison, Southern California Gas and Burrtec for the privilege of
operating exclusively in the City using the City rights of way. These fees may be regulated in
some cases by the California Public Utility Commission and can be volatile from year to year given
changes in rates, conservation and increasing efficiency and recycling standards. Franchise fees
are estimated at $7.4 million for FY 2020/21 which is 11.9% higher than the prior fiscal year, as
shown below:
Franchise Fees
$8,000,000
$7,500,000
$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000
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Transient Occupancy Tax (TOT) is a tax placed per night on the use of hotel rooms where the
occupant stays 30 days or fewer. TOT is a percentage of the hotel room rate, and it currently sits
Fiscal Year 2020/21 Preliminary Budget Page 27
at 10% in Rancho Cucamonga, some 2% lower than our neighboring city of Ontario to the south.
Once a modest revenue source for the City, over the years with the growth in the number of hotels
and rooms, along with increasing room rates, this has become a significant revenue source for
the City. Rancho Cucamonga estimates it will collect $1.8 million in TOT for FY 2020/21 which is
$2.7 million less than was collected in FY 2019/20, owing largely to the impacts of the pandemic
on leisure and business travel. This is a 60% reduction in this important revenue.
Transient Occupancy Taxes
$5,000,000
$4,613,410
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000 $1,835,530
$1,500,000
$1,000,000
A0, °J�
Businesses License and Development Fees are the final two revenue sources 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 City. This revenue is estimated to be $2.7 million for FY 2020/21 as
noted in the chart below:
Business Licenses
$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
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Similarly, Development Fees are estimated to be at $4.8 million next fiscal year, a moderate
17.0% increase from the prior year due to an anticipated increase in development activity, but
they are still not back to their levels before the Great Recession. This largely reflects the City's
built out nature.
Fiscal Year 2020/21 Preliminary Budget Page 28
$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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Use of Reserves. The last time the City of Rancho Cucamonga used reserves to balance its
Operating Budget was FY 2010/11 and that year we used $908,130 during the Recession. Over
the ensuing years, Rancho Cucamonga cultivated a regular habit of adding to reserves,
accumulating a total budgeted contribution to reserves of $5.7 million dollars in six years.
Unfortunately, this most recent fiscal year we estimate we will have to use $417,860 of reserves
to finish the year with a balanced budget and we anticipate using $700,000 amount of reserves
in FY 2020/21 to cushion the dramatic revenue loss. Nevertheless, we eagerly anticipate
returning to our regular habit of contributing to, not withdrawing from, budgeted reserves.
Library
Last year, the budget message noted that the Rancho
Cucamonga Public Library, which has received the National
Medal for Museum and Library Service, the nation's highest
honor for libraries and museums, was noted from its very
early days for flexibility in programs and services to the
community. The Library Staff are an entrepreneurial group
always trying new ideas and programs. Never was this more
evident than during the pandemic. Rancho Cucamonga was
one of only a handful of public libraries in the State that
remained open, delivering essential services to its residents
during one of their times of greatest need. Rather than close,
as most libraries did, sending their staff home and denying
the community all access to the knowledge and resources
contained therein, the Rancho Cucamonga Public Library
remained open with enhanced curbside pickup and drop off services, book deliveries, enhanced
e-book access and even a computer lab that remained open while practicing social distancing.
For FY 2020/21 that innovative spirit continues to flourish, even though this will be one of the
more modest operating budget years as noted below:
Fiscal Year 2020/21 Preliminary Budget Page 29
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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Work also continues on the Library's Second Story, a space that now features an Art Studio,
STEM lab, Workshop, Kitchenette and Open Exhibit area. Originally planned as an interactive
children's museum that would potentially have begun construction as early as FY 2020/21, the
Second Story will now go through an extended design period while staff and the consultants
determine the changes necessary to ensure that an interactive high touch children's learning
environment can function safely while still challenging children's imagination and creativity
through a literature themed environment of continuously changing interactive exhibits.
Construction will be pushed back at least one year, but the goal remains the same, to win a
second IMLS Gold Medal, this time as a children's museum.
Fire District
"Training is not about being better than someone else, it's about being better than you used to be."
This year marks nearly 100
years since the early community T •ter - `k
of Alta Loma first grappled with,
the issue of fire protection. From
humble beginnings as different
volunteer community -based
departments, the Foothill Fire
District first formed, ultimately
becoming a self -governed`.
subsidiary district of the City of
Rancho Cucamonga known as
the Rancho Cucamonga Fire Protection District. The original fire house in old downtown Alta
Loma is no longer functioning, but today the District has seven fully functioning modern fire station
locations. Station 8, to be situated in Terra Vista behind Target, east of Haven Avenue and south
of Church Street, is partway through the design -build process. The District recently acquired land
just east of Archibald Avenue, south of the railroad tracks, for a Station 9. And following closely
on the heels of the highly successful 2018 launch of the All Risk Public Safety Training Facility off
Jersey Boulevard and Milliken Avenue, will come the 2020 debut of a West Side Public Safety
Fiscal Year 2020/21 Preliminary Budget Page 30
Center at Carnelian Street and San Bernardino Road. This unique approach, the first of its kind
in the County of San Bernardino, will pair on the same site a full size replacement for the aging
and undersized Fire Station 2 off San Bernardino Road near Archibald Avenue with a full Sheriff
substation that will be staffed and include department -wide evidence storage capability.
Having reached a huge milestone in FY 2019/20 with the first ever 4-0 staffing for both ladder
trucks, the department cautiously approaches the FY 2020/21 fiscal year. Dependent nearly
completely on property taxes, prudence is the watchword of the day as we wait to see how
property related values hold up through the pandemic.
The Fire District budget for FY 2020/21 is $41.9 million, a 12.8% increase over the prior fiscal
year. This growth is largely attributable to the addition of six new Firefighter positions that were
added midway through FY 2019/20 in order to provide 4-person staffing on each of the District's
two ladder trucks, as well as PIERS and other personnel cost increases.
Changes in Operating Budget - Fire District
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
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Special Districts
"I will study and prepare, and someday my opportunity will come." —Abraham Lincoln
There are thirty-five special assessment districts in the City, and these districts play a key role in
the City's budget. Specifically, these districts help ensure that new development pays its own
way. Whether the improvement is new streets and storm drains, or parks and trails, most all new
development after 1985 has been part of one or more special tax districts. These Mello -Roos
taxes and Lighting and Landscaping Maintenance District assessments help pay to develop and
maintain the infrastructure in the community surrounding a home, so the burden for that
infrastructure does not fall to existing taxpayers in the City.
Most of these districts were created prior to Proposition 218 (Prop 218) in 1996 and, therefore,
have no index to adjust regularly for rising costs. Before Prop 218 that regular adjustment was a
function of the City Council approving each year's budget and rates. After Prop 218 the City
Council retained approval over the budget, but any change in rates required voter approval.
During the high growth years of 1990-2003 the continual addition of new residents in each district
Fiscal Year 2020/21 Preliminary Budget Page 31
kept revenues growing at a steady pace. As the districts slowly built out, the improvements also
began maturing and maintenance costs increased. The early 2000's marked a change as
balancing budgets became ever more challenging. Eventually, voters in most of the districts were
given a choice to adjust services downward to live within existing revenues or approved updated
assessment rates to maintain the improvements at their historical high levels of care.
Consistent with the historical City Council policy of fiscal equity, the General Fund provides certain
minimum levels of funding (some of which are required by law) to some of the Districts. The City
Council, acting as the governing body, has adjusted services and maintenance levels where and
when needed when the funding streams remained insufficient to cover expenses. This situation
has become most acute on the west side of town where voters have refused to entertain any type
of rate increase in over 35 years. Accordingly, 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 replacements and resurfacing at Old Town Park, Heritage, Church Street
Park, Hermosa Park, Bear Gulch Park and Red Hill Park
• Shade shelter and amphitheater repair and replacement at Old Town Park, Heritage Park,
Golden Oak Park and Red Hill Park
• Bridge repair and replacement for the two western ped/equestrian bridges at Heritage
Park
• Restroom repair at various parks
• Irrigation system replacements at all parks; shade shelter wood 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. The FY 2020/21 proposed budget includes $110,000 for west side parks
public engagement to assist with this effort.
For those districts in the City where the residents have entrusted their City Council with the ability
to regularly adjust the rates, the City acts as a fiscal steward of that public trust, recommending
rate increases only when absolutely necessary to balance budgets and keep pace with rising
commodity, utility or contract labor cost increases. Below is the updated chart for each of the
districts with a rate adjustment mechanism.
District
Recommendation
Change ( )
Maximum
Assessment
Recommended
Assessment
LIVID 2
Keep Flat
0%
$534.49
$503.80
LIVID 4-R
Keep Flat
0%
$471.84
$397.15
LIVID 6-R
Increase
3%
$451.92
$451.92
LIVID 9
Increase
40%
$622.21
$436.69
LIVID 10
Increase
3%
$904.44
$758.72
CFD 2000-03B
Increase
6%
$1,470.90
$1,470.90
2020 Prospects and Projects for Economic and Community Development
Fiscal Year 2020/21 Preliminary Budget Page 32
"The COVID-19 pandemic will reverse the trends of globalization and urbanization, increasing the
distance between countries and among people. These changes will make for a safer and more resilient
world, but one that is also less prosperous, stable and fulfilling." Wharton University of Pennysivania,
Dean Geoffrey Garrett
As the Spring 2020 Coronavirus shut -down begins to wane, enough dust has settled that we can
begin to discern some of what the future might hold for community development. Before the
coronavirus pandemic hit, everyone was experiencing a statewide housing crisis, unprecedented
demand for industrial developments of all sizes, moderate growth in the hospitality sector, steady
demand for restaurants in an industry not known for long term stability, and challenging times for
retail as brick -and -mortar shops battled online e-tailers for consumers dollars. Rancho
Cucamonga was experiencing historically low unemployment and the national economy was
about 70% consumer based. And yet, as of this writing, more than 26 million people have filed
for unemployment. With the re -opening on its way, there will be a new normal that will gradually
take hold, and the demands on real estate development will change in kind.
One of the great national experiments now underway, which has the potential to change the built
environment significantly, is in the area of remote work. The City of Rancho Cucamonga, like so
many other organizations, approached remote work cautiously, fearing a loss of productivity and
concerns with workplace communication and team integration. Afterall, working together in close
proximity gives us the opportunity for spontaneous collaboration and communication. Yet, the
world has adapted fairly well to the COVID-19 pandemic -induced distancing, and everyday our
virtual working and communication tools are improving. Many organizations are finding
quantifiable productivity benefits from remote work for certain positions. In a recent study done
by the University of California Riverside Inland Center for Sustainable Development, 43% of
employees worked remotely with some frequency, 56% of employees had a job where at least
some portion could be done remotely and prior studies have shown a 10-15% boost in
productivity, reduced sick days, and improved job satisfaction from remote work. Not to mention
the quantifiable savings in greenhouse gases when people do not have to commute.
"We like to give people the freedom to work where they want, safe in the knowledge that they have the
drive and expertise to perform excellently, whether they at their desk or in their kitchen. Yours truly has
never worked out of an office, and never will." — Sir Richard Branson, Virgin America
Some hybrid of remote work and in -person work is likely to be with us far into the future. As a
result, we are likely to see a change in the type of office space businesses need as well as a
reduction in demand for overall large office space. Future office space will likely trend towards
three attributes: fewer small individual offices and cubicles, more large spaces for collaborating
and team meetings, and flexibility to adapt to shifting needs. Locally, there are no new office
buildings under construction or in design. The market was seeing gradually increasing prices per
square foot; however, the market began to soften over the winter and with the onset of the
pandemic and the shift to remote work, it does not appear likely there will be significant new office
in the immediate short term future.
"If it is asserted that civilization is a real advance in the condition of man — and 1 think that it is, though
only the wise improve their advantages — it must be shown that it has produced better dwellings
without making them more costly, and the cost of a thing is the amount of what 1 will call life which is
required to be exchanged for it, immediately or in the long run." Henry David Thoreau, Walden
Fiscal Year 2020/21 Preliminary Budget Page 33
With respect to the housing market the story is both somewhat similar and somewhat different.
CITY OF RANCHO CUCAMONGA:
EMPLOYMENT BY FIRMS AND HOUSEHOLDS
120,000
10C ss
95,100
43,50
—Working
86,016 ..+'
Househdd
Residing in
60,000
__ _ ._ .. ..✓" __._._._. ..._.._.... ..
3s1s
Rancho
e!r,5as
75,661
Cucamonga
75,000
00,000
SS,tl0
--a-Firms -
�,s3
Employees
a0,0oo
..
Located in
Rancho
Cucamonga
20,000
The chart above indicates, the sources of demand for new homes in RC remains strong. The
numbers of working households continue to rise and the City remains a jobs center. As the
following two charts indicate, however, the availability of new projects is constrained as the City
approaches buildout. Accordingly, sales of new single family housing has declined and
plateaued.
Further, with the growth in potential buyers, but declining availability, prices have continued to
rise, largely returning to their pre -recession peak.
Fiscal Year 2020/21 Preliminary Budget Page 34
RANCHOCUCAMONGA:
SINGLE FAMILY DETACHED AND ATTACHED HOUSING PRICES
�, rw
w
$600,000
r._,..
.._ __.._.
...... .._
...
Y
r
p
M x
5300,000
p
$
w
-
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a
g
5100.000
N
•Pries-SngeFam, 0—,ached MPrces-Attached 10
In addition, the value ratio for housing (price divided by living area) peaked in 2009, declined
during the Great Recession, but since has grown strongly to new record levels.
Reviewing this data, staff sought to understand why we were not seeing more homes built (given
the thousands of entitled units on the books) and why the homes we were seeing often sold at a
substantial price premium compared to surrounding communities.
Rancho Cucamonga has a number of inherent locational benefits for home buyers. The City's
evolving status as a jobs center helps increase housing demand. A centralized location, which
makes both Los Angeles, Riverside, Orange and San Bernardino counties accessible, further
helps with demand. Our numerous strong school districts serve as the bulwark which continue to
help us attract families as well as professionals. Despite this, we continue to see many fewer
homes built than are permitted at price premiums approaching 30%+ over adjacent communities.
Fiscal Year 2020/21 Preliminary Budget Page 35
One factor which affects the local Rancho Cucamonga market is that, due to high cost and limited
supply, some demand has been displaced to nearby communities.
RANCHO CUCAMONGA: COMPARISON OF RECENT
DEMAND -SUPPLY FOR NEW HOUSING DURING 2006-2019
(BASE YEAR: 2006 - PRIOR EMPLOYMENT PEAK)
12,000 - ---
10,000 9,861
8,000
6,000
4,000
2,000 ---
0
-2, 000
A 000
EMPLOYMENT ESTIMATED DEMAND ACTUAL SUPPLY OF SPILLOVER TO OTHER
GROWTH - FIRMS IN FOR NEW HOMES' NEW HOMES CITIES
CITY:2006-2019
-1,760
Area cities including Chino, Ontario, Eastvale and Jurupa have been the beneficiaries of this
displacement. With greater land availability, at a lower price premium, they have been able to
build more homes and bring the prices on those homes to market a lower level.
Fiscal Year 2020/21 Preliminary Budget Page 36
NEW RESIDENTIAL: FOR -SALE HOMES AND APARTMENTS
1,800
1,600
RL?Bi'Sf'ELBSLE
PcECE452QS DE?Sc'.S5.OR RECE<T REECCEF'e
NEW RESIDENTIAL: FOR -SALE HOMES AND APARTMENTS
1,800
2,600
1,40d i
1,200��:.
S,QOD
s
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600s;
400
200 ■
�,p v v ^, ,.p �{ + �o vti tiv tiM a vy ti" v1 e 4• i
't 1`Q 1� 1� fiT �T" 1� 18 1� 1v 1° 1° 1° v° 1° 1° 1° ti° 1o`ryvn`" �QPc'
P
■Onmrio Single Family Permits •Orxario AttdchCQ Permits rOnta io Apartments
. F135:''_T.ae.TsS_E '. l
REGE;SS3Q:: DEPRE5Si0\ RECe^.7 FECO�'IIiY
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NEW RESIDENTIAL: FOR -SALE HOMESAND APARTMENTS
600
�ro
aqp
300
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C P�
•EastwW SirgkFamfryPermits raFastrale Attxh¢tlPermits SEastvMe Apartments
?L 9� 5'Z £'.B� i ;
RbCE4SION.i)fiPRESSlON � REGE'. T FECCtEKY
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Fiscal Year 2020/21 Preliminary Budget Page 37
NEWRESIDENTIAL: FOR -SALE HOMES AND APARTMENTS
500
I
._ S' iT>TBBLE .
RECM5I0"DEPEE5SIOS
imcm, RBCOtE_,
450
400
350
._____.__._...___......_.._..
A
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E
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...__
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__,..._._.._..._....._...._.-..__.____.-._.__.
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........__.__.
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.
s0
1p18 411 41,
W Y
el
7
MJurupa Valley Sirgte FaimtyPemts 9Jurupa Vatky Attached Permts 01unpaVatey Aparmrents
Buyers in the market for more moderate priced homes have found a place to buy in neighboring
communities. In particular, Ontario, with the Ontario Ranch/New Model Colony development, has
a large area which ultimately could hold another 40,000 homes and generally came online in
2014.
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
NEW RESIDENTIAL: FOR -SALE HOMES AND APARTMENTS
ROBUSTBiBBLE RECESS;OS DEP?ZP.YAoN
i
RECEf RE( (AIETY
k
A
E
A
G
i
111P 11�1 11:�' 1P le le le 'LGP^ e le 'IN," 10�* 'IS" ":;" le +`1 10 4^1 10P'o,0�$
P
■ Ontario Single Family Permits W Ontario Attached Permits ■ Ontario Apartments
Similarly, northern Fontana, awash in undeveloped land, has also seen a huge spike in growth
beginning in 2014.
Fiscal Year 2020/21 Preliminary Budget Page 38
NEWRESIDENTIAL: FOR-SALEMOMES AND APARTMENTS
UST•BUBBU I RECESSIONDEPRESSIONi :....RECE.TRECOITRY...,
v1 4 4�40
r Fontana Sngte Fam0V Permits
• Fontana AUKhW Permits ■ Fontana Apartments
A
G
With greater land availability, at more moderate prices, homes in these communities are simply
more appealing to price conscious buyers. Developers, recognizing this, size and price their
product accordingly and the market has responded. Rancho Cucamonga, who once upon a time
in the 1980s and 1990s had similar amounts of undeveloped low-priced land, no longer is in that
category. Further, with higher achieving school districts, higher design standards, public art and
high -end retail which are not common in other communities, these amenities create a "premium"
market for Rancho Cucamonga. Accordingly, we attract buyers who are willing to pay more for a
smaller home or smaller piece of land or both in many cases. As Rancho Cucamonga moves into
more specialized and complex development types, and luxury communities, developers take
longer to bring those projects to the market and prices adjust accordingly. Further, rather than
compete with greater land availability and lower prices in neighboring communities, developers
rationally maximize their profit by taking advantage of the Rancho Cucamonga price premium and
build fewer units at any one time, which also helps keep prices stable.
It is likely we will continue to see this trend moving forward even as house designs change and
respond to the pandemic. For those working from home with a spouse and children, we have
learned the value of having dedicated spaces for professional work. As a result, we will likely see
more and more new housing designed with separate office spaces to meet this need. Many single-
family builders already offer these amenity rich spaces, while many multi -family builders offer
small business centers in their club houses. Expect to see these remote workspaces grow in size
(possibly resulting in larger homes), amenities, and frequency to meet this new demand. Rancho
Cucamonga will likely be at the front of this design change, with prices adjusting accordingly for
those who want these amenities.
Places like Rancho Cucamonga might also see increased demand for more moderate size
homes, which already make up a substantial portion our housing stock, as families who
experienced the quarantine period in smaller apartments in coastal cities look for larger spaces.
It is very likely that people who spent weeks in quarantine in 700 square -foot apartments may not
want to take the chance of being cooped up in such small spaces should the coronavirus or
something similar resurge. The future of for -sale versus for for -rent and recent trends towards
the rental market may change. No one knows if tenants, at the mercy of landlords who may have
Fiscal Year 2020/21 Preliminary Budget Page 39
tried to evict them in the pandemic but for government intervention, will want the potentially greater
independence and corresponding financial obligations, that come with home ownership. It is also
not likely that the coronavirus will drive any real changes in housing density. At the very least, the
State of California's housing policy, as promulgated by the Governor and Legislature as well as
thru the activities of the state's Housing and Community Development Department, will continue
to support increasing density. In Rancho Cucamonga, high land values and a decided preference
for higher amenitized housing developments will also continue to drive the trend towards medium
density housing.
Perhaps the most compelling argument will be if the virus spreads through human contact, is the
increased potential for contact from higher density living a greater risk? The answer is that no one
is sure, but it is a possibility. We will have to follow the data and see where that leads in the
months and years to come. For now, there are immense public health benefits that come with
appropriately designed density: reduced dependence on automobiles for getting around also nets
us less air pollution, less respiratory disease, less heart disease, reduced incidence of diabetes,
fewer automobile -related injuries, more physical activity, and better access to services. If there
is a desire to plan directly in response to COVID-19, we must take note that the hardest hit
Americans are those with high blood pressure, diabetes, and respiratory disease, all of which are
health conditions that are addressed by increased physical activity and reduced exposure to air
pollutants. With regard to housing, a big challenge will be finding a way to provide attainable
housing with enough space to provide for the ability to work at home, opportunities for
experiencing the outdoors at least in semi -private in case social distancing returns, while providing
for the benefits of well -designed communities and avoiding the impacts of poorly designed high
density development. After twelve years of working hand -in -hand with the community to improve
health and well-being, Rancho Cucamonga is particularly well suited to thread the needle on this
complex dilemma.
"What will that new landscape mean for brands and retailers in North America? The post -pandemic
commerce world will be shaped by three forces:
• Consumers will have adopted short-term behaviors during the pandemic that in many cases will
become permanent.
• Consumers will emerge from the pandemic in a new economic reality, changing commerce
behaviors in profound ways.
• A significant consolidation of retailers will fundamentally alter the competitive and partner
landscape."
Forbes Magazine —Jason Goldberg article; The Impacts of COVID-19 on U.S. Brands and Retailers
The retail and commercial sectors will have a tough road ahead, post COVID-19. With statewide
stay-at-home orders in place, most people were forced to expand their use of online purchasing
and delivery services. The convenience of these services may not be easily forgotten, and the
retail and restaurant sectors will have to adapt more quickly. We will likely see an increased trend
towards smaller retail spaces. Retailers will have even less need to maintain onsite inventories
and many will evolve into showrooms and consultation spaces. Even more stores will become a
place to inspect goods, speak with an expert, and perhaps make a purchase that will be shipped
to your home. Under our current sales tax system, these revenues are largely sourced to the
County pools which distribute revenues to each city based on their proportionate share of the
County's property tax, without regard to the origin, destination or shipping movements of the
Fiscal Year 2020/21 Preliminary Budget Page 40
goods sold. This detrimentally impacts those communities who have fewer physical locations, in
particular, those geographically smaller communities, and rewards geographically larger
communities, particularly those with large malls, auto malls and big box retailers.
Restaurants may trend in two different directions. Those that are based on a guest experience
may grow larger in order to provide greater distances between patrons. If they don't grow, at the
very least they will need to rethink interior design including air flow, table arrangements and patron
proximity in order to minimize the spread of pathogens. We will likely also see the trend towards
additional outdoor seating increase in order to provide distance between patrons and the benefits
of fresh air. Other restaurants have begun to experience the benefits of serving take out, such
as reduced staffing needs and reduced overhead costs of big dining areas, and some may pivot
away from onsite dining. In these cases, automobile traffic will increase correspondingly, and we
will have to think very carefully about how we design and manage our curb spaces and parking
areas for this traffic as we also see an increased demand for drive-thrus.
Due to the current high levels of unemployment, demand for consumer goods will take some time
to rebound. In a consumer -based economy, we have a chicken -and -egg dynamic: we need
people purchasing goods and services for there to be jobs in consumer goods, retail and
manufacturing, restaurants, and other services. As a result, we will likely see near -term reductions
in demand for large industrial facilities for logistics and goods distribution. If this pandemic has
taught the world anything, however, it is that a global supply system in which most of our goods
are produced offshore is a fragile system that is easily broken and subject to delays and price
increases. We have already seen local entrepreneurs responding with applications for new
manufacturing facilities here in Rancho Cucamonga. It is likely that we will see continued growth
and demand for small and medium scale industrial development as businesses spool up new
manufacturing facilities and larger businesses retool and regroup in response to changes from
the Coronavirus, such as social distancing.
"Nobody comes here anymore. It's too crowded." - Yogi Berra
As we exit the pandemic, cities are likely to see a few community development trends continue
into the future which will accelerate the changes already underway with respect to how we deliver
development services. On the private side, while it may take as much as several years for the
economy to recover, we are likely to continue to see a strong demand for development in the
residential sector. California has long suffered a housing supply shortage, leading to increasing
housing costs, and making attainable housing scarce for more and more families. When the
pandemic passes, those families in need of housing will still need housing. For one, the record
unemployment we are experiencing will make it very difficult for families to maintain their housing
or attain new housing. Two, it is very possible housing builders will slow down as capital becomes
harder to secure and the available qualified buyer pool shrinks. Yet the state's population will
continue to grow and each year the demand for more housing will increase. On the other hand,
demand for office and retail will likely lag. Just as millions have become more adept at shopping
online, millions have become adept at working remotely through online tools and services. This
will reduce the amount of office space business needs.
In Community Development, one of the primary lessons all local governments have learned from
the COVID-19 pandemic is the importance of delivering development services as one cohesive
unit, rather than as multiple planning, engineering, public works and building and safety
departments. Moving forward, the City will continue to focus on reducing/eliminating any overt
Fiscal Year 2020/21 Preliminary Budget Page 41
silos. A new focus will be placed on how we deliver services and whether some things, such as
inspections for example, can be done remotely. Lastly, the City will focus on modernizing our
physical space to improve efficiency and reduce customer dwell time, improving productivity and
the customer experience while ensuring a safe and healthy environment.
Economic and CommunityDevelopment
Building and Safety Services
Highlights of Continuing and Evolving Programs, Projects and Services
The Accela Permit Program provides a platform that can perform many functions, and the
possibilities are numerous. Yet, the system requires customization and personalized prompts
within the framework to be effective. Previously, the City utilized the consulting business that
developed the software to create these prompts and improve the software, which was expensive
and time-consuming. Over the past two years, the Department has invested time and training
with our staff to perform these functions in-house. These new in-house skills and ability to design
and build the system to our requirements have allowed us to:
• Process applications online
• Review plans online
• Provide immediate access to applicants regarding
comments or approvals
• Issue permits online
• Schedule inspections online
• Provide history tracking online
On January 1, 2020, implementation of 100% electronic
submittals for permits put the City ahead of the curve during the COVID-19 social distancing
restrictions when other jurisdictions were scrambling to implement "no -paper" submittals. Our
online capability is a leader in California, with less than 10% of cities in California having this
service. The system provides live tracking by the applicant. It offers a transparent view of the
workflow from beginning to end of a project. Constant improvements and refinements to the
Accela system are underway as we continue to explore better ways to increase efficiency and
streamline the permitting and inspection process.
The Department has increased the use of technology to provide customer service and meet the
inspection demands of the development sector. The Department implemented drone technology
into inspection performance, but not until recently has the full potential of drone and virtual
technology for inspections been realized. Inspectors have also been conducting inspections via
Facetime and video, which has helped to ensure the health and safety of residents and inspectors
alike. Utilizing this technology, the Department will continue to be an innovative leader in
inspection practices and set a standard for the industry, as well as provided efficient and accurate
services to our community.
A texting system, known as Quiq, is another system recently acquired by the Department. This
software allows the public to communicate with office staff regarding inspections scheduled for
Fiscal Year 2020/21 Preliminary Budget Page 42
the current day. Once an inspection is scheduled through Accela, the permit holder may access
the schedule the morning of the inspection to verify their appointment window. A permit holder
can also text with staff to request a change in appointment time or provide additional information.
This functionality reduces phone calls to the inspectors and office staff and engages in clear
written dialogue and effective outcomes.
During the third quarter of Fiscal Year 2019/20, environmental and social conditions required the
increase of remote meetings and teleconferencing. Although the Department has embraced this
concept in recent years, the increasing use of virtual gatherings has solidified our engagement in
this mode of communication. Remote meetings have reduced the length of meeting times, allowed
for more flexible times and locations, and resulted in better comprehension and post -meeting
follow-up.
The Focus of Work Effort in the Next Year
The Department will be evaluating current processes with an emphasis on improving
communication between departments and the public. Accela will be developed further to meet
the changing needs both internally and externally, and texting systems, virtual meetings, and
digital information will be shared in live environments.
There will be a significant focus on staffing within the Community Development Department for
Fiscal Year 2020/21 as we seek to function at a more efficient level. The Department will aim to
develop a public -facing Public Services Technician Team and a cohesive Administrative Assistant
group by working together and combining the duties and tasks of current positions based on
defined outcomes. The Public Services Technicians will greet and direct visitors entering City Hall
to specialists, process and issue permits, schedule meetings, process applications and route
documents, answer general phone calls from the public, and perform other tasks delegated by
the Administrative Assistant Team. Centrally located in the City Hall rotunda, this team will be
considered "Community Development" specialists bringing a sense of unity to these Departments.
Similarly, the creation of a unified Administrative Assistant Team will eliminate knowledge gaps
and enhance performance across Community Development. The aim is to share duties and
remove "specialists" at this level as well as avoid the "hand-off' of projects and people.
The Department will also further develop our community outreach through informative videos
about inspections, permits, and code requirements. These videos are geared towards the
homeowner, owner -builder, and small contracting companies to educate and inform about "why"
permits are required, "how" to obtain them, and "what" to expect during an inspection.
Additionally, instructional videos will be available for applicants to assist them with navigating the
Accela and Quiq systems in the most efficient way possible to manage their permits and records
with the City.
In summary, the Department will continue to enhance our online services and communication to
the public; continue to integrate Building and Safety, Planning, and Engineering to create a
seamless flow of information and process in Community Development; and augment our video
library by adding helpful and informative aides for the public to understand better and use the
services offered by Community Development. Remaining flexible during this unique
environmental and social climate will be critical as we move forward with cautious optimism and
focused intent to further our goals of improvement and fiscal prudence.
Fiscal Year 2020/21 Preliminary Budget Page 43
Engineering Services
The Engineering Services Department's purpose is to build infrastructure that supports the
community and to create a great place to live, work, and play. This is accomplished through
strategic design, well -planned maintenance, and fiscal and environmental sustainability. The
execution of this vision occurs through the Department's four sections.
Capital Project
Environmental
Management
Programs
Planning
Integrated Recycling
Waste
Storm
Design Construction
Water
Entitlement
Plan Check
Electricity Streetlights
Support
Traffic &
Permitting
Rancho Fiber
Transportation
Land Development &
Rancho Cucamonga Municipal
Transportation
Utility RCMU
Despite the poor economic conditions forecast for Fiscal Year 2020/21, the Department remains
committed to this vision for our community. Although some services, projects, and activities have
been scaled back, key projects are proceeding to ensure that the City's long-term infrastructure
needs are met.
Planned Program Reductions and Delays
The following two program changes are planned for Fiscal Year 2020/21:
• Pavement Management: The pavement management program is funded through a
combination of gasoline taxes from the State and local Measure I revenues. The League of
California Cities and the San Bernardino County Transportation Authority are both projecting
revenue reductions between 10% to 15% as a result of the economic impacts of COVID-19.
Accordingly, proposed appropriations for major road and local street rehabilitation and
resurfacing projects have been reduced by $2.75 million. These projects will be identified
by pavement condition and project location to utilize the funding to improve the most needed
and effective roads and streets.
• Advanced Traffic Management System (ATMS): The goal of the ATMS program is to
construct fiberoptic interconnections between the City's traffic signals and the Traffic
Management Center, which allows for more efficient and effective traffic operation on City
streets. As a result of economic restrictions, the construction of Phase 2, initially planned
for Fiscal Year 2020/21, has been delayed at least until Fiscal Year 2021/22. Phase 2
includes Milliken Avenue, 19th Street, Arrow Route, Rochester Avenue north of Base Line
Road, and Day Creek Boulevard north of Base Line Road.
Fiscal Year 2020/21 Preliminary Budget Page 44
Fiscal Year 2020/21 Budget Highlights
While the programs listed above are experiencing some reductions and delays, the following
programs and projects are planned for Fiscal Year 2020/21.
•
Etiwanda Grade Separation Project: The design and right-of-way phases of the Etiwanda
Grade Separation Project are planned to continue through Fiscal Year 2020/21 and into
Fiscal Year 2021/22. Construction on this project is anticipated to begin in July 2022.
Advanced Traffic Management System (ATMS): The y
construction of improvements for Phase 1 of the ATMS
program will begin this fiscal year along with the design for
Phase 2. Phase 1 includes the installation of fiberoptic '
network infrastructure, equipment upgrades, and retiming of y<
traffic signals along the Foothill Boulevard and Haven Avenue
corridors.'
Heritage Park Bridge Replacement: The design and
permitting phases for the replacement of the three independent bridges at the entrances to
the equestrian center at Heritage Park with a single use -separated concrete bridge is
planned for this fiscal year in advance of construction in Fiscal Year 2021/22.
• Pavement Management Program: Pavement
rehabilitation, resurfacing, and slurry seal is scheduled
in Fiscal Year 2020/21 on the following roads and
streets:
o 4th Street from Haven Avenue to 1-15
o Foothill Boulevard from Milliken Avenue to 1-15
o Various Local Streets
• Safe Routes to School: Improvements are planned for seven school crosswalk locations
using Federal funding from the Community Development Block Grant program. This project
will include striping, signing, and installation of rectangular rapid flashing beacons.
• Rancho Fiber: Construction of the Rancho Fiber network will continue in Fiscal Year
2020/21 to expand the program's customer base and provide high-speed internet to
businesses and residents in the service area.
• Senate Bill 1383 Implementation: Senate Bill 1383 requires jurisdictions to take multiple
actions to reduce emissions of short-lived climate pollutants. The regulations to meet the
organic waste reduction and edible food recovery targets take effect on January 1, 2022.
Environmental Programs staff will continue working with partners and stakeholders to
develop an implementation plan for compliance. The Department will focus on seeking food
recovery partners and updating the municipal code.
Fiscal Year 2020/21 Preliminary Budget Page 45
• School Food Share and Composting Programs: In 2019, the City
implemented a successful food share program with the Cucamonga
School District. This program reduces food waste, while at the same
time, making additional food available for students in the cafeteria.
In addition, a food composting program has been initiated at
Etiwanda High School to put food waste to work in the school's
garden. The Environmental Programs staff will continue to seek
opportunities to expand these programs to help create a sustainable
community for current and future generations of the City.
Planning
The Planning Department is one of four departments that constitute Community Development.
The purpose of the Department is to assist with proposed development projects, establish policy
evaluate market trends, and work with commercial, industrial, and residential users seeking to
locate or relocate within the City. Most importantly, the Department does not operate outside of
or in a vacuum from the rest of Team RC. Partners in all departments, as well as Healthy RC,
the Chamber of Commerce, and other community and business partners, are critical to
accomplishing our Vision:
Together, we are planning the City of Tomorrow, today.
Our principles are Innovation, Equity, Diversity
Our tools are Collaboration, Technology, Data
The Department will begin Fiscal Year 2020/21 with the loss of a Planning Technician; however,
the Department is included in the overall plan for the establishment of a public -facing Public
Services Technician Team that will enable staff to more efficiently meet the customers' needs at
City Hall. See additional discussion under Building and Safety Services above.
The most important addition to the Department's Fiscal Year 2020/21 work program will be
assisting our local economy to recover from the COVID-19 closures, and then thrive in the new
environment. We will seek to accomplish this task by surveying businesses to understand better
and anticipate their recovery needs as COVID-19 orders are lifted in phases. We are proactively
evaluating ways to support businesses by focusing on adapting to a changing business model
without adding layers of review or permits while providing clear, simple guidance to ensure public
health and safety. Furthermore, the Department is looking for new ways to establish long-term
and innovative applications as a result of the changing business model. Lastly, the Department
will be developing and executing a business assistance program utilizing $604,820 in CDBG
funding provided by the CARES Act.
In addition to the Department's post-COVID recovery efforts, we have identified three strategic
initiatives that will be the focus of the Department's work efforts:
Strategic Initiative 1 — Establish a housing program. Increasing housing and reducing barriers
to development have been a key focus of the legislature over the last two years through the
passage of multiple bills to address housing. Because of this, the Department has identified that
developing a plan to address housing growth that meets our desire for high -quality development
Fiscal Year 2020/21 Preliminary Budget Page 46
is a fundamental need for the City. In concert with our General Plan Update, this initiative
includes:
1. Implementing the recommendations of the Inclusionary Housing Committee.
2. Revising the development standards for the Red Hill area and removing barriers to housing
construction.
3. Working on the housing element in concert with the General Plan Update.
4. Looking for innovative workforce housing solutions on vacant private or City -owned parcels.
Strategic Initiative 2 — Implement a new customer service system for Community Development
services to provide an excellent customer service experience
1. Work with Building and Safety and Engineering Departments to recruit Community
Development technician level employees that will work as a team to handle public inquiries
for all three departments.
2. Explore ways to leverage technology to better provide remote services to the public without
requiring a trip to City Hall.
Strategic Initiative 3 — Invest in our staff through training and innovation to reduce attrition and
develop our Planning team to address development challenges as an infill city.
1. Increase participation in professional organizations for staff.
2. Be a regional leader by proactively engaging other local and regional agencies to better
understand their goals and provide improved results for our community.
3. Rethink how and where we do our work. Leverage our extensive technology to promote
remote work and encourage a positive work -life balance.
Economic Development
The goal of the Economic Development Division is to develop and strengthen the community's
economy by facilitating community investment, enhancing the quality of life, and encouraging a
broad range of housing options. The Economic Development Division has also implemented
three strategies to achieve these goals over the next year.
Strategic Initiative 1 - Connect businesses to resident consumer needs (132C), as well as
connecting business to business needs (13213).
• Open for Business Map — A listing of open and essential businesses has been created using
mapping technology. The map allows residents to connect with businesses providing
services in the community.
• Increase social media posts to drive business.
• Create an RC Unity -type video of staff going to local restaurants for lunch. Share to remind
residents that businesses are open for takeout. #RCTakeoutTuesday.
• Create a one -sheet Working from Home (WFH) Resource — Identify which businesses in
the City provide the materials you need to make WFH adjustments.
Strategic Initiative 2 - Provide information and resources to businesses and residents.
Fiscal Year 2020/21 Preliminary Budget Page 47
• Through a cooperative agreement with the Inland Empire Small Business Development
Center (SBDC), the SBDC will provide an educational workshop series at no cost to
businesses in the City.
• Provide information including federal, state, and local guidance as well as loan resources.
• Share Open for Business Map and encourage owners to submit their business as part of
the listing.
• Coordinate efforts with the Chamber of Commerce to create a ShopRC campaign.
Public Works Services
The Public Works Services Department maintains the City's
infrastructure, including approximately 534 lane miles of roadway;
220 signal -controlled intersections and traffic crossings, with two
additional signals anticipated in Fiscal Year 2020/21; a
comprehensive inventory of trees; 31 parks; 15 City facilities; and 8
Fire District facilities.
Planned Program Reductions and Delays
The Department has scaled -back and/or delayed various capital projects that were originally
planned for FY 2020/21 due to the economic impacts of the COVID-19 pandemic. Following are
a few of these projects:
• Concrete Repair: The concrete repair project is funded through a combination of Measure
I and General Fund revenues. This program repairs sections of concrete sidewalks, curbs,
gutters, and drive approached which are damaged and pose a public safety hazard. The
Department annually surveys sections of the City to determine where repairs need to be
made; however, due to anticipated reduced revenues, the sites that will be repaired will be
kept to the most severely damaged. Accordingly, the proposed funding has been reduced
from $475,000 to $200,000 in the General Fund.
• Public Works Services Department Warehouse Expansion: The current warehouse has
nearly reached capacity resulting in the Department's equipment and supplies being stored
in cargo containers. In order to preserve the City's capital reserves, this project has been
delayed to a future year (estimated cost of $2.14 million) and efforts will focus on the
elimination of unneeded materials as well as a through cleanup and organization effort for
those stored materials which will remain in the current warehouse.
• Various Carpet Replacements and Office Reconfigurations: This project encompasses
the replacement of original carpets at various City facilities which have exceeded their
normal use, including carpets at the Civic Center which were installed in 1990, along with
various department reconfigurations. While these projects will ultimately improve the
efficiency of office spaces to better serve internal and external customers, they are not
considered essential for the City's operations at this time (estimated cost of $1.47 million).
In addition to the impact on capital projects, the COVID-19 pandemic has also impacted staffing
in the Department. Part-time staffing has been reduced by 29 positions for FY 2020/21 and 8 full-
time positions have been frozen pending a turn -around in the economy. The Department will
utilize the authorized staffing levels to support the services and programs offered by other
departments as much as possible.
Fiscal Year 2020/21 Preliminary Budget Page 48
Fiscal Year 2020/21 Budget Highlights
Minimum Wage: The impacts of minimum wage increases are, and will continue to be,
one of the more significant reasons for budgetary increases in the Department. For Fiscal
Year 2020/21, due to minimum wage increases that impact contract labor services, such as
janitorial, security guard, and landscape maintenance services, the Department's budget
includes an increase of approximately $106,000.
West Side Public Safety Facility: The West Side Public Safety Facility, which will provide
police and fire services to the west side of the City, is expected to be completed in late 2020.
The opening of this facility, which will cover approximately 16,000 square feet, will increase
the overall maintenance budget provided by the Department. The estimated costs to
provide services to this new facility have been included in the budget.
Overseeding: In the actively used area of the parks and sports fields, additional funding
for field maintenance has been added into the budgets of Landscape Maintenance Districts
4R and 9, as well as Community Facilities District (CFD) 2000-03. This funding will be used
to dethatch, aerate, and overseed turf areas that have compacted and where reestablishing
turf has been a problem. The process will strengthen existing grass, help reduce soil
compaction, and improve overall soil and turf health. Staff will address these issues at
Milliken Park, Garcia Park, and Legacy Park.
Landscape Maintenance District 2 Light Pole Replacements: This project replaces
rusted out wet set light poles in Landscape Maintenance District 2 parks. Fiscal Year
2020/21 is the first year of a three-year project and will focus on Ellena Park and Vintage
Park. The installation of new poles will increase safety and reduce maintenance costs in the
parks.
Water Audits: The Department takes a holistic approach to
water management to identify opportunities to save water, not
by focusing on the irrigation system alone, but evaluating the
entire landscape site. One way the Department does this is by
conducting comprehensive water audits. These water audits
evaluate current horticultural practices, plant palettes, irrigation
programs, and the physical condition of the landscape and
irrigation system. The results 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 Landscape Maintenance Districts (LMD) 2 and 4R for turf removal.
After the turf is removed, new drought -tolerant landscaping will be installed. Also, the
Department hopes to identify grants and rebates that can offset these costs. 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 to new low water use landscape plants and materials. Likewise, the work in LMD
4R will be a continuation of previous turf removals and the addition of new drought -tolerant
landscaping. Work in Fiscal Year 2020/21 will be done mostly in parkways and paseos
along Base Line Road, east of Haven Avenue; however, additional work may be done on
landscape sites within the neighborhoods.
Fiscal Year 2020/21 Preliminary Budget Page 49
• Rubberized Playground Surface Replacement: The
rubberized surfaces installed under the playground equipment
at the various City parks must meet requirements of the
National Playground Safety Standards. As a result, the
replacement of the deteriorating rubberized surfaces at
Rancho Summit Park in CFD 2000-03 will be completed in
Fiscal Year 2020/21.
• Park Facility Painting: This painting project will address all
paintable surfaces of structures and amenities located in a park site at one time. This
process will ensure that the finishes protecting wood, steel, and other materials will be
uniform throughout the park. Also, this project extends the service life of the amenities,
which reduces risk and the need for more significant maintenance. All City parks will be
completed over a period of five years, with parks in LMDs 2 and 4R scheduled for completion
in FY 2020/21.
• Day Creek Park Tennis Court Lighting: Replace all light fixtures on the four tennis courts
at Day Creek Park with LED fixtures which reduce energy and maintenance costs and
extend the life of the lighting system.
• Signal Maintenance: In Fiscal Year 2020/21, the City will have two additional signals
installed at Hellman Avenue at 6th Street and East Avenue at Highland Avenue.
• Traffic Signal Cabinet Modifications: This project will repair and modify the City's thirty-
year -old traffic signal cabinets. Beginning in Fiscal Year 2020/21, the Department will work
on Base Line Road at Etiwanda Avenue and Carnelian Street at Lemon Avenue. The
modification of the traffic signal cabinets will increase traffic safety.
• There are several on -going and multi -year projects related to traffic signal equipment
replacements included in the Fiscal Year 2020/21 budget:
o Traffic Signal Battery Replacements ($76,500): These are replacement batteries for
the traffic signal uninterrupted power supply systems. The average battery life is three
to five years.
o Traffic Signal Cabinet Replacements ($140,000): Traffic signal cabinets are involved
in traffic collisions approximately two or three times per year. While the City makes every
attempt to recover funds from the responsible driver, each cabinet costs $60,000 and
requires several months to be built. The Department typically builds the cabinets in
advance so they are ready to install when the need arises.
o Traffic Signal Controller Replacements ($25,000):
Traffic signal controllers control the traffic signals for
directional signals at an intersection. Each controller costs
approximately $5,000, and the Department must replace
outdated controllers that are no longer repairable.
o Traffic Signal Emergency Vehicle Pre-empt (EVP)jk
Replacements ($50,000): The EVP equipment is needed'�I'
to help emergency vehicles reach their destination quickly
and safely.
o Traffic Signal Video Detection System Replacements ($75,000): The video detection
systems are required to replace aging equipment, as well as those knocked down from
traffic collisions or electrical spikes.
o Traffic Signal UPS Replacements ($40,000): These uninterrupted power supply (UPS)
Fiscal Year 2020/21 Preliminary Budget Page 50
systems for signalized intersections are needed to replace aging equipment. Each
replacement is approximately $10,000.
o Traffic Signal Battery Back -Up System ($277,500): This project will replace outdated
traffic signal back-up systems.
• Civic Center HVAC Plant Replacement: Replace the three 150-ton chillers and related
pumps that serve both City Hall and the Public Safety building. The current equipment has
been in service for 28 years, well beyond its expected service life. The new chillers and
pumps will change the system from a constant flow chilled water plant to a variable flow
plant. This change will increase energy efficiency and reduce operational costs.
• Fleet Shop Rental Space: This project will convert underutilized space in the fleet shop to
rentable office space.
2020 Prospects and Projects for Community and Cultural Services
"Being positive in a negative situation isn't naive, it's leadership."— Ralph Marston
As noted already, the onset of the COVID-19 pandemic upended the traditional working
environment. The City Manager's Office (CMO) staff for Rancho Cucamonga quickly adapted to
both remote work and responding to the COVID-19 pandemic -driven needs. The existing systems
we had in place allowed the team to seamlessly shift gears to tracking legislative and data
analytics related to the pandemic and instituting a robust COVID-19 community engagement
operation without missing a beat. Overall, the team, a small group that is nimble and technology
focused, pivoted well in the new pandemic environment.
Similarly, the Community Affairs Network (CAN) also adapted well to the pandemic. In fact, this
group took a very different approach to communicating with the public. During the pandemic, most
organizations took a very traditional Emergency Operations Center (EOC) Public Information
approach; whereas, Rancho Cucamonga took a "compassionate community" approach. The
success of this approach was evident in the total impressions (the total number of times people
saw our content) for March through April 2020, which included social media, eNews, and web
analytics, cumulating at 1,900,000 impressions. Impressed at how well the Community Affairs
team worked together during the pandemic led us to shift all the Community Affairs team members
under the umbrella of the City Manager's Office going forward rather than reporting through
different departments (with the exception of the Fire District). Restructuring CMO to be a hub for
engagement ensures the City's ability to direct resources that support other departments'
communication and engagement efforts, which fluctuate throughout the year.
Healthy RC was the only division in the organization that had already been using a paid Zoom
account through a technical assistance grant and thus was able to quickly pivot its numerous in -
person community meetings to the online forum. In fact, the Healthy RC Steering Committee saw
an increase in participation at its monthly meetings in the virtual space as did the quarterly
Legislative Breakfast. Working together with Healthy RC, the CMO and Human Resources
Department created an internal cross -departmental Mental Health Task Force to provide mental
health resources and support to both the employees and the community during the pandemic.
This work will continue as removing mental health stigmas becomes deeper woven into the Team
RC fabric.
Fiscal Year 2020/21 Preliminary Budget Page 51
"Great things are done by a series of small things brought together." — Vincent Van Vogh
The City Clerk's Office was well poised to weather the storm of the COVID-19 pandemic. Over
the last three years, almost all the Department's service offerings had been moved to cloud -based
platforms, the most notable being GovQA, the platform used to process Public Records Requests.
Due to the reduced hours and working conditions for other departments, the City Clerk's Office
noticed City staff producing the records responsive to the various mundane requests faster, and
as a result, we were able to respond sooner than usual. A permanent shift in City Hall hours and,
potentially, the increase in productivity seen with employees working from home, could continue
this trend into the future. The City Clerk's Office would also like to see the County of San
Bernardino send vote -by -mail ballots to all registered voters for the November election and offer
in -person voting options that ensure the safety of voters and volunteers. Concerns about
coronavirus transmission could lead to difficulties recruiting election workers and accommodating
the need for physical distancing while meeting voter demand.
"It is our choices, Harry, that show what we truly are, for more than our abilities."
— Albus Dumbledore, Harry Potter and the Chamber of Secrets
When the California stay-at-home order was instituted, many cities chose to close their libraries
and deem them "non -essential". In Rancho Cucamonga, the City took a different approach,
knowing that libraries are essential. The benefits of libraries are well documented and go far
beyond simply enjoyment and amusement to being an essential form of relaxation for some
people, helping to relieve stress, providing a break from the pressures of everyday (or COVID-
19) life, providing educational materials, and supporting homeschooling parents. Despite closing
the physical locations to the public, the Rancho Cucamonga Library, like most libraries, continued
its virtual services. We saw over a 50% increase in eBooks/eAudiobooks compared to usage prior
to COVID-19. But where Rancho Cucamonga really stood apart from the crowd and excelled was
in pivoting to accelerate new service offerings like Curbside Book Pickup. The Library had planned
to roll out curbside services over the summer, but when the pandemic hit, the future pilot program
became a priority service and overnight success. Similarly, the Library had been looking at
providing streaming video and music services and moving the Summer Reading Programs to a
new virtual platform. During this time of reduced hours to the public, the Library was able to move
staff scheduling into a new cloud -based portal and to ramp up the new Integrated Library System
(ILS) acquisitions module.
During the stay-at-home orders, the Victoria Gardens Tech Center and Tech Junction at Central
Park were the only free sources of computer and Internet access for the community. Adults were
able to file for unemployment, update resumes, check email or use social media. One teacher
sent weekly progress reports to students. However, due to physical distancing standards, the
Tech Center was limited to 7 simultaneous users. With the installation of a new laptop vending
kiosk, we will be able to spread out up to 20 laptop users throughout the building and repurpose
the much -needed space.
While the City had planned to "get to" the above -mentioned program and technical advancements,
there were other unplanned changes and impacts, with the most notable impact being the
construction plans for Second Story and Beyond® being pushed back for a least a year. Despite
Fiscal Year 2020/21 Preliminary Budget Page 52
the extraordinary work done by the Library Foundation to raise funds for the project, with the City's
revenues in flux, the multimillion -dollar investment in the space must wait. Additionally, staff want
to understand any post-COVID-19 impacts on best practices for high -touch surfaces like the
exhibits before investing too much into the final design of the space. So, for now, the project
construction has been delayed and additional time will be invested in the design phase.
"When 1 let go of what 1 am, 1 become what 1 want to be." - Lao Tzu
Arguably, the department that will be most impacted coming out of the COVID-19 pandemic is
the Community Services Department. The majority of the Department's programs and services
are not conducive to the physical distancing guidelines that are likely to be in place until a vaccine
and/or therapeutics are discovered to fight future outbreaks of the virus. This, tied into the fact
that the Department's programs are largely funded by fees for service, thrusts Community
Services into new and uncharted territories.
In looking at the long-term sustainability of the Department and its programs and services, staff
is taking this time to reimagine and recreate from the ground up the service delivery models,
beginning with how we budget. Previously, all full-time staff were budgeted in the General Fund
while all part-time staff and maintenance and operational costs were budgeted in two special
revenue funds. This budget structure was created in the 1980s and served the City well, until
recently. When COVID-19 hit, the health restrictions legally prohibited group classes and
gatherings which are the heart of Community Services core programs. Accordingly, the part-time
staff that largely provide these classes and help staff the facilities seven days a week had their
hours reduced to zero. Unfortunately, without program revenue, those staff have no funding
mechanism to bring classes back online and the full-time staff in the General Fund are insufficient
to provide classes and keep facilities open as the community had come to expect. It is clear that
a change is called for. Beginning with the 2020/21 fiscal year, all the costs for the Department
will be moved into the General Fund, distinguished by divisions relative to program operations.
This budgeting approach was long overdue, but the pandemic provided an ideal time to implement
this major change. Now we will be able to more accurately track every program's fully burdened
costs against its revenues and maximize both services and cost recovery.
Unfortunately, going into the new fiscal year, the majority of the Community Services
Department's programs will remain dormant. At the present time, the health orders still do not
permit large non -family group gatherings and in addition the tremendous drop in City revenues is
such that there is extremely limited funding for part-time staff. Programming will first resume at
Central Park, at the James L. Brulte Senior Center and the Goldy S. Lewis Community Center,
respectively, as physical distancing, new sanitation standards, and demand for services dictate.
These facilities are the City's largest, newest and most centrally located and the most conducive
to separation of uses and users. The Department will be developing policies related to its core
services and cost recovery standards against which each legacy program and future program,
service, and event will be evaluated by, in conjunction with any health directives necessary to
keep our community safe. As of this writing, we do not anticipate hosting our regular summer
events or opening the RC Sports Center, Family Resource Center, or Lions East and West before
January 2021, pending the aforementioned evaluations. Based on the directives from the State
that indicate that large gatherings like theater concerts and plays will not be allowed until a vaccine
or therapeutics are developed, we do not anticipate opening the Lewis Family Playhouse for the
Fiscal Year 2020/21 Preliminary Budget Page 53
2020-2021 Season and it is questionable as to whether the 2021-2022 Season will resemble
anything previously hosted.
What we do know, is that the programs and services provide by the Community Services
Department are a vital service and one that makes Rancho Cucamonga a world class community.
Although things are temporarily paused, we will continue to prioritize services in this area as the
economy recovers. The Virtual Recreation Center and You've Been Rec'd programs launched
during the pandemic are just a few examples of our team's creativity and desire to continue to
make life better. This thoughtfulness and commitment to providing world class service to the
Rancho Cucamonga Community will continue as we work our way back to a full complement of
programs, services and events that will set the standard for best -in -class Community Services.
City Clerk/Records Management
The City Clerk's Office/Records Management Department promotes community involvement and
awareness and supports the City Council, staff, and the citizens of Rancho Cucamonga by
coordinating the municipal legislative process and administering City elections. Governed by
provisions of state, election, and municipal codes, the Department serves to preserve and protect
the official documents of the City. The Department assists with several essential activities,
including accurately preparing and processing agendas; administering the Citywide records
management program; records imaging, storage and destruction; and coordinating general
municipal and special elections, including the filing of Candidate Disclosure Statements and
Statements of Economic Interests, as required by California State law.
Fiscal Year 2020/21 budget changes include:
• Elimination of one part-time Administrative Assistant position due to the economic impact of
the COVID-19 pandemic, thereby reducing office coverage and other administrative
functions.
• Funding in the amount of $800,000 to cover one-time contractual costs for the San
Bernardino Registrar of Voters Office to administer the 2020 Presidential Municipal Election
for the City's three elected positions and any proposed ballot measure(s). This includes
election service costs for the City Clerk and City Treasurer positions, which are elected city-
wide, two City Council seats elected by district, and any proposed ballot measure(s).
• Elimination of funding for contractual off -site storage of City Council meeting videos due to
a change in storage location.
Fiscal Year 2020/21 Budget Highlights
The Department will:
• Implement a new electronic agenda management system (PrimeGov) for City Council,
Planning Commission, and various other City committee meetings. The agenda
management system will improve agenda compilation, publishing, and related document
Fiscal Year 2020/21 Preliminary Budget Page 54
management. During the implementation, Citywide staff will receive training on the new
software and planned revisions to the existing agenda process.
• Administer the November 2020 Presidential Municipal Election following all Federal, State,
and local statutes and policies, including submitting Official/Officer responsibilities related
to Fair Political Practices Commission (FPPC) filings.
• Increase the capacity, utilization, and training of the City's document imaging system
(Laserfiche) by departments for retaining current, vital, permanent records, ensuring
preservation and accessibility of records by staff and the public. Focus this year continues
on scanning the remaining Building & Safety plans and permits for electronic access by staff
and residents.
• Continue providing secure storage of active and inactive records in accordance with
Department Records Manual and state law and guidelines.
• Conduct the bi-annual review of the City and Fire District's Conflict of Interest Codes as
required by law and adopt updates if necessary.
City Manager's Office
The City Manager's Office (CMO) currently houses 17 full-time staff members that directly support
the City Council, as well as an array of interdepartmental projects and programs. The primary
functions include the implementation of Healthy RC programs and services, managing legislative
affairs, gathering data for performance measurements, and fostering a culture of communication
and engagement through the Community Affairs Network (CAN).
The focus for Fiscal Year 2020/21 will be on action, as a handful of strategic planning efforts come
to a head. These efforts will include succession planning, as the Department prepares for the
retirement of a long-time Senior Executive Assistant to the City Council and City Manager.
Reclassification of existing staff will provide an opportunity for job shadowing and ease in this
transition. Also, there will be a restructuring of the CAN to allow staff members who had previously
reported to the Community Services Department to become members of the City Manager's
Office. This move strengthens the City's ability to direct resources that support other departments'
communication and engagement efforts, which fluctuate throughout the year. For instance, the
Community Services Department offerings will be limited in Fiscal Year 2020/21 resulting in a
lesser need for support; yet, the Planning Department will require additional CAN resources for
PlanRC and supporting Economic Development in the wake of the COVID-19 Pandemic.
Restructuring CMO to be a hub for engagement ensures that we have the right resources, in the
right place, at the right time. This restructuring also supports the City Council's mission to Ensure
and Advance the Quality of Life for the Community through Inclusive Decision Making.
Fiscal Year 2020121 Budget Highlights
• Continuing development of the Public Art Strategic Plan
o This plan will help both the Public Art Committee and staff understand how to incorporate
public art as a method of placemaking and community building within Rancho
Cucamonga. The plan will ultimately help to guide the Public Art Committee with
decision -making related to utilizing funds from the Public Art Trust Fund.
• An organizational approach to Data Collection and Performance Measurement
o Quarterly Department Performance Measurement Reporting
Fiscal Year 2020/21 Preliminary Budget Page 55
■ Over the past year, the City has focused on shifting the organization mindset to
embrace data collection, analysis, and reporting. This year will focus on continuous
reporting and feedback to create a cycle of data -driven decision -making to help further
organizational and departmental efforts.
o Quality of Life Survey Evaluation
■ The most recent citywide Quality of Life Survey was deployed in late 2019. With almost
2,000 responses received, the Department has been able to analyze the data from the
survey to learn more about potential gaps in service. The results of the survey analysis
will help guide the City in developing new and continued programming and services
for implementation over the next three to five years.
o Teen Quality of Life Survey Deployment
■ The first -ever Teen Quality of Life survey was deployed in early 2019, reaching over
1,000 students from two high schools in the City. This survey provided quality data
that allowed staff to gain insight into teen needs in the areas of mental and physical
health and wellbeing. The second round of this survey will be deployed this year with
the hope of understanding developing trends within our teen population.
• Understanding the changing landscape of transportation options
o Electric Vehicle Infrastructure Plan
■ With State goals and a naturally shifting market, Rancho Cucamonga has recognized
the importance of preparing for the rise of electric vehicle (EV) ownership and the need
for public charging options. The City has also continued to purchase EV's for its vehicle
fleet and will need to prepare for an anticipated increase in demand for EV charging
options. This fiscal year there will be a focus on upgrading and building -out the City's
EV infrastructure for both private and public use.
o Transportation Network Company (TNC) Partnerships and Shared Mobility Options
■ As transportation options and individual preferences continue to evolve, the City must
stay in front of the rapidly developing trends. Both TNC and shared mobility
transportation options are effective ways to close the first or last mile gap that creates
a barrier and has discouraged the broader use of public transportation. Also, it allows
for more equitable ways for our community to travel to and from their destinations.
These partnerships will be explored more deeply with the hope of implementation this
year.
o Rail and other Public Transit Options
■ As various transit rail alternatives are considered for our region, it is essential to
understand the impact on the City. The CMO Legislative Affairs team has been
monitoring planning efforts within our region, specifically related to rail connections to
lobby for the City's best interest in this arena. A particular area of focus is connection
of the Metrolink RR line from the Rancho Cucamonga station to the Ontario Airport.
• Communicating with our Community Effectively and Equitably
o Implementation of the Community Engagement Policy with Health Equity Framework
■ Upon the finalization of the policy, CMO will begin to conduct training sessions
with staff to ensure that the plan is adopted Citywide. This effort will provide
for consistent and equitable community engagement throughout all
departments. The Policy will also provide tools for staff to measure
engagement success,
o Support Community Engagement Efforts for PlanRC
■ As the City continues to work on the General Plan update, the CAN team will
Fiscal Year 2020/21 Preliminary Budget Page 56
have a crucial role in providing meaningful community engagement. In order to
ensure a tailored approach, the CAN team works closely with the outside
General Plan consultant and Planning Department to help develop and
distribute outreach content across multiple platforms.
o Continuing to communicate with the public during the COVID-19 Pandemic
■ As the COVID-19 pandemic evolves, the CAN will continue to inform the public while
maintaining our core message of #TogetherRC. While it is impossible to predict the
next phase of this public health emergency, CAN will continue to foster a message of
a safe and healthy environment for all. As the economic recovery begins, engagement
efforts specifically related to Economic Development will need additional attention.
o Adapting to a Virtual Environment
■ Internally, staff have also needed to adapt to the COVID-19 pandemic. Department
staff have transitioned virtually overnight from in -person to virtual engagements. Staff
will continue to be creative with their virtual offerings and assist the public with the
transition to virtual meetings.
• Planning and Measuring our Success as a Sustainable and Resilient Community
o Leadership in Energy and Environmental Design (LEED) for Cities
■ After receiving official certification from the LEED for Cities program, staff will work to
continue efforts in developing actionable strategies to achieve higher levels of
certification in five years.
o Explore Opportunities for Resiliency
■ Staff will continue to explore how the City can advance our resiliency, whether it be to
climate change, financial resilience, or resiliency in heath. A new annual membership
to the recently formed Inland Southern California Climate Collaborative (ISC3) will
allow Rancho Cucamonga to work with other regional agencies to identify effective
strategies and actionable implementation efforts. Staff will continue to participate in
regional meetings once a month to represent Rancho Cucamonga's interests.
Community Services
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 2020/21 Preliminary Budget Page 57
The COVID-19 Pandemic has created a unique impact to the Community Services Department.
Traditional programs and services are not consistent with mass gatherings physical distancing
guidelines that will most likely be in place until a vaccine or robust therapeutics are developed.
Physical distancing guidelines and limitation on social gatherings will directly impact Senior
Services, Recreation Classes, Theatre Performances, Youth Sports, Tiny Tot Programs, Facility
and Park Rentals, and Special Events.
Addressing the impacts of COVID-19 provides an opportunity to evaluate
all services for sustainability and cost efficiency. Historically, the
Community Services Department has operated through special revenue
funds with revenues based on charges for services. These special revenue
funds have been partially subsidized by the General Fund, which has
covered full-time staffing costs. As a result of COVID-19, reductions in
program and service delivery and, therefore, revenues, necessitated the
layoff of 230 part-time
staff in March 2020,
followed by the layoff
of eight full-time staff
and defunding of six
full-time vacancies in May 2020. As we
transition away from the special revenue
funds to the General Fund only, the goal will
be to maintain at a minimum the current 50%
program and services cost recovery model.
In response to the recent pandemic, the Community Services Department will evaluate and
rebuild core park, recreation, and cultural and arts services in a post COVID-19 world, while
focusing on maintaining a world class community.
Fiscal Year 2020/21 Budget Highlights
• Program and Service Delivery — Physical distancing and social gathering guidelines
directly impact programs and services. Operation of essential services will remain in flux
until revenue sources are reliable. To reduce operating costs, as the new fiscal year begins,
Lions East, Lions West, RC Family Resource Center, RC Sports Center and Victoria
Garden's Cultural Center will remain closed. As physical distancing and social gathering
guidelines are modified or lifted, recommendations to bring back full operational services
and facilities will be evaluated and considered.
Fiscal Year 2020/21 Preliminary Budget Page 58
Essential Services — Connecting to our residents and offering essential services is
extremely important. Seniors, more than ever, need services during these unprecedented
times. The James L. Brulte Senior Center, located at Central Park, will continue to operate;
however, the model may not be as robust as pre-COVID-19. Central Park will continue to
provide the community with Wi-Fi access, computers, restrooms, and other services while
adhering to CDC guidelines. Virtual classes and services, such as the "Virtual Recreation
Center", will continue to be offered to allow safe connection with our residents. Additional
programs like "You've Been Rec'd" will be created to provide connection points with the
community. Park Rangers will continue to monitor our parks as the volume of residents
utilizing the parks increases. Moving forward, rentals (when permitted by health orders) will
be essential to generating revenue. As CDC guidelines are
77,
modified or lifted, new standards for facility rentals will be
put into place.
Minor Capital Improvement Projects — While facilities
are closed, minor capital improvement will occur. Victoria
Garden's Cultural Center will receive exterior painting and
the audio-visual equipment will be repaired. At Central
Park, the audio-visual systems will be replaced in two
banquet rooms. These Capital Improvement Projects will
enhance both the user experience and rental capacity
when the CDC Guidelines are modified or lifted, and social
gatherings can occur.
Community Partners and Volunteers — It will be important to solicit partners or contract
services, where appropriate, to provide services to the community. Equally as important will
be Community Services' support to our partners and City departments who are offering low
income services and mental health education. To continue to offer world class services, the
Volunteer Program will be expanded to solicit, train and retain community resources to offset
expenses and expand service delivery.
Park and Recreation Service Master Plan - The
Community Services Department does not currently
have a Master Plan for Parks and Recreation Services
(there is a facility plan, however). COVID-19 has
significantly altered the way in which programs and
service delivery are conveyed. Staff anticipates that as
COVID-19 recovery ensues, the types of programs and
services and how they are implemented will change and evolve based on need. The Master
Plan is intended to identify those needs. Preliminary thinking is that the development of the
Master Plan will include a community outreach/needs survey to gather program information
based on citizen age, interests, and related demographics.
Library Services
The Library Services Department's mission is to:
• Ignite Curiosity
• Transform Lives
• Create Community
Fiscal Year 2020/21 Preliminary Budget Page 59
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
and Young 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 who borrow almost one million physical items and
more than 100,000 digital items. The libraries' public
access computers are accessed more than 73,000 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 5,000 regional visitors in May. In
addition to traditional public library services, the Library Services Department provides Passport
Services to over 3,700 area residents throughout the year.
The Library also offers outreach services, as well as delivery services to the City's homebound
residents. Through a full -service Virtual Library, residents have 24/7 access to eBooks, research
databases, online homework tutoring, and language learning software. Lastly, sensory storytimes
offer programs explicitly targeted for our special -needs patrons and their families.
Due to the economic repercussions of the COVID-19 pandemic, the Library will be freezing all
expenditures related to Bookmobile Services. Visits to local schools will be paused during the
freeze. However, both library locations are offering curbside pick-up and material drop-off during
the pandemic to help make library resources accessible for our citizens.
Fiscal Year 2020/21 Budget Highlights
• Enhanced Integrated Library System (ILS): Two new modules will be added to the
existing ILS: Acquisitions and Analytics. The Acquisitions module will provide streamlined,
digital workflows for acquiring new titles in all formats, allowing the ILS to communicate in
"real time" with vendors' warehouses ensuring up-to-date inventory information, quicker
turnaround times, and automatic bibliographic record creation making newly ordered
Fiscal Year 2020/21 Preliminary Budget Page 6o
materials discoverable in the catalog. With the new module, newly acquired titles will appear
in the catalog the same day they are ordered, and library users may instantly place holds
on popular, forthcoming titles. The Analytics module will provide enhanced system analytics
with more accurate and granular reporting on the use of the Library's physical collection that
will inform data -driven collection development decisions. Aging and well -used collections
can be refreshed and updated more quickly. At the same time, user metrics will help
collection specialists target collection spending where it is most needed.
• Second Story and Beyond®: Further development of the Second Story and Beyond
interactive discovery space will take place as Library Staff continue to work with a consultant
to engage the services of a premier museum exhibit designer. Design time is being
extended a year to work through the complications associated with COVID-19.
• Streaming Video and Music Services: The Library will be adding a new digital service to
its Virtual Library via Hoopla. Hoopla offers digital content for streaming or downloading in
the following formats: videos, music, audiobooks, comics, eBooks, and television programs.
• Expansion of Laptop Computer Services: The Archibald Library will add a laptop
dispensing kiosk to the Library's digital device lineup. Patrons will be able to check out a
laptop to use from anywhere within the Library. Patrons will no longer need to confine their
computer use to the hardwired Technology Center. The Library was a recipient of 50 laptops
as part of a Spectrum grant in Fiscal Year 2019/20. The kiosk will allow the Library to
circulate, secure, manage, and update the software on the devices.
• LINK+ Interlibrary Loan Services: Through a California State Library grant, the Library
will be joining a statewide interlibrary loan lending consortium called LINK+. LINK+ is
comprised of more than 65 public and academic libraries, lending materials throughout the
State with a typical turnaround time of two to four days. The LINK+ catalog contains more
than nine million titles in multiple formats. This service will be provided at no additional cost
to Rancho Cucamonga Public Library patrons.
• Expansion of the RC Kits Program and Library of Things: The Library's RC Kits pilot
program (funded by a State Library grant) was an enormous success during the Fiscal Year
2019/20. With support from the Friends of the Library, the Library will add additional RC Kits
and launch the Library of Things, circulating materials to assist with household DIY projects
(hammers, screwdrivers, levels, etc.), provide popular hobby equipment, and more.
• Study Room Reservations and Summer Reading
Programs Go Online: The Library continues to explore
opportunities to couple convenience and services through ce
virtual portals. In Fiscal Year 2020/21, the Library will allow
patrons to reserve study rooms through a new online
service. It will be migrating the popular Summer Reading
Programs to an online environment allowing participants of
all ages to register and track their reading through
a
Beanstack. "*
• Increased Materials Collection: All media formats of the«
materials collection will be expanded with new and N,
updated titles ensuring an informative, contemporary, relevant, and appealing collection
overall.
Fiscal Year 2020/21 Preliminary Budget Page 61
2020 Prospects and Projects for Administrative Services
"An investment in knowledge pays the best interest." - Benjamin Franklin
Our City's ongoing investments in technology, first begun over ten years earlier and supported by
the City Council, have paid great dividends during this current pandemic. The City had both the
physical infrastructure and staffing in place to support a quick pivot to remote work and scaled -up
online services using existing resources. A layered approach to technology access allowed for
staff at several levels to successfully transition to remote work without the need for immediate
investment in services and equipment. The City already had web -based enterprise applications
in place for the public which allowed us to provide core services and stand up new initiatives from
virtually anywhere with minimal notice or lost productivity. Many legacy local governments have
struggled during the pandemic, having under -invested in the technology, personnel, and ongoing
training.
Similarly, the continued investment in infrastructure the City has made since 2016 paid off with
the ability to quickly transition a sizeable portion of the workforce to remote work at the onset of
the stay-at-home orders. Rancho Cucamonga had already established a remote work policy
several years ago, and staff did occasionally work remotely, but it was not an established norm;
meanwhile, remote work for knowledge workers has become relatively more common in the
private sector. Now, the door has been kicked wide open to experiment with remote work on a
large scale and how that will function in local government operations. Like most things, it has pros
and cons. It provides uninterrupted time for people in certain high skill positions to focus on their
core tasks. Others struggle to focus, wanting more direct connection to their team members. For
both, supervision and communication are key.
It is likely that the use of remote work on a regular basis will become a new norm where it makes
sense for both the City and the department. The exercise has also proven that a remote workforce
can be productive and responsive, opening the door for enhanced remote workers in the future.
The ability to recruit talent from other regions, with lower cost of living, will expand the City's
access to talent.
A boom in remote work will also create demand for a new city service, specifically, high speed
reliable fiber enabled internet access. The City of Rancho Cucamonga rolled out RC Fiber a year
ago and already has both residential and non-residential customers at gigabit plus speeds. Nearly
all City facilities have been transitioned to fiber and there may be opportunities in the future to re -
purpose existing office and conference room space to allow for public reservations for a small fee,
similar to the event rooms at Central Park and the Cultural Center. Certainly, even beyond City
facilities, one of the most frequent calls during the pandemic was from residents upset about the
quality of their internet access and inquiring about higher speed more reliable alternatives.
The City also quickly adapted to using video conferencing tools both internally for staff in lieu of
meetings, but also externally for Planning Commission and Healthy RC Steering Committee
meetings, for example. Now that most Americans have adopted the word "zoom" as a new verb,
we can expect the community to seek to use these tools more often in lieu of physical visits to our
facilities. To meet the likely demand, we will need to further invest in and build our skills using
these video conferencing tools in everyday business where it makes sense.
While technology is making new norms for services and work possible, we still have to foster
connection and support the mental health of our workforce. The Team RC culture has long
Fiscal Year 2020/21 Preliminary Budget Page 62
focused on physical health, however, the pandemic highlighted the critical importance of mental
health. A Mental Health Task Force was created to provide needs -based supportive activities
and resources. Going forward, a continued focus on the mental health of our employees is here
to stay.
In the world of finance, we continue to advance toward reducing and eliminating our legacy paper
processes. Multi -year plans are coming to fruition in FY 2020/21 with the implementation of
electronic accounts payable processing and approvals; this is a huge step forward toward
eliminating what is probably one of the most paper -intensive process remaining. In the future,
the City may want to consider having our City's financial system hosted in a private, secure cloud
environment, rather than on physical servers, so that the system can be substantially run remotely
without the loss of functionality that can come with using the current virtual simulation remote
access tools. Similarly, with the retirement of our long-time treasury management staff member
last year the City is focusing on greater access to historical data, more analysis, and better
reporting and forecasting tools to manage our cashflow and investments. With the economy in
continued flux, these tools are needed to maintain our tradition of fiscal prudence.
The future definitely has changed in the last few months, or at least what we thought the future
might be. More broadly, with a leaner organization and one that is fine-tuned to focus on the most
in -demand, utilized services to the community, the Administrative Services team is ready to serve
as the organization's team of internal consultants, working as a business partner and providing
expertise and advice in support of the public -facing departments. Looking forward while learning
from the lessons of the past has never been more important. Ben Franklin would be proud.
Administrative Services
Department of Innovation and Technology
The Department of Innovation and Technology
CENTER FOR DIGITAL GOVERNMENT
(DoIT) facilitates the impactful use of technology
across all City Departments, allowing for increased
DIGITAL
efficiency, improved transparency, and overall
enhanced service to the community. In 2019, the
ITIES
City was once again ranked among the top 10 Cities
nationwide in our population category by
IJFSUURVEY
Government Technology's Digital Cities Survey for
our use, management, and imaginative application
2019 WINNER
of technology to solve complex challenges and ensure
the seamless operation of governance.
DoIT is comprised of four divisions, including Systems and Network, Enterprise Applications,
Geographic Information Services, and Operations.
In the wake of the 2020 Coronavirus pandemic, priorities have shifted to expand digital access to
services for the community and increase the City's capacity to support a remote workforce.
Although DoIT has worked towards these objectives over recent years, the current and near -
future expectations are increasing the exigency to provide alternative access to core services.
Fiscal Year 2020/21 Preliminary Budget Page 63
The Department's technology strategy covers four key areas:
1. Maintaining and securing current technology, including infrastructure, hardware, and
applications;
2. Managing user experience with technology through training and continuous quality
improvement on existing platforms;
3. Continued planning for the evolution of technology lines and services; and
4. Facilitating the innovative application of technology in business practices and service
delivery to the community.
Fiscal Year 2020121 Budget Highlights
• Investment of over $100,000 in enhanced cybersecurity measures, including multi -factor
authentication for all City user accounts using Okta identity services and the application of
machine learning and Al tools, to provide holistic threat detection and mitigation in the data
center using VMWare App Defense.
• Continue to keep Citywide user training and awareness at the forefront of cybersecurity by
requiring all users to complete security training using the SANS Secure the Human platform.
• Expansion of the City's use of drones to assist with community development, construction
inspection, hazard mitigation, and public safety response.
• Implementation of improved business practices to enhance the secure handling of personal
identifying information (PII) and Payment Card Information (PCI), potentially lowering future
payment card processing fees.
• Continue to support the expansion of municipal fiber optic network services in cooperation
with the Rancho Cucamonga Municipal Utility.
• Replacement of legacy physical servers to ensure operational continuity and take full
advantage of the City's dual data center architecture.
• Continued development of workforce automation tools, including work order management
and reporting, using ESRI GIS and Microsoft Office 365 platforms already in use Citywide.
• Upgrade of the City's OneSolution Financial Management system to an HTML-based
platform, increasing user access and overall functionality.
• In response to the financial impacts of the COVID-19 pandemic, DoIT has frozen two vacant
positions, one Information Technology Technician and one GIS Specialist. The operational
impact of the reduced staffing will be absorbed by postponing projects that are not
immediately critical to operations and increasing completion timelines for existing initiatives.
Finance
The purpose of the Finance Department is to provide excellent customer service, focusing on
fiscal responsibility, transparency, integrity, and teamwork. Our customers are both external and
internal, which means we need to provide a variety of needs, whether it be to a department within
the City, another governmental agency, a resident, or a local business. However, in all situations,
we strive to be a trusted business partner and anticipate the needs and solutions by implementing
leading practices in financial management, internal controls, and providing clear and
understandable financial information.
The Department is responsible for managing the financial operations of the City in accordance
with applicable laws, regulations, and City policies. The Department consists of five divisions to
Fiscal Year 2020/21 Preliminary Budget Page 64
accomplish its mission: Accounting and Financial Reporting, Budget Management, Business
Licensing, Revenue Management, and Special Districts. Each of those divisions has individual
purposes and responsibilities that cultivate a well -functioning and finely tuned financial machine!
Although there are areas with the Department will look to enhance and improve processes during
the Fiscal Year 2020/21. Specifically, we will look to automate and digitize processes which will
enhance the workflow for the City overall, as we move towards a, potentially, more robust remote
workforce. Implementing these changes should yield immediate impacts for the City as a whole,
and ease some of the challenges caused by the COVID-19 Pandemic.
Fiscal Year 2020/21 Budget Highlights
• Updates to the Accounting System: The Department has plans to update its financial
system during Fiscal Year 2020/21 with assistance from the Department of Innovation and
Technology. However, this is more than just an update. Instead, this will be a shift to a
completely web -based financial software system. The system is anticipated to provide
easier access to real-time financial information, as well as, personalized workspace
configurations to ease navigation for each user by showing only what they need. Powerful
analytics and reporting tools are integrated within the software so that reports can be easily
created as well.
• Electronic Accounts Payable: The Department will be transitioning to electronic accounts
payable to improve the workflow of cash disbursements and significantly reduce the number
of physical records. This transition will be completed in incremental phases. Each step has
been thoughtfully designed to build -upon the previous step and is centered around how the
user will interact with the system. The culminating step in this transition is an electronic
accounts payable system where invoices are electronically routed for approval seamlessly
amongst departments to the Accounts Payable Division for processing. Once fully
implemented, there will be no need to retain physical records, as all documents will be
digitized and available for immediate use when necessary. Additionally, the electronic
system will capture data points that aren't available under the current process, which can
be used to identify issues and create performance benchmarks to measure success.
• Public Access for Business Licenses Applications and Renewals: Due to the COVID-
19 pandemic, many of the City's departments have had to adjust processes and procedures
to minimize or eliminate the need for interaction with the public due to social distancing
requirements. In order to support this effort and streamline the business licensing process
going forward, a computer will be made accessible in the City Hall rotunda for customers to
input their business information in advance of being assisted at the counter. This will allow
the Department to simply verify the information, and obtain/view any required documents, if
necessary, rather than keying it all in at the counter as is currently the practice, reducing the
customer's time at City Hall. Business license renewals do not require a visit to City Hall.
They can be completed fully online as indicated on the renewal forms that are sent out to
renewing businesses.
• Changes in Staffing: In response to the economic downturn from the COVID-19
pandemic, the Department will be defunding a vacant Account Technician position. While
this position would assist with tasks for both the Revenue Management Division and the
Accounting and Financial Reporting Division, the Department will be able to absorb the
responsibilities amongst the current staff or defer tasks until staffing levels can be
replenished.
Fiscal Year 2020/21 Preliminary Budget Page 65
Additionally, the Department will streamline the cashiering function at City Hall by combining
the duties of the Account Clerk responsible for cashiering and the Business License Clerk.
The consolidation of these two current counter positions into one class titled "Customer
Service Representative" creates an opportunity for the cashier counter to be a "one -stop -
shop." Either position would be able to complete a full transaction for a customer — business
license AND payment. Rather than having two lines for the counter, there will be one with
either counter staff able to assist each customer. The Department expects that this change
will improve our customer service, but also increase the skills and versatility of our staff.
• Transient Occupancy Tax (TOT) Audits: After the Department's completion of its
inaugural TOT audit of all the City's hotels in late 2016, it was determined that we would
continue to audit the City's hotels on a rotating basis. The first rotation of these audits will
take place during the third quarter of FY 2020/21. It is anticipated that all the City's hotels
will be audited once over a four-year period.
Human Resources
The Human Resources Department oversees the City's human resources and risk management
functions. The Department is responsible for managing a broad range of employment -related
services, including recruitment and selection, classification and compensation, benefits,
organizational and employee development, and employee and labor relations. Also, the
Department provides risk management services, including employee wellness and safety, and
administration of workers compensation and general liability claims.
In the next fiscal year, the Department will focus its work efforts on programs and services to
further business partner relationships with City departments and enhance the employee
experience.
Fiscal Year 2020/21 Budget Highlights
• Continue to grow social media marketing and presence to increase employer branding,
applicant engagement, and improve recruitment efforts.
• Initiating enhancement to the performance management program to improve the user
experience.
• Initiating enhancement to the recruitment process by adopting a leaner workflow process to
reduce onboarding, focus on attracting a modern workforce, and improving the quality of the
candidate pool.
• Continue to manage the City's volunteer intern program, which provides work experience
for students and helps City departments manage projects to enhance City programs and
services.
• Continue to administer and proactively track legislative changes to the Affordable Care Act
(ACA) and CARES Act. The key components continue to be the tracking and reporting of
information and the updating of City policies and procedures to ensure compliance with the
changing mandates and deadlines of the programs.
• Continue to foster and facilitate employee development, organizational development, and
succession planning through innovative and cooperative programs and incorporate the
Learning Management System to assist in this area.
Fiscal Year 2020/21 Preliminary Budget Page 66
• Maintain prompt and fair delivery of workers' compensation benefits, risk assessment, and
cost-effective risk transfer when appropriate, litigation management, and the fair and fiscally
responsible analysis of third -party claims.
• Implemented the updated Injury Illness Prevention Program as required by OSHA.
Community Services Department (CSD) staff has also been trained to train new employees.
Utilizing this train -the -trainer program provides cost savings to the City as it increases CSD's
ability to train new employees promptly and within OSHA guidelines.
• Updated language in waivers signed by City volunteers for risk of injury to comply with
PARSAC recommended standards.
• Through a partnership with Kaiser, the Department expanded our current health and
wellness program as a result of a Citywide employee wellness survey. Employees will begin
to have access to wellness training, as well as health education courses provided by Kaiser
Permanente Workforce Health Consultants and a Physician Ambassador at no cost to the
employee or City. Also, secured $1,500 of funding through the partnership for courses on
health education, financial wellness, healthy eating, stress management, healthy sleep, and
healthy celebration. These courses are available electronically through workbooks emailed
to employees every week, and through an assigned physician ambassador that cover topics
on mental health and men's health.
• Teamed up with The Counseling Team International to offer TeleHealth, an employee
assistance program, to provide employees access to mental health professionals using
videoconferencing as a result of COVID-19.
• The Department is providing virtual ergonomic assessments for employees' workstations,
whether at work or home. These assessments help ensure proper workspace setup which
reduces potential injuries, as well as any pain or discomfort caused by improper
configuration. This program is separate from the Department's ongoing commitment to
improving employee health and safety.
• Collaborated with DoIT to develop a GIS tracking tool of all claims submitted to the City in
the last 5 years. The purpose of this tracking tool is to identify hot spots of excessive claims
due to hazards to identify any trending issues.
• Rolled out NEOGOV's LEARN platform, a learning management system that will track staff
certifications and training, as well as conferences attended. These internal training tools
reduce costs by eliminating the need to host live training events and makes training more
accessible to City employees. Additionally, it allows the Department to track and assign
trainings to staff.
• Through our ongoing risk management function, the Department worked towards recovering
losses and damages to City property due to the fault of others. Over two fiscal years, the
Department recovered $196,000. Risk Management has also created a subrogation team
that includes Public Works and RCMU to seek reimbursement from insurance companies
and or vehicle owners. Furthermore, the Department has started filing small claims to
aggressively pursue individuals who are not insured at the time of loss to recover money
owed to the City.
Procurement
The Procurement Division is authorized to procure services or goods for the best value at the
lowest price from the most responsive vendor. The Division performs as the City's centralized
Fiscal Year 2020/21 Preliminary Budget Page 67
procurement agent and authorizes all City purchases in accordance with the City's Municipal
Code. It is also charged with the disposition of surplus and obsolete property.
Division highlights for Fiscal Year 2020/21 include the following:
• Completion of a revised Procurement Manual, reflecting cumulative changes in policies and
procedures since the last publication in 2013, and introducing a new format making
reference material more convenient for staff to use.
• Continue to conduct procurement tasks in accordance with public procurement best
practices to enable the Division to apply for the 2020 Achievement of Excellence in
Procurement (AEP) award issued by the National Procurement Institute, Inc. to achieve the
goal of receiving this award for twelve consecutive years.
• Evaluate the efficiency of the Request for Proposal "RFP" process to ensure that it is
providing the best value to the City and staff in a timely manner, while complying with the
City Municipal Code, best practices, state and other government regulations.
• Facilitate the efficient disposal of surplus City assets through an online surplus auction site
to generate additional revenue for the City.
2020 Prospects and Projects for Public Safety
"...One thing's for certain, I stand up for what I believe. That might not mean much to you, but it does to
me." Does to Me. Luke Combs
Public Safety
Animal Care and Services
Rancho Cucamonga has an innovative Animal Services Department. The
Department cares for nearly 5,000 homeless pets and responds to more than
6,000 animal -related field calls annually. The Department offers care and
enrichment to animals received, reunites lost pets with their owners,
promotes pet adoptions, and has a comprehensive veterinary program. The LANtNo CUCAMONGA
Department's Field Services program is responsible for picking up stray and ANIMAL
aggressive animals, animal welfare calls, rabies control, and assisting the
community with their animal -related concerns. CENTER
The Department also has a robust community program division, which includes volunteers, foster
care, outreach, spay and neuter opportunities, and a neonatal kitten nursery. During Fiscal Year
2019/20, the Department updated its logo, mission, and vision statement, and values to be more
reflective of current operations and goals.
Mission: Creating PAWsitive impact by enriching the lives of animals and people.
Vision: Inspiring a compassionate community where animals and people thrive together.
Values for RCAC:
R-Resilience in overcoming obstacles to rescue, rehabilitate, reunite, and rehome animals.
Fiscal Year 2020/21 Preliminary Budget Page 68
C-Compassion to provide above and beyond care for the animals and people we serve.
A -Achieving goals to lead, advance and promote the highest standards in animal welfare.
C-Commitment to enhance community partnerships, public safety, and humane education.
"We can judge the heart of a man by his treatment of animals." Immanuel Kant
Fiscal Year 2020/21 Budget Highlights
The Department continues to budget for high -quality care of the
animals, prompt public field assistance, and community programs.
To manage the fiscal effects of COVID-19, as well as prevent
crowding in the tight quarters of the Animal Center which would
violate Health Officer orders, the Department will reduce its public
hours to visit with the animals. It will also reduce labor costs by
freezing three vacant full-time positions and several vacant part-time
positions. Although not ideal, these changes will bring opportunities
to explore creative ways to enhance programs while being fiscally
prudent. Specifically, streamlining the adoption process, increasing foster homes and 501(c)(3)
rescue partnerships, piloting office pets for the day programs, and continuing partnerships with
Western University College of Veterinary Medicine and other community organizations.
The Department also plans to update its five-year strategic plan. The goals of the strategic plan
include growing sustainable, humane education programs and restructuring the community cat
and kitten program to reduce the number of care days from date of intake to the date of adoption.
Furthermore, the strategic plan will focus on developing action items to increase the amount of
private funds raised by the Animal Care Foundation to help offset the Department's budget.
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
efficient and effective delivery of emergency and non -emergency services and programs.
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 manages hazards through fire
prevention, inspection, wildland fire threat
reduction, public education, and community
outreach. Additionally, through the Emergency
Response pillar firefighters deliver efficient and
effective mitigation protocols for 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.
Fiscal Year 2020/21 Preliminary Budget Page 69
The Fire District will continue to foster a high level of readiness through the development and
training of a diverse workforce. The workforce is focused on enhancing the emergency and non -
emergency services the District provides. Best practices and cutting -edge innovations while
leveraging partnerships, resources, data, and technology will also be utilized to maximize value
in the delivery of our services.
Leadership is the art of accomplishing more than the
science of management says is possible. — Colin Powell
Fiscal Year 2020/21 Budget Highlights
In collaboration with the City, the Fire
District will complete the construction of the
West Side Public Safety Facility, which
includes the relocation of San Bernardino
Road Fire Station 172, as well as a Rancho
Cucamonga Police Department Sub -
Station. The new facility will provide a fully
functioning, community -based facility at
San Bernardino Road and Vineyard
Avenue. The location of the new facility will
improve customer service and response times for residents and business owners on the
west side of the City. With modern design and construction, the facility will meet the joint
public safety mission for a minimum of fifty (50) years. The staffing for the new station is
currently being evaluated, and the facility is expected to be opened in late 2020.
The Fire District proposes to continue the ongoing design -build process for the future Fire
Station 178 to be located on Town Center Drive, east of Haven Avenue. As part of the
strategic relocation of Fire Station 172 to the new West Side Public Safety Facility, impacts
to the overall distribution of the District's various fire stations were considered. In
anticipation of this relocation, the District purchased land located on Town Center Drive in
2016 to support the optimum distribution of stations and ensure the corresponding demands
for service will be met. Fire Station 178 is closely inter -related with the development of The
Resort at Empire Lakes and the timing of the design is matched to the pace of development.
As part of the City's environmental sustainability efforts, Fire Station 177 on Hellman Avenue
will be retrofitted with solar panels. Continuing to invest in clean, renewable energy
strengthens community resiliency and further positions the Fire District as a trusted leader.
These solar powered systems will provide utility bill savings and energy independence that
is both economically and environmentally beneficial. This solar energy retrofit will be the
third fire station to be completed. The Fire District anticipates the 35-kW solar -powered
system will offset the electrical load by approximately 80%.
In conjunction with the General Plan update, the Fire District will update the Local Hazard
Mitigation Plan (LHMP) to meet the needs of the current and future community. Overall, the
LHMP is an effort undertaken by the City and Fire District to manage the effects of natural
hazards and reduce their impacts on people and infrastructure. The LHMP has a goal of
decreasing the amount of time before a community can return to normalcy. As part of the
LHMP the Fire District will begin the process of identifying potential hazards that could
impact the community. Once identified, strategies can be proactively developed for when a
natural disaster does occur. Although natural disasters cannot be prevented from
Fiscal Year 2020/21 Preliminary Budget Page 70
happening, the effects can be forecast, and efforts to educate and increase public
awareness implemented. Additionally, the LHMP plan enables the City to gain access to
grant funding from the Federal Emergency Management Agency (FEMA) to execute hazard
mitigation projects, programs, and activities throughout the City.
• Also, in conjunction with the General Plan update, the Fire District will complete an
evaluation of the Community Wildfire Protection Plan. This evaluation will identify the
hazards and risks specific to wildfires throughout the Fire District's service area. Utilizing
this analysis, the Fire District can focus on reducing the hazards, risks, and associated
vulnerabilities from a wildfire. As an outcome, the Fire District will implement a plan that will
result in a measurable and verifiable reduction in wildfire risks. This work will establish
wildfire awareness and prevention and a culture that continually seeks out innovative
methods in protecting residents and the environment from the effect of wildfires.
• The Fire District will complete an Emergency Evacuation Plan to improve evacuation
scenarios as a supplement to the work being done on the General Plan update. Natural
disasters are swift and can occur with little or no warning; they can occur during the day
while people are at work or during the night while residents are sleeping. The purpose of
the Emergency Evacuation Plan is to establish procedures for the orderly and coordinated
evacuation of the community, to outline warning procedures used in evacuations, and to
identify primary evacuation routes for use during a natural disaster.
• The Fire District entered into a contract with the California Department of Forestry and Fire
Protection (Cal Fire) on October 1, 2015, to receive supplemental wildland fire protection of
approximately 1,206 acres of wildlands within the Fire District's service area. This wildfire
protection contract ensures that in the event of a major fire, the City will have the resources
of Cal Fire, including aerial support, to call on without having to worry about after the fact
cost reimbursement. In support of the Etiwanda Heights Neighborhood and Conservation
Plan, the Fire District will update the agreement to account for the increase of wildland area
within the Fire District boundaries resulting from the future annexation. The growth in the
service area will be supported with Cal Fire resources and at a level of service currently
provided on the adjacent state -responsible area without the burden of a significant unfunded
liability to the Fire District, such as the costs for aircraft and handcrews.
• The Fire District will be procuring a mass notification system to improve our ability to
communicate important information to the public. This notification system will send alerts
to the public, as well as internally to City and Fire District staff during emergencies and
disasters. Its use will greatly improve public communication during disaster situations.
• The Fire District will also replace the 1997 Type 1 Heavy Rescue apparatus, which supports
the Technical Rescue Team. This apparatus transports personnel and their equipment to
the scene of Urban Search and Rescue (US&R) incidents, such as earthquakes, extrication,
trench collapse, confined space rescue, and advanced high angle rope rescue. The
apparatus is self-sufficient as it 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 service life of the new heavy rescue is expected to be a minimum of twenty years.
Fiscal Year 2020/21 Preliminary Budget Page 71
Active shooter threats continue to impact the greater society.
Over almost two decades, Rancho Cucamonga Police and Fire
personnel have facilitated 190 dynamic training sessions to more
than 8,000 first responders throughout the region. The training
grew into a whole -community approach, which has collectively
trained over 36,500 civilians from schools, businesses, places of
worship, and community classes. This training focuses 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.
The Fire District continues to fund proposed operations and
capital projects while holding Community Facilities District (CFD) assessments at their prior
levels.
Lastly, for the eighth consecutive year, Fire Prevention Permit and Inspection Fees continue
to be suspended. This year in particular that fee suspension will assist businesses
recovering from the COVID-19 pandemic.
Police Department
"Anymore when a restless feelin , keeps me up at night. Fallin' on my knees is my turning' on the light. I
keep my faith intact, make sure my prayers are said. 'Cause I've learned that the monsters ain't the ones
beneath the bed." Monsters, Eric Church
The Police Department is committed to providing the best law enforcement services possible to
keep the City of Rancho Cucamonga amongst the safest cities in the state. The low crime rate is
a direct result of the commitment and hard work by the men and women of the Department, and
the support they receive from the City Council.
The Department remains committed to working with our local schools to provide safe learning
environments. The station has six School Resource Officers (SRO's) responsible for a total of 35
schools. Four of the SRO's serve the four high schools and are on campus all day long; they also
provide services to the City's eight middle schools, and two SRO's serve the 23 elementary
schools. The SRO's work as a team and remain in communication with school administration and
security staff to keep our schools safe for all children. When school is out the SRO's supplement
the City's regular law enforcement services.
The Crime Prevention Unit continues to host events to educate and mentor young kids and pre-
teens. An example of such a program is the Be Brave, Be Ready, Be Aware, Be Victorious, and
Be Empowered, or B.R.A.V.E. The Joyful Child Foundation developed this program in memory
of Samantha Runnion. It is dedicated to preventing crimes against children through programs
that educate, empower, and unite families and communities. Specifically, the B.R.A.V.E. program
teaches kids self-defense and opens their eyes to their surroundings. The skills are basic, but,
coupled with education and prevention, the program has had successful outcomes, and the public
truly enjoys it. Additionally, the program includes a workshop for parents — topics include
predatory behaviors, reducing vulnerabilities, and the grooming of children.
Fiscal Year 2020/21 Preliminary Budget Page 72
Another successful program is Teen Human -Trafficking Awareness Talk, or T.H.A.T. Human
trafficking is a nationwide epidemic. Still, much of the public, especially teens, remain uninformed.
Crime Prevention personnel aim to educate the community with awareness and prevention
strategies. Crime Prevention utilizes the assistance of Opal Singleton, a national expert best
known for her research and work on human trafficking, sextortion (blackmail by photo), and cyber
child exploitation. Opal's goal is making the public aware of how criminals use technology to
exploit the innocent, as well as strategies to protect kids from predators.
The Solution Oriented Policing Team (SOP) consists of one Corporal and five Deputies. SOP
Deputies manage Citywide quality of life issues. Working with the County's Homeless Outreach
Proactive Enforcement Team (HOPE), SOP Deputies provide resources and housing to the
homeless who request assistance. They also remain in communication with local businesses and
property owners to ensure they aren't negatively affected by the homeless, particularly those with
substance abuse problems. SOP Deputies partner with Alcohol Beverage Control (ABC) to
ensure local establishments serving alcohol remain in compliance. Additionally, they conduct
regular business checks at massage parlors to ensure proper licensing and business practices
are followed.
The SOP Team will continue working with the Fire
District to host two large scale Active Shooter training
events. This type of training is generally done twice a
year. It includes local law enforcement, federal agents,
and local fire departments. The training is useful for all
who participate and allows law enforcement and fire
professionals to work together and simulate an active
shooter scenario to ensure they are prepared to handle
a real event such as happened at the Inland Regional
Center in San Bernardino several years ago.
During the last fiscal year, the Department restructured
the Multiple Enforcement Team (MET) and added two
Detectives. After the restructuring, the team now consists of a Sergeant, two Detectives, and six
Deputies. Each Detective leads a team of three Deputies. MET responds to and investigates the
most violent crimes in the City. The team has an investigator on -call 24/7 to respond to in -
progress calls or cases with viable leads. With the addition of the two Detectives, MET has solved
multiple recent cases, including attempted murder, assault with a deadly weapon, robbery,
carjacking, and narcotic related crimes. Additionally, two of the MET Deputies received specific
training in investigating marijuana grow houses, which MET has investigated and shut down at
multiple locations within the City.
Fiscal Year 2020/21 Preliminary Budget Page 73
The Automated License Plate Reader (ALPR) program continues to produce great results for the
City. The goal of the program is to capture data on wanted vehicles and allow Deputies to locate
the vehicles before additional crimes are committed. In the last year, the Department received
305 ALPR notifications, of which, 74 resulted in arrests for crimes such as possession of stolen
property, felony evading, possession of dangerous weapons, narcotics, and wanted persons.
In October 2019, the Department welcomed its newest member, a
bloodhound named "Nyx." Deputy Casey Allen and Nyx continue to train
and have become a great team. Nyx's training has proven successful,
and she loves assisting Deputies in the field. When Nyx is not training or
out on a call, she enjoys taking walks and visiting her friends around the
station.
Fiscal Year 2020/21 Budget Highlights
Currently, the Department operates out of the main station on Civic Center Drive and a satellite
office at Victoria Gardens. Construction of a West Side Public Safety Facility is set to be
completed at the end of the 2020 calendar year. The new station will include both police and fire
personnel and services. It will improve customer service for residents and business owners on
the west side of the City by allowing deployment into the field directly from the facility. A staffing
plan for the new station is currently being evaluated and developed.
The SOP Team will continue interaction with the homeless population to limit the impact of quality
of life crimes such as littering, loitering and panhandling. SOP will continue to work with the HOPE
Team to stay up to date on rehabilitation programs and transitional housing available to the
homeless. These activities occur in conjunction with the Healthy RC efforts to prevent future
homelessness by intervening for those most in need before they become homeless.
The Crime Prevention Unit will continue to host events
educating the public on Teen Human Trafficking, self-
defense and internet safety for kids, Every 15 Minutes —
DUI education program, Citizen Advisory Committee,
and National Night Out. Additionally, Crime Prevention
plans to host an Open House event for the general public.
This event will allow members of the community to
communicate and positively interact with members of the
Police Department in a non -response type of
environment.
Building on the past success of the ALPR program, the Department will also add additional ALPR
cameras to the intersections at:
• Archibald Avenue and 19th Street
• Etiwanda Avenue and Arrow Route
• Milliken Avenue and Kenyon Way
These efforts are part of the City's focus on building out the ALPR system so that all
entrances/exits to/from the City are covered along with key internal intersections. This technology
Fiscal Year 2020/21 Preliminary Budget Page 74
assist law enforcement to solve crimes, intercede proactively for individuals with warrants or
driving stolen vehicles, and enhance the safety of residents throughout the City.
FY 2019/20 Awards:
• 2020 All American Cities award finalist
• 2019 Helen Putnam Award of Excellence from the League of California Cities for the
"Campeones para La Comunidad" (Community Champions) in the category of
Enhancing Public Trust, Ethics, & Community Involvement
• 2nd Place Directing Change Program and Film Competition awarded by Each Mind
Matters for the Healthy RC Youth Leaders Mental Health video
• Cal-ICMA Talent Initiative award for Overall Excellence in Talent, recognizing our
outstanding human resources programs
• LEED for Cities Silver Certification - LEED for Cities is the leading international rating
system and certification program for evaluating the sustainability and quality of life in a
city or community. Rancho Cucamonga was the only City in California to be selected as
a part of this initial cohort.
• California Firefighter Joint Apprenticeship Committee (Cal-JAC) award for Labor -
Management Partnership between the Fire District and RC Professional Firefighters
Local 2274
• The 2020 Richard H. Driehaus Form -Based Code Award - The Etiwanda Heights
Neighborhood Heights and Conservation Plan is one of two codes receiving the Award
this year from the Form -Based Codes Institute (FBCI) of Smart Growth America, a
professional organization dedicated to advancing the understanding and use of form -
based codes. The award recognizes outstanding form -based codes that other
communities can use as models. Nominated codes are critiqued by a jury of code
experts and practitioners to select each year's winners.
• Ranked 7th among cities population 125,000-249,999 in the 2019 Digital Cities Award
issued by the Center for Digital Government
• Mission Lifeline EMS recognition for the Fire District — This is the American Heart
Association's program that recognizes EMS Agencies for their quality of care for STEMI
and Acute Coronary Syndrome (ACS) (heart attack) patients.
• California Association of Public Information Officials (CAPIO) Award of Distinction in the
category of Multicultural Outreach/Campaign for the Spanish Your Mind Matters
Campaign
Fiscal Year 2020/21 Preliminary Budget Page 75
• Procurement received the 2019 Achievement of Excellence in Procurement (AEP) award
issued by the National Procurement Institute, Inc.
• Certificate of Achievement for Excellence in Financial Reporting for the Fiscal Year
Ended June 30, 2018 and 2019
• Distinguished Budget Presentation Award for the Fiscal Year Beginning July 1, 2019
• Received the Digital Transformation Award for Excellent Laserfiche Achievements for the
design and implementation of the City's Laserfiche Weblink portal on the City's website.
City Council Goals
"A goal is not always meant to be reached, it often serves simply as something to aim at." Bruce Lee
In FY 2019/20, the Rancho Cucamonga City Council set out to revisit, revise and readopt updated
Goals, Mission, Vision and Values. Along the way, the City Council also adopted a set of Core
Ethics and a Governance Resolution. These tasks were accomplished via multiple staff facilitated
workshops held at the Victoria Gardens Cultural Center on DATES, DATES, DATES and DATES.
The end result is a robust planning document that sets out the framework and ideals to guide the
governance of the City into the 21 It Century. The first section includes the new City Council Goals
intended to be accomplished in the next three (3) years:
1. Determine an official City position on the Gold Link and Gold Link issues in Q1 of 2020.
(COMPLETED FEBRUARY 2020)
a. Support enhanced Metrolink service to Ontario International Airport via the Rancho
Cucamonga Metrolink Station.
b. Support connecting Ontario International Airport to the wider Metrolink network via
high quality transit to provide better regional connectivity.
2. Within 1-3 years, obtain funding for another phase of Central Park.
3. Complete the General Plan and Housing Element through an inclusive process by Q4
2022.
4. Attract new businesses to increase ongoing net revenue by $500,000 in the next two
calendar years.
5. Reduce delays for N/S traffic flow on the Haven Avenue corridor between the 10 freeway
and the 210 freeway, particularly during peak congestion periods, by working with the City
of Ontario and the San Bernardino County Transportation Agency to implement advanced
technology for traffic control communication and control systems by December 2023.
6. Complete the ALPR ring around Rancho Cucamonga, including all turn movements at all
freeway on/off ramps and key major interior intersections by 2022.
Next, the City Council adopted a new Mission Statement. The mission statement establishes our
organization's purpose and serves as a focal point for current and future endeavors. The Mission
Statement succinctly sets out the organization's everyday work focus:
Ensure and advance the quality of life for the community through inclusive decision
making.
All World Class organizations also have a clearly defined vision. A vision statement defines the
target outcomes for an organization with respect to those things it seeks to accomplish in the near
future. For Rancho Cucamonga:
Fiscal Year 2020/21 Preliminary Budget Page 76
Our vision is to build on our success as a world class community, to create an equitable,
sustainable, and vibrant city, rich in opportunity for all to thrive.
Goals, Mission and Vision statements do not exist in a vacuum. It is critical they are surrounded
by core values. Core values that we hold individually area set of fundamental beliefs, ideals or practices
that inform how you conduct your life, both personally and professionally. Businesses can also have and
maintain core values. These can help an organization determine how to allocate resources, make
important decisions and grow. Rancho Cucamonga's core values include:
- Providing and nurturing a high quality of life for all.
- Promoting and enhancing a safe and healthy community for all.
- Building and preserving a family -oriented atmosphere.
- Intentionally embracing and anticipating the future.
- Equitable prosperity for all.
- Working together cooperatively and respectfully with each other, staff, and all
stakeholders.
- Continuous improvement
- Actively seeking and respectfully considering all public input.
"All" is meant to be inclusive of residents, businesses, non -profits, schools, other government
institutions — truly all Rancho Cucamonga stakeholders.
Summary
"A person who won't read has no advantage over one who can't read." — Mark Twain
Having reached the end of this budget message, all of you who read these words have clearly
proven that you do read and have the advantage of the knowledge that comes with that practiced
skill. Last year, I noted in the Budget Message that although we did not know when, we did know
winter was coming, and prudent fiscal management dictated saving resources for that winter.
Those who fail to prepare for winter often never see another spring. Of course, at that time,
neither I nor anyone else had an idea of what the coming winter would bring or when it would be
upon us. But the words ring true today. The pandemic may have taken the lives of over 100,000
Americans, but it will be the fiscal winter that will take the lives of unprepared businesses and
local governments. Those who prepared will have a much better chance of making it through the
night to the dawn on the other side.
FY 2020/21 will go down as a unique year for many, reasons, I suspect. Not the least of which
will be the unprecedented fiscal challenges to our economy at the local, state and national level.
No city is an island, and Rancho Cucamonga is certainly not immune to the effects of the
pandemic and the economic disruption. But Rancho Cucamonga has prepared prudently for this
day. Reserves were set aside beginning back after the Great Recession to help cushion against
another downturn. Those same reserves are now available to soften the revenue declines in the
FY 2019/20 and FY 2020/21 budgets. Similarly, the City has made an effort to stay current on
maintenance when resources were available, and now we are better able to continue functioning
during a lean time. Diligent attention to continuous reorganization is the kindling that feeds the
fire of improved efficiency. Investments in future technology, including remote access, remote
permitting and high speed fiber, enabled the City to pivot with minimum disruption of services and
Fiscal Year 2020/21 Preliminary Budget Page 77
personnel and have already formed the foundation for further evolution of our service delivery
methods.
We hope the worst is over, but there is no way at this time to know how long the current disruptions
may last. Nevertheless, what we do now will bear fruit tomorrow. Now is the time to prepare a
new General Plan for the next 20 years of the City. Now is the time to improve our backbone
infrastructure and prepare the way for a 21 It century knowledge -based economy by creating the
foundation of a 21 It century knowledge -based community. Now is the time to begin improving our
fiscal position for the future so that, when winter inevitably comes again, we are more resilient
than ever. Now is the time when we can and should work together in the best interests of the
City, as one commUNITY. Let us mark this time when the world stood six feet apart as a time
when we made it through this by standing together as one Rancho Cucamonga.
Fiscal Year 2020/21 Preliminary Budget Page 78
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Rancho Cucamonga
California
For the Fiscal Year Beginning
July 1, 2019
044M:.,�.. P ;by.*�
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, 2019. 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 2020/21 Preliminary Budget Page 79
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Fiscal Year 2020/21 Preliminary Budget Page 80
RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
Fiscal Year 2020/21 Preliminary Budget Page 81
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Fiscal Year 2020/21 Preliminary Budget Page 82
Name
L. Dennis Michael
Lynne Kennedy
Ryan Hutchison
Kristine Scott
Sam Spagnolo
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 2020/21 Preliminary Budget Page 83
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Fiscal Year 2020/21 Preliminary Budget Page 84
City Clerk
Administrative
Services
Admin/Procurement
Finance
Human
Resources
Innovation and
TechnoloLyv
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Organization Chart
Citizens
of
Rancho Cucamonga
City Council
City
Attorney
City Manager
City Treasurer
Civic and Police Economic and
Cultural Services Department Community
Development
Fire
Community
District
Services
Animal Care
Library
and Services
Services
Community
Records
Improvement
Management
Building and Engineering I Public Works
Safety Services II_ Planning Services
Fiscal Year 2020/21 Preliminary Budget Page 85
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Fiscal Year 2020/21 Preliminary Budget Page 86
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Functional Units by Fund Type
Fiscal Year 2020/21 Preliminary Budget
r 2020/21
t
$224,231,230
Governance
Police
AB2766 Air Quality Improvement
Animal Care and Services
AD 91-2 Redemption -Day Canyon
Administrative Services
AD 93-1 Masi Commerce Center
Finance
Assessment Districts Admin
Human Resources
Asset Seizure - State and Federal
Economic and Comm. Dev.
Beautification
Building and Safety
CA Recycle/Litter Reduction Grant
Engineering Services
CA State Library
Planning
CFD 2000-03 Park Maintenance
Public Works Services
CFD 2017-01 No. Etiwanda
Community Services
CFD 2018-01 Empire Lakes
Citywide Infrastructure Imprv.
er .enera I Funds
Community Dev. Block Grant
$8,215,360
Community/Rec Center Development
Governance
COP'S Program Grant - State
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
Fire Protection District
Administrative Services
General City Street Lights
Info Technology -Development
Housing Successor Agency
City Technology Fee
Integrated Waste Management
Capital Reserve
Landscape Maintenance Districts
Finance
Library Capital Fund
Benefits Contingency
Library Fund
Human Resources
Library Services & Tech. Act
Capital Reserve
LMD # 1 Capital Replacement
Economic and Comm. Dev.
Measure I
Comm Dev Technical Services
MSRC Air Pollution Reduct. Grant
City Technology Fee
Park Development
Building and Safety
Park Improvement
Comm Dev Technical Services
Park Land Acquisition
City Technology Fee
PD 85 Capital Replacement
Mobile Home Park Program
PD 85 Redemption Fund
SB1186 Cert Access Special Program
Pedestrian Grant/Art 3
Engineering Services
Proposition 1B State Funding
Comm Dev Technical Services
Public Resrce Grants/Healthy RC
City Technology Fee
Road Maint & Rehab Acct
Capital Reserve
Safe Routes to School Program
Planning
SB 1 - TCEP
Comm Dev Technical Services
Staff Innovation (CA ST LB)
City Technology Fee
State Gas Tax
Public Works Services
State Grants Fund
CVWD Reimbursements
Street Light Maintenance Districts
County of S.B. Reimbursements
Transportation
Capital Reserve
Underground Utilities
Community Services
Used Oil Recycling
Capital Reserve
AD 82-1 6th St. Industrial
AD 84-1 Day Creek/Mello
CFD 2001-01
CFD 2003-01 Project Fund
$15,960,110
Sports Complex
Municipal Utility
Utility Public Benefit
RCMU Capital Replacement Fund
Fiber Optic Network
$1,665,730
Equipment Nehicle Replacement
Computer Equip/Tech Replacement
Fiscal Year 2020/21 Preliminary Budget Page 87
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Fiscal Year 2020/21 Preliminary Budget Page 88
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Snapshot of the City of Rancho Cucamonga
General Information:
The City of Rancho Cucamonga currently has an estimated population of 175,522 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
elected by geographic districts. Districts 2 and 3 Q
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):
2008175,627
2009-177,051
2010178,904
2011169,498
2012171,058
2013172,299
2014174,064
2015-175,251
2016-177,324
2017176,671
2018179,412
2019175,522
Number of Registered Voters (per San Bernardino County Registrar of Voters): 96,373
Capital Asset Statistics (per June 30, 2019 CAFR):
Police: Fire:
Stations: 1
Patrol units: 67
Public Works:
Streets (miles): 533
Streetlights: 16,950
Traffic signals: 238
Fire Stations: 7
Parks and Recreation:
Parks: 30
Acreage: 346
Community centers: 6
Fiscal Year 2020/21 Preliminary Budget Page 89
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Population by Age
2010 (Census), 2019 (est), and 2024 (est)
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%
a on- v 'e
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%
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 2020/21 Preliminary Budget Page go
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Educational Attainment
Current Year
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 2020/21 Preliminary Budget Page 91
CITY OF RANCHO CUCAMONGA
Principal Employers
Current Year and Nine Years Ago*
2019
2010
Percent of
Percent of
Number of
Total
Number of
Total
Employer
Employees,
Rank
Employment
Employees,
Rank
Employment
Etiwanda School District
2,387
1
2.55%
n/a
n/a
n/a
Chaffey Community College
2,120
2
2.27%
871
3
1.24%
Inland Empire Health Plan
2,078
3
2.22%
n/a
n/a
n/a
Mission Foods
950
4
1.02%
n/a
n/a
n/a
Alta Loma School District
940
5
1.01 %
690
5
0.98%
City of Rancho Cucamonga
761
6
0.81 %
874
2
1.24%
Amphastar Pharmaceutical
657
7
0.70%
880
1
1.25%
Mercury Insurance Company
640
8
0.68%
606
6
0.86%
Macy's
625
9
0.67%
n/a
n/a
n/a
Central School District
608
10
0.65%
n/a
n/a
n/a
Bass Pro Shop
500
11
0.53%
500
10
0.71%
Coca Cola Bottling Co.
400
12
0.43%
n/a
n/a
n/a
ADECCO
360
13
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, 2019 Comprehensive Annual Financial Report
Fiscal Year 2020/21 Preliminary Budget Page 92
CITY OF RANCHO CUCAMONGA
Principal Sales
Tax Remitters
Current Year and
Nine Years Ago
2019
2010
Business Name
Business Category
Business Name
Business Category
Anker
Electronics/Appliance Stores
Albertsons
Grocery Stores Liquor
Apple
Electronics/Appliance Stores
American Building Supply
Contractors
Bass Pro Shops Outdoor World
Sporting Goods/Bike Stores
Ameron International
Contractors
Best Buy
Electronics/Appliance Stores
Apple Computer
Electronics/Appliance Stores
Chevron
Service Stations
Bass Pro Shops Outdoor World
Sporting Goods/Bike Stores
Circle K
Service Stations
Best Buy
Electronics/Appliance Stores
Costco
Discount Department Stores
Chevron
Service Stations
Home Depot
Building Materials
Circle K
Service Station
ICL Performance Products
Drug/Chemicals
Costco
Discount Department Stores
Jeromes
Home Furnishings
Home Depot
Lumber/Building Materials
Living Spaces Furniture
Home Furnishings
JC Penney
Department Stores
Lowes
Building Materials
Living Spaces Furniture
Home Furnishings
Macys
Department Stores
Lowes
Lumber/Building Materials
Monoprice
Fulfillment Centers
Macys
Department Stores
My Goods Market
Service Stations
Nic Partners
Electrical Equipment
Parallon Supplies Chain Solution. Medical /Biotech
Novartis Animal Health
Health/Medical
Ralphs
Grocery Stores
Orchard Supply Hardware
Hardware Stores
Ross
Family Apparel
Ralphs
Grocery Stores Liquor
Schwarz Paper Company
Light Industrial/Printers
Rancho Mobil
Service Stations
Shell
Service Stations
Sears Grand
Department Stores
Southwire
Energy/Utilities
Southwire Company
Light Industrial/Printers
Stater Bros
Grocery Stores Liquor
Stater Bros.
Grocery Stores Liquor
Target
Discount Department Stores
Tamco
Heavy Industrial
Walmart
Discount Department Stores
Target
Discount Department Stores
Walters Wholesale Electric
Plumbing/Electrical Supplies
Wal Mart
Discount Department Stores
* Firms listed alphabetically
Source: June 30, 2019 Comprehensive Annual Financial Report
Fiscal Year 2020/21 Preliminary Budget Page 93
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 94
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 the 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 2020/21 Preliminary Budget Page 95
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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.
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 2020/21 Preliminary Budget Page 96
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 2020/21:
Other General Funds:
County of S.B. Reimbursements
Special Revenue Funds:
Public Art Trust Fund
SB 140
AB 2928 Traffic Congestion Relief
Foothill Blvd. Maintenance
Various Grant Funds
Capital Projects Funds:
AD 86-2
Drug Abatement Act
CFD 2018-01 Capital Reserve
Library, Animal Center and Police
Impact Fee Funds
CFDs 2000-01, 2003-01, 2004-01,
2006-01, 2006-02
The following Flow Chart describes the City's annual budget process.
Fiscal Year 2020/21 Preliminary Budget Page 97
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 2020/21 Preliminary Budget Page 98
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fiscal Year 2020/21 Preliminary Budget Page 99
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - OPERATING BUDGET
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Description
Actual
Budget
Budget
Revenues By Category:
Taxes
$110,106,629
$111,461,650
$111,199,810
Licenses & Permits
4,679,191
4,364,620
4,657,080
Fines & Forfeitures
1,641,020
1,367,420
1,143,320
Use of Money & Property
2,891,132
1,047,040
2,544,630
Charges for Services
4,969,838
3,992,960
7,242,270
Intergovernmental
283,555
169,080
216,130
Other
5,503,699
5,265,250
5,980,790
Transfer In
2,961,851
3,757,480
3,854,480
Total Revenues
$133,036,915
$131,425,500
$136,838,510
Expenditures By Department:
Governance:
City Council
$ 117,720
$ 118,110
$ 132,470
City Clerk
1,970
1,960
1,940
City Treasurer
10,928
12,420
12,300
City Management
2,280,789
2,616,820
2,959,390
Total Governance
$ 2,411,407
$ 2,749,310
$ 3,106,100
Public Safety:
Fire District
$
32,827,026
$
37,144,160
$
41,928,890
Police
39,321,195
42,327,060
44,869,070
Animal Care Services
3,254,794
3,416,210
3,161,730
Total Public Safety
$
75,403,015
$
82,887,430
$
89,959,690
Civic and Cultural Services:
Records Management
$
432,922
$
505,450
$
1,279,650
Community Services
4,739,453
5,562,050
8,119,410
Library Services
4,566,717
5,771,450
5,750,160
Total Civic and Cultural Services
$
9,739,092
$
11,838,950
$
15,149,220
Administrative Services:
Administration/General Government
$
8,817,149
$
7,791,390
$
6,169,330
Finance
1,710,397
1,877,380
1,890,790
Human Resources
977,512
1,017,550
900,570
Innovation and Technology
3,709,118
4,067,690
3,784,170
Total Administrative Services
$
15,214,176
$
14,754,010
$
12,744,860
Economic and Community Development:
Administration
$ 667,945
$ 805,350
$ 802,270
Building and Safety Services
1,750,623
1,916,950
1,766,050
Engineering Services
2,321,398
2,780,770
2,353,300
Planning
2,385,472
1,810,830
1,633,770
Public Works Services
9,200,931
11,662,280
10,268,290
Total Economic and Community Development
$ 16,326,369
$ 18,976,180
$ 16,823,680
Total Expenditures
$119,094,059
$131,205,880
$137,783,550
Excess of Revenues Over (Under) Expenditures
$ 13,942,856
$ 219,620
$ (945,040)
See Notes to Financial Summary
Fiscal Year 2020/21 Preliminary Budget Page too
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - ALL FUNDS
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
Revenues By Category:
Taxes
$135,191,971
$ 137,631,770
$135,930,110
Licenses & Permits
4,915,473
4,623,380
4,909,400
Fines & Forfeitures
1,837,718
1,613,680
1,269,200
Use of Money & Property
17,917,317
8,140,200
8,865,720
Charges for Services
21,808,918
23,516,770
22,264,640
Intergovernmental
16,450,611
67,939,860
28,291,160
Development Fees
14,036,500
4,457,340
5,104,910
Other
9,850,880
7,013,190
7,355,080
Transfer In
10,927,050
11,258,700
9,782,700
Total Revenues
$ 232,936,438
$ 266,194,890
$ 223,772,920
Expenditures By Department:
Governance:
City Council
$
117,720
$
118,110
$
132,470
City Clerk
1,970
1,960
1,940
City Treasurer
10,928
12,420
12,300
City Management
2,289,291
2,626,550
2,969,130
Total Governance
$
2,419,909
$
2,759,040
$
3,115,840
Public Safety:
Police
$
40,401,969
$
44,016,280
$
45,983,570
Fire District
36,230,691
41,768,390
48,008,860
Animal Care Services
3,254,794
3,416,930
3,161,730
Total Public Safety
$
79,887,454
$
89,201,600
$
97,154,160
Civic and Cultural Services:
Records Management
$
432,922
$
505,450
$
1,279,650
Community Services
9,650,129
11,407,490
11,232,050
Library Services
4,617,076
6,379,910
6,701,910
Total Civic and Cultural Services
$
14,700,127
$
18,292,850
$
19,213,610
Administrative Services:
Administration/General Government
$
20,618,841
$
17,512,910
$
14,790,350
Finance
5,024,349
6,004,110
6,023,580
Human Resources
977,512
1,017,550
900,570
Innovation and Technology
6,328,463
5,362,380
4,536,130
Total Administrative Services
$
32,949,165
$
29,896,950
$
26,250,630
Economic and Community Development:
Administration
$ 1,093,290
$ 1,464,010
$ 954,150
Building and Safety Services
1,759,151
1,959,190
1,814,530
Engineering Services
31,670,559
89,264,070
41,598,260
Planning
3,996,889
3,763,230
6,896,260
Public Works Services
23,407,541
31,987,460
27,233,790
Total Economic and Community Development
$ 61,927,430
$128,437,960
$ 78,496,990
Total Expenditures
$191,884,085
$ 268,588,400
$ 224,231,230
Excess of Revenues Over (Under) Expenditures
$ 41,052,353
$ (2,393,510)
$ (458,310)
See Notes to Financial Summary
Fiscal Year 2020/21 Preliminary Budget Page lol
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Notes to Financial Summary
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 City Library Fund (Fund 290).
Financial Summary — Operating Budget:
2018/19 Actual: Overall, revenues for the Operating Budget were slightly higher than anticipated
and expenditures were less than anticipated. Revenues exceeded budget in the areas of sales tax,
development fees, and non -abated reimbursements. The net change in unrealized gain/loss on
investments from the prior year to the current year also resulted in a positive budget variance. 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); 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,
contract services, and labor costs. Additional costs to fund the City's Computer Equipment
Replacement Fund partially offset these positive variances.
2019/20 Adopted and 2020/21 Preliminary The City's goal is to adopt a balanced Operating
Budget, which can include the use of available fund balance. For FY 2019/20, the CFD 85-1 Fund
budget included the planned use of reserves in the amount of $77,720 to fund operations. All other
Fire District Operational Funds, the City General Fund, and the City Library Fund were balanced
without the usage of reserves for the FY 2019/20 Adopted Budget. However, it should be noted
that the Amended FY 2019/20 Budget, approved by the City Council on May 6, 2020, included
the anticipated usage of $417,860 from the Changes in Economic Circumstances Reserve due to
the economic impacts of the COVID-19 pandemic.
Stay-at-home orders and business closures, along with record levels of unemployment, caused a
massive decrease in spending on certain goods and services, resulting in a significant decrease to
the City's sales tax revenues of approximately $3 million for FY 2019/20. Sales tax is the City's
primary revenue. Hotel occupancy rates also plummeted resulting in decreased revenue of
approximately $1.5 million from transient occupancy taxes. Transient Occupancy Tax is one of
the City's top five revenue sources. Other revenues that are contact -based decreased as well.
Overall, the FY 2019/20 Amended Budget reflected a $3,578,680, or 4.05% net decrease in
General Fund revenues, due to offsetting non -recurring surges in development fee and non -abated
reimbursement revenues. This decline all occurred since late February 2020. Revenues for
Community Services programs as well as scheduled events at the Lewis Family Playhouse also
decreased significantly due to the cancellation of programming to be in compliance with social
distancing and stay-at-home orders.
On the expenditure side, proactive cost reductions were implemented through continued attrition
management as well as significant reductions in part-time staffing. The impact of these actions on
the General Fund was a total cost savings (salaries and related fringe benefits) of $2,755,060.
Areas hit particularly hard by the part-time staffing reductions were those programs that are
Fiscal Year 2020/21 Preliminary Budget Page 102
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Notes to Financial Summary
normally supported by charges for services; however, as noted above, the services had to be
cancelled to comply with imposed restrictions. Due to the uncertainty as to when these services
will be able to start-up again, these part-time reductions will continue into next fiscal year's budget.
Attrition management will also continue into the next fiscal year due to the anticipated continuing
impacts of the Pandemic on the local economy. Actual usage of reserves for FY 2019/20 will be
determined once the fiscal year has been closed and audited.
For FY 2020/21, the General Fund budget includes the planned use of $700,000 from the Changes
in Economic Circumstances Reserve to offset the continuing economic impacts of the COVID-19
pandemic. An additional $10,000 of the Animal Center Operations Reserve will be used to fund
medical equipment for the Center. The CFD 85-1 Fund will utilize $476,580 of reserves to offset
the additional costs associated with the six Firefighters that were added during FY 2019/20. Future
years' costs will be funded with recurring District revenues. There is no planned usage of reserves
for the Library Fund.
Financial Summary — All Funds:
2018/19 Actual: Revenues increased overall by $30,491,001, with $4,708,568 of this increase
resulting from growth in taxes (sales tax - $1,325,077; property tax in -lieu of VLF - $1,066,592;
property tax payments related to the former Redevelopment Agency - $1,283,844; 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, use of money and property increased
$13,675,236 due to the net change in the unrealized gain/loss on investments from the prior year
to the current year which resulted in a positive impact of $8,274,425 and the conveyance of land
held for resale in exchange for a note receivable pertaining to a low-income housing project in the
amount of $3,700,000. Intergovernmental revenues increased $2,942,393 primarily due to
increased grant revenue for the Etiwanda Grade Separation Project and CDBG. Development fees
increased $3,752,510 as a result of a surge in development activity. Expenditures decreased
$25,097,538 primarily due to the prior year 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.
2019/20 Adopted and 2020/21 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 FY 2019/20 Adopted Budget included
funding for the Etiwanda Grade Separation project in the amount of $52,175,000. Funding for this
project is $11,000,000 for FY 2020/21. The Capital Improvement Program (CIP) section of this
document details out the projects budgeted for FY 2020/21 and includes the funding sources.
Some of the other larger items included in the CIP include: Central Park Dog Park ($2,888,520);
Foothill Boulevard Pavement Rehabilitation ($1,850,000); HVAC Plan Replacement at the Civic
Center ($1,500,000); and design of Fire Station 178 — Towne Center Station ($2,900,000).
Fiscal Year 2020/21 Preliminary Budget Page 103
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Fiscal Year 2020/21 Preliminary Budget Page 104
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Fiscal Year 2020/21 Preliminary Budget Page 105
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Special Districts Summary
The City of Rancho Cucamonga has eleven Landscape Maintenance Districts (LMDs), eight Street
Lighting Maintenance Districts (SLDs), as well as, several other Special Districts, including one
Benefit Assessment District (AD), various Community Facilities Districts (CFDs), and one Park and
Recreation District (PD). Five of these other Special Districts provide funding for maintenance of
specific public improvements within the City — AD 91-2, PD-85, CFD 2000-03, CFD 2017-01, and
CFD 2018-01. Additionally, certain Special Districts have corresponding capital replacement funds,
which account for funds that are set -aside for large capital projects.
All of the Special Districts, along with the LMDs and SLDs, are summarized below and in the
following schedule. Some of the Districts receive funds from the General Fund and have long-term
fiscal sustainability issues that will need to be addressed in future years. These are classified as either
"General Benefit Contributions" or "General Benefit Equivalent Contributions." A General Benefit
Contribution quantifies the dollar value of a general benefit to parcels within a district as required by
law to be funded from sources other than special assessments. A General Benefit Equivalent
Contribution is not required by law, but is authorized by the City Council to support a district that is
operating at a deficit, lacks the resources for necessary maintenance, or maintains insufficient
operating reserves. Per City policy, the amount of the General Benefit Equivalent will not exceed
11% of the adjusted total budget. The following table identifies which districts receive a General
Benefit Contribution or General Benefit Equivalent Contribution, and the amount budgeted for Fiscal
Year 2020/21:
General Benefit Contribution
LMD 92 Victoria - $314,280
General Benefit
Equivalent Contribution
LMD #1 General City - $36,300
LMD #6R Caryn Community - $39,010
SLD #2 Residential - $317,330
SLD #7 North Etiwanda - $89,100
PD 85 Redemption Fund - $72,170
When the LMDs were established, they were created in conjunction with new development coming
into the City. They were intentionally designed to ensure that each District bore the costs of the
maintenance of the infrastructure that provides a special benefit to the property owners. The
assessments received for LMDs are utilized only for the maintenance and operations of parks and
other landscaping within the boundaries of each District. Maintenance and operations include, but
are 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 SLDs provide street light coverage throughout the general City and planned communities. Each
year the assessments received are earmarked for the maintenance and operations of street lights, traffic
signals, and appurtenant facilities. This maintenance and operations include the cost and supervision
Fiscal Year 2020/21 Preliminary Budget Page io6
City of Rancho Cucamonga, California
Fiscal Year 2020/21 Preliminary Budget
Special Districts Summary
of street lighting maintenance, including repair, removal, or replacement of all or any part of any
improvement providing for lighting within these Districts. In Fiscal Year 2017/18, the SLDs
purchased virtually all of the streetlights throughout the City from Southern California Edison, which
significantly reduced annual utility costs.
PD-85 was initially 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 boundary of PD-85 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 operations and periodic capital improvement expenditures
for the parks.
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 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 special taxes have increased by 6.0% for Fiscal Year 2020/21
to keep up with rising costs for maintenance and operations.
CFD 2017-01 and CFD 2018-01 were both formed to provide for the maintenance and operations of
public facilities for new developments. While the development for CFD 2018-01 at the previous
Empire Lakes Golf Course is currently underway, the development for CFD 2017-01 located in North
Etiwanda has had no development yet. These CFDs will provide for the maintenance and operations
of the public facilities, including parkways, street improvements, and other critical infrastructure.
Additionally, the CFDs will provide funding to the LMDs and SLDs, which overlap the boundaries
of the CFDs, to account for each development's use and received benefits.
Lastly, it should be noted that rate increases are only recommended when necessary to maintain a
structurally balanced budget for those Districts. Increases, when needed, provide financial stability
and help to avoid the structural imbalances down the road that affect other Districts 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 the General Fund, along with budgeted revenues and expenditures for Fiscal Years 2019/20 and
2020/21.
Fiscal Year 2020/21 Preliminary Budget Page 107
CITY OF RANCHO CUCAMONGA, CALIFORNIA
LANDSCAPE MAINTENANCE DISTRICTS, STREET LIGHTING MAINTENANCE DISTRICTS,
AND OTHER MAINTENANCE DISTRICTS
CHANGES IN FUND BALANCE
FY 2018/19
Fund Balance
Actual
Support From
Actual
Fund Balance
Fund #
Fund Name
6/30/2018
Revenues
General Fund
Expenditures
6/30/2019
LANDSCAPE MAINTENANCE DISTRICTS
130
LMD #1 GENERAL CITY
��s
1,340,837
135,820
1,339,949
1;539,903`
131
LMD #2 VICTORIA
=. 3,691",'
3,684,190
299,540
3,427,251
4,247,968--
132
LMD #3A HYSSOP
35,009
5,163
4,812
35,360
133
LMD #3B MEDIANS
2,067,093
1,122,150
805,402
2,383,841
134
LMD #4R TERRA VISTA
5,654,713
2,956,638
2,011,278
6,600,073
135
LMD #5 ANDOVER
# 34,547
3,589
6,077
32,059
136
LMD #6R CARYN COMMUNITY
550,533
532,195
60,370
464,859
678,239
137
LMD #7 NORTH ETIWANDA
1,262,011
1,082,622
950,267
1,394,366'
138
LMD #8 SOUTH ETIWANDA
68,926 ;
38,037
26,327
80,636; ;.
139
LMD #9 LOWER ETIWANDA
1,292 0051�'
562,943
546,428
1,308,520'
140
LMD #10 RANCHO ETIWANDA
b"` 1,226,134
661,376
552,983
1,334,527'
141
LMD #1 CAPITAL REPLACEMENT'
168,384''G'
96,657
5,621
259,420
STREET LIGHTING DISTRICTS
151
SLD #1 ARTERIAL
1,120,148
724,370
(3,035,225)
152
SLD #2 RESIDENTIAL
(3,362,537)
604,767
188,420
376,010
(2,945,360)
153
SLD#3 VICTORIA
':' (231,404),
495,172
228,061
35,707'`
154
SLD #4 TERRA VISTA
(156,950)
231,896
145,594
(70,648)
155
SLD #5 CARYN COMMUNITY
(444,277)
64,623
42,330
(421,984)
156
SLD #6 INDUSTRIAL AREA
(133,263)
178,161
100,223
(55,325)
157
SLD #7 NORTH ETIWANDA
(1,006,484)
188,281
62,590
150,323
(905,936)
158
SLD #8 SOUTH ETIWANDA
1,720,609
161,406
70,352
1,811,663
OTHER MAINTENANCE DISTRICTS
s
ryq
838
AD 91-2 REDEMPTION -DAY CANYON
47,519
36,946
26,797
57,668,
847
PD 85 CAPITAL REPLACEMENT
204,425`'
125,015
11,398
318,042'
848
PD 85 RED HILL AND HERITAGE PARKS
1F' 1,682,736
1,376,465
214,250
1,125,687
2,147,764
868
CFD 2000-03 PARK MAINTENANCE
486,785
487,914
439,767
534,932'
875
CFD 2017-01 NORTH ETIWANDA
0
876
CFD 2018-01 EMPIRE LAKES
1,399
45,289
46,669
19
877
CFD 2018-01 CAPITAL RESERVE
0
(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 2020/21 Preliminary Budget Page Io8
FY 2019/20
Estimated
FY 2020/21
Estimated
Estimated
Support From
Estimated
Fund Balance
Budgeted
Support From
Budgeted
Fund Balance
Revenues
General Fund
Expenditures
6/30/2020
Revenues
General Fund Expenditures
6/30/2021
1,330,500
136,000
1,760,260
1,246,143
1,323,020
36,300
1,366,550
1,238,9,13
3,636,910
323,730
4,561,110
3,647,498
3,793,680
314,280
4,146,040
3,609,418
4,390
11,000
28,750
4,320
10,700
22,370
1,081,390
1,293,590
2,171,641
1,083,800
1,095,590
2,159,851
2,919,140
3,017,500
6,501,713
2,913,070
2,986,970
6,427,813
3,080
7,470
27,669
3,020
7,490
23,199
534,190
46,680
666,100
593,009
554,350
39,010
601,460
584,909
1,007,420
1,153,870
1,247,916
1,027,510
1,178,370
1,097,056
35,800
38,530
77,906
35,700
39,880
73,726
696,230
693,370
1,311,380
964,560
824,450
1,451,490
629,210
678,780
1,284,957
653,710
751,670
1,186,997
95,470
40,620
314270
96,810
40,550
370,530
833,930
1,040,570
(3,241,865)
840,970
1,013,220
(3,414,115)
376,450
363,500
739,950
(2,945,360)
378,330
317,330
693,760
(2,943,460)
388,670
339,550
84,827
410,230
329,480
165,577
178,820
301,900
(193,728)
177,820
181,510
(197,418)
44,220
95,560
(473,324)
44,240
77,820
(506,904)
142,520
142,900
(55,705)
144,220
143,850
(55,335)
133,060
94,400
227,460
(905,936)
133,660
89,100
222,760
(905,936)
112,800
98,470
1,825,993
112,400
100,750
1,837,643
34,790
25,470
66,988
34,760
25,850
75,898
123,510
115,670
325,882
125,260
40,600
410,542
1,357,440
217,060
1,554,700
2,167,564
1,347,360
72,170
1,323,050
2,264,044
508,150
649,090
393,992
536,950
657,570
273,372
0
3,020
1,220
1,800
244,890
234,800
10,109
123,180
123,180
10,109
0
80,180
80,180
Fiscal Year 2020/21 Preliminary Budget Page log
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Fiscal Year 2020/21 Preliminary Budget Page llo
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Revenue
Summaries
Fiscal Year 2020/21 Preliminary Budget Page iii
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Fiscal Year 2020/21 Preliminary Budget Page 112
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Revenue and Resource Estimates
Revenue projections in the Fiscal Year 2020/21 Preliminary Budget are estimated using historical
information, expert analysis, data collected from the State Controller, the State Department of
Finance, the League of California Cities, the San Bernardino County Auditor -Controller's Office,
and numerous financial indicators. Utilizing historical revenue data, a general sense of the
economic status of the local community, and other indicators noted above, the City's budget staff
produce a financially conservative picture of the near future.
Concurrent with the near -term revenue projections, City budget staff, using the same data and
historical data noted above, keep a running five-year forward projection that we use in conjunction
with our near -term estimates to help guide the agency's medium and long-term planning for
expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the City General Fund,
Fire District Operational Funds, and City Library Fund, is primarily supported by seven key
revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and
property tax in -lieu of VLF), franchise fees, property tax, development fees, business licenses, and
transient occupancy tax.
Sales tax. California sales tax is imposed on the total retail price of any tangible personal property
(excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for
eligible transactions when sales tax has not been collected. The sales and use tax rate in San
Bernardino County is currently 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 is also allocated a share of the countywide use tax pool based on its
proportionate share of the sales tax generated in the county. This portion of the City's sales tax
revenue has recently been boosted by higher receipts from online shopping as a result of the
Wayfair decision and implementation of the marketplace facilitator provision that required
additional out of state companies to collect sales tax. 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 and through the countywide pool.
The City works closely with its sales tax consultant, HdL Companies, in projecting sales tax
revenue. Based on HDL's analysis of the trend in year-to-date tax receipts, macroeconomic
conditions (done in collaboration with its partner Beacon Economics), and an examination of local
business data, the consultant anticipates the City will receive sales tax revenue of $28.7 million
for FY 2019/20, a $3.9 million or 11.9% decrease over the FY 2019/20 budget. This significant
decrease is due to the projected economic impacts of the COVID-19 pandemic. HdL will
proactively update its revenue estimates during FY 2020/21 after it receives sales tax data from
CDTFA for the second and third quarters of 2020. Management will review the information in
conjunction with other economic and regulatory factors during the year and provide a quarterly
update to the City Council for consideration of any budgetary action, if needed.
Fiscal Year 2020/21 Preliminary Budget Page 113
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Revenue and Resource Estimates
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.
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 $21,223,690 which is a
$944,370 or 4.7% increase from the FY 2019/20 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 $7,445,070 which is a $793,000
or 11.9% increase from FY 2019/20.
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 3.76%.
Property tax revenues for the City General Fund (including post -RDA property tax revenue) have
increased overall by $423,040 or 5.0% from FY 2019/20, with property transfer taxes projected to
decrease by $13,600 or 1.2%. The Library's property tax has remained basically flat from FY
Fiscal Year 2020/21 Preliminary Budget Page 114
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Revenue and Resource Estimates
2019/20 as the prior year's revenue estimate was slightly overstated due to a calculation error.
This revenue source for the Library 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 $4,030,320 or 15.2% from FY
2019/20, partially due to the County's annual inflation adjustment combined with a shift in the
allocation of the post -RDA property tax revenue between the District's General Fund and its
Capital Fund. A higher percentage of this revenue source is being allocated to the District's
General Fund to support six new Firefighter positions that were added during FY 2019/20 as well
as other increases in recurring operating costs. Property tax revenue for the Fire District's two
Community Facilities Districts (CFDs) increased by $208,110 or 3.2% from FY 2019/20.
Although the rates for the CFDs have remained consistent with the prior year, the number of
parcels that the tax is applied to has increased due to the development of vacant land into
condominiums.
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
$712,500 (excluding special services fees) or 17.0%, from FY 2019/20.
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 remain steady from FY 2019/20.
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. Due to the COVID-19 Pandemic and the stay-
at-home orders, the hotel industry has been significantly impacted and we expect to show sharp
declines in TOT revenues. The Transient Occupancy Tax (TOT) is projected to decrease
$2,777,880 or 60.2% from FY 2019/20 due to the economic impacts of the COVID-19 pandemic
which has severely impacted occupancy rates in the City's various hotels.
In addition to the key revenue sources discussed above, the following additional revenue source
contributed to a significant increase in revenues for the Operating Budget.
Charges for services — Community Services. Charges for services are received for various
departments throughout the City. In prior years, the majority of charges for services revenues were
derived from development related fees (discussed separately above). However, beginning with
FY 2020/21, Community Services recreational and community activities have been combined with
the General Fund; previously, they were accounted for in separate special revenue funds. Despite
physical distancing guidelines and restrictions on large gatherings or events, this revenue has
remained relatively unchanged from a budgetary perspective. This is because the City is still in
Fiscal Year 2020/21 Preliminary Budget Page 115
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Revenue and Resource Estimates
the process of determining what services might be offered in the new fiscal year as revised
guidelines and plans are developed. These revenues and their directly -related expenditures will
be reviewed on a quarterly basis to determine any adjustments that are needed to reflect actual
services that the City is able to provide. Overall, these newly added revenues represent an increase
of $2,860,690 and comprise approximately 39.5% of the total charges for services revenue in the
Operating Budget.
The revenues discussed above total $120,716,090 and represent 88.2% of the City's Operating
Budget and 53.9% of the City's overall budget.
Other Funds. Revenues for the other City funds are comprised of various taxes, assessments,
charges for services, intergovernmental, and other sources. Special assessments or special taxes
are collected for the City's various Landscape Maintenance Districts (LMDs), Street Lighting
Districts (SLDs), and various other special districts on individual property tax bills. These
property tax revenues total $15,632,230, or 7.0% of the City's overall budget. The amounts of the
special assessments and special taxes 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 most of the special districts do not have such a
provision. All revenues collected are legally restricted for use in the respective special districts
only.
Additional property tax revenues are reflected in the Fire District Capital Fund in the amount of
$7,345,180, or 3.3%, of the City's overall budget. These property tax revenues represent the tax
increment that was collected by the Redevelopment Agency in prior years and allocated toward
Fire District capital expenditures. 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. As noted above, a
larger share of this revenue source was allocated to the Fire District General Fund for FY 2020/21
than in the prior year to support additional staffing and increased operating costs.
Charges for services are received for the City's Municipal Utility, in the amount of $12,870,320,
which provides electrical service to a portion of the City and represents 5.7% 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 $28,291,160,
or 12.6%, of the City's overall budget.
Other sources of revenue include interest earnings, reimbursements from other funds, and transfers
in.
Fiscal Year 2020/21 Preliminary Budget Page 116
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 117
City of Rancho Cucamonga, California
Revenue Summary by Category
Operating Budget*
Fiscal Year 2020/21 Preliminary Budget
Charges for co^a.o.
5.2!
Use of Money & P
1.86%
Fines & Forfeitures
0.84%
Licenses & Permit
3.40%
Intergovernmental Other
0160/. A'27o,
Taxes:
Property Tax**
Sales Tax
Franchise Fees
Transient Occupancy Tax
Admissions Tax
Subtotal -Taxes
Licenses & Permits
Fines & Forfeitures
Use of Money & Property
Charges for Services
Intergovernmental
Other
Transfer In
In
$ 73,169,310
28,744,580
7,445,070
1,835,530
5,320
111,199,810
4,657,080
1,143,320
2,544,630
7,242,270
216,130
5,980,790
3,854,480
Total Operating Budget $ 136,838,510
*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 $21,079,930 for the City General Fund
(Fund 001).
Fiscal Year 2020/21 Preliminary Budget Page 118
City of Rancho Cucamonga
Revenue Summary by Category
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
001 - GENERAL FUND
TAXES
$
72,418,240
$
73,689,370
$
69,192,630
LICENSES & PERMITS
4,663,050
4,348,120
4,640,580
FINES & FORFEITURES
1,472,772
1,249,420
1,025,320
USE OF MONEY & PROPERTY
1,154,293
410,330
1,809,650
CHARGES FOR SERVICES
4,725,687
3,785,440
7,056,870
INTERGOVERNMENTAL
208,152
159,080
216,130
OTHER
3,822,110
2,857,640
3,635,770
TRANSFER IN
1,758,800
1,790,870
1,817,550
TOTAL 001 - GENERAL FUND
$
90,223,104
$
88,290,270
$
89,394,500
281 - FIRE FUND
TAXES
$
25,836,165
$
26,438,580
$
30,468,900
LICENSES & PERMITS
16,141
16,500
16,500
FINES & FORFEITURES
158,624
118,000
118,000
USE OF MONEY & PROPERTY
1,404,045
490,400
550,640
CHARGES FOR SERVICES
2,448
5,320
1,800
INTERGOVERNMENTAL
10,000
0
0
OTHER
1,503,421
1,572,060
1,566,130
TRANSFER IN
3,230
0
0
TOTAL 281 - FIRE FUND
$
28,934,074
$
28,640,860
$
32,721,970
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
$
6,018,990
$
5,987,200
$
6,192,420
USE OF MONEY & PROPERTY
94,695
43,570
69,900
OTHER
(34,630)
0
0
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
6,079,055
$
6,030,770
$
6,262,320
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
$
1,250,595
$
428,200
$
431,090
USE OF MONEY & PROPERTY
(11)
0
0
TRANSFER IN
1,188,393
1,966,610
2,036,930
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,438,977
$
2,394,810
$
2,468,020
290 - LIBRARY FUND
TAXES
$
4,582,639
$
4,918,300
$
4,914,770
FINES & FORFEITURES
9,624
0
0
USE OF MONEY & PROPERTY
238,110
102,740
114,440
CHARGES FOR SERVICES
241,703
202,200
183,600
INTERGOVERNMENTAL
65,403
10,000
0
OTHER
212,798
835,550
778,890
TRANSFER IN
11,428
0
0
TOTAL 290 - LIBRARY FUND
$
5,361,705
$
6,068,790
$
5,991,700
TOTAL OPERATING BUDGET
$
133,036,915
$
131,425,500
$
136,838,510
Fiscal Year 2020/21 Preliminary Budget Page 119
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
001 - GENERAL FUND
TAXES
4101 Property Taxes-CY Sec/Unsec
$ 4,607,874 $
4,838,990 $
5,190,970
4102 Property Taxes-CY Unsecured
171,786
171,880
0
4103 Property Taxes-PY Sec & Unsec
87,287
96,810
94,790
4104 Property Taxes-Penalties/Int.
51,526
67,200
55,960
4105 Property Taxes -Supplemental
152,413
144,240
165,520
4106 Property Taxes -Unitary
868,558
863,570
875,930
4107 Property Transfer Tax
1,201,287
1,168,640
1,155,040
4111 Property Tax In -Lieu of VLF
19,347,973
20,193,480
21,079,930
4113 Property Tax- Post RDA Res Blc
2,407,464
2,321,430
2,543,990
4120 Sales and Use Tax
32,188,594
31,965,020
28,190,420
4121 Prop 172-Half Cent Sales Tax
614,778
587,460
554,160
4125 Transient Occupancy Tax
4,054,058
4,613,410
1,835,530
4126 Admissions Tax
7,493
5,170
5,320
4130 Franchise Fee -Gas & Electric
2,473,854
2,530,760
2,571,250
4131 Franchise Fee-Resid. Refuse
1,042,374
921,260
1,226,790
4132 Franchise Fee -Comm. Refuse
1,643,901
1,749,060
2,098,990
4133 Franchise Fee -Cable
1,497,023
1,450,990
1,548,040
TOTAL TAXES
$ 72,418243 $
73,689370 $
69,192,630
LICENSES & PERMITS
4201
Business Licenses
$
2,708,314
$
2,670,440
$
2,670,440
4207
Building Permits
1,561,294
1,200,000
1,500,000
4208
Bldg Pmt-Strong Motion Fees
167
9,110
0
4209
Mobile Home Permit
5,929
4,120
5,950
4210
Bldg Permits-SB1473(90% to CA)
872
1,760
840
4215
Animal Licenses
261,469
351,740
351,740
4216
Parking Permits
660
710
400
4220
Other Licenses & Permits
1,135
990
1,960
4231
Business Licenses-P/Y
7,860
11,560
11,560
4232
Business Licenses -Penalties
115,350
97,690
97,690
TOTAL
LICENSES & PERMITS
$
4,663,050
$
4,348,120
$
4,640,580
FINES & FORFEITURES
4302
Parking Citations
$
602,374
$
563,790
$
459,470
4306
Vehicle Release Fees
235,585
266,700
135,010
4307
Citation Proof of Corr Fees
6,255
6,840
4,990
4308
General Ordinance Fines
231,415
227,890
214,950
4309
False Alarm Fees
106,625
81,770
63,330
4313
Other Fines & Forfeitures
290,518
102,430
147,570
TOTAL
FINES & FORFEITURES
$
1,472,772
$
1,249,420
$
1,025,320
USE OF MONEY & PROPERTY
4401
Interest Earnings
$
313,317
$
332,400
$
304,650
4402
Unrealized Gain
614,357
0
0
4403
Restricted - Interest Earnings
135,147
0
0
4419
Other Rental/Lease Income
32,056
27,860
28,810
4431
Special Event Rental -ActiveNet
0
0
13,000
Fiscal Year 2020/21 Preliminary Budget Page 120
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
4439 Other Rental/Lease Inc.-ANet
0
0
1,413,120
4440 Sale of Fixed Assets
59,417
50,070
50,070
TOTAL USE OF MONEY & PROPERTY
$
1,154,294
$
410,330
$
1,809,650
CHARGES FOR SERVICES
4501 Plan Check Fees
$
1,031,535
$
1,030,000
$
1,287,500
4508 Planning Fees
623,279
750,000
825,000
4509 Planning- Special Services Fee
145,209
220,000
220,000
4510 Engineering Fees
2,362,933
1,200,000
1,280,000
4523 Web Sales Fees
0
0
87,080
4554 Park Maintenance Fees
174
0
0
4556 Sports Lighting Fees
514
300
0
4560 Fingerprint Fees
10,678
9,220
10,530
4564 Returned Item Charge
590
860
770
4570 Sale of Printed Material
8,754
9,060
11,380
4571 Sale of Taxable Items
1
0
0
4574 Animal Taxable Sales
6
0
0
4581 Ticket Sales
0
0
862,040
4591 Recreation Fees - ActiveNet
0
0
1,882,470
4592 Sale of Tax Items - ActiveNet
0
0
25,350
4596 Advertising Revenue -ActiveNet
0
0
3,750
4630 Animal Adoption Fees
147,057
130,000
130,000
4631 Animal Spay/Neuter Fees
13,914
17,000
17,000
4633 Animal Boarding Fees
6,803
9,000
7,000
4634 Animal Impound Fees
22,745
21,000
18,000
4636 Owner Surrender Fees
17,156
15,000
15,000
4638 Microchipping Fee
7,455
7,500
7,500
4640 Vaccination Services
6,883
6,500
6,500
4680 Towing Services Agreement Fees
320,000
360,000
360,000
TOTAL CHARGES FOR SERVICES
$
4,725,686
$
3,785,440
$
7,056,870
INTERGOVERNMENTAL
4701 Motor Vehicle In -Lieu Fees
$
84,803
$
85,840
$
143,760
4710 Homeowners Property Tax Relief
72,349
73,240
72,370
4740 Grant Income -Other
51,000
0
0
TOTAL INTERGOVERNMENTAL
$
208,152
$
159,080
$
216,130
OTHER
4901 Other Revenue
$
1,611,479
$
908,230
$
949,060
4903 Animal Center Contributions
0
0
65,000
4905 Contributions/Fundraising
124,459
125,160
44,000
4911 Reimbursement from Other Funds
521,848
964,640
1,066,890
4913 State Mandate Reimbursement
119,850
42,710
74,900
4914 Non -Abated Reimbursements
395,834
366,090
376,090
4915 Bad Debt Recovery
0
810
0
4917 RDASA Admin Allowance
848,640
250,000
250,000
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4941 Other Revenue - ActiveNet
0
0
226,940
4945 Contrib/Fundraising -ActiveNet
0
0
258,890
Fiscal Year 2020/21 Preliminary Budget Page 121
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
4946 Processing Fee - ActiveNet 0 0 124,000
TOTAL OTHER $ 3,822,110 $ 2,857,640 $ 3,635,770
TRANSFER IN
8006 Transfer In -Fund 006
8100 Transfer In -Spec Dist Admin
8188 Transfer In -Fund 188
8705 Transfer In -Municipal Utility
TOTAL TRANSFER IN
TOTAL 001 - GENERAL FUND
281 - FIRE FUND
TAXES
4101 Property Taxes-CY Sec/Unsec
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4105 Property Taxes -Supplemental
4106 Property Taxes -Unitary
4110 Homeowners Exemption
4112 Property Tax- Post RDA
TOTAL TAXES
LICENSES & PERMITS
4211 Fire Permits
TOTAL LICENSES & PERMITS
FINES & FORFEITURES
4309 False Alarm Fees
4313 Other Fines & Forfeitures
4316 Weed Abatement
TOTAL FINES & FORFEITURES
$ 71,850 $ 64,720 $ 90,510
108,270 0 0
188,420 218,390 218,390
1,390,260 1,507,760 1,508,650
$ 1,758,800 $ 1,790,870 $ 1,817,550
90223.107 % 88.290.270 $ 89.394.500
$ 17,425,860
649,653
337,542
105,033
570,117
621,830
168,285
5,957,845
$ 25,836,165
$ 18,305,650
650,210
366,430
144,340
529,260
623,710
168,280
5,650,700
$ 26,438,580
$ 16,141
$
16,500
$ 16,141
$
16,500
$ 20,248
$
20,000
58,450
8,000
79,926
90,000
$ 158,624
$
118,000
$ 18,925,460
705,560
366,590
114,070
619,180
666,640
165,690
8,905,710
$ 30,468,900
$ 16,500
$ 16,500
$ 20,000
8,000
90,000
$ 118,000
USE OF MONEY & PROPERTY
4401 Interest Earnings
$ 435,614 $
382,940 $
444,870
4402 Unrealized Gain
460,562
0
0
4403 Restricted - Interest Earnings
378,740
0
0
4419 Other Rental/Lease Income
127,809
107,460
105,770
4440 Sale of Fixed Assets
1,321
0
0
TOTAL USE OF MONEY & PROPERTY
$ 1,404,046 $
490,400 $
550,640
CHARGES FOR SERVICES
4501 Plan Check Fees
$ 0 $
1,000 $
100
4546 FSD Fees
0
140
0
4548 D.U.I. Recovery
0
280
100
4549 Hazmat Recovery
0
900
100
4553 Fire Maintenance Fees
2,448
3,000
1,500
Fiscal Year 2020/21 Preliminary Budget Page 122
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4740 Grant Income -Other
TOTAL INTERGOVERNMENTAL
OTHER
4901 Other Revenue
4913 State Mandate Reimbursement
4914 Non -Abated Reimbursements
4916 Reimbursement from OPEB Trust
4941 Other Revenue - ActiveNet
4946 Processing Fee - ActiveNet
TOTAL OTHER
TRANSFER IN
8100 Transfer In -Spec Dist Admin
TOTAL TRANSFER IN
TOTAL 281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
4101 Property Taxes-CY Sec/Unsec
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
OTHER
4901 Other Revenue
TOTAL OTHER
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
USE OF MONEY & PROPERTY
4402 Unrealized Gain
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
$ 2,448
$
5,320
$
1,800
$ 10,000
$
0
$
0
$ 10,000
$
0
$
0
$ (115,899)
$
10,600
$
8,800
5,691
0
0
860,923
706,800
570,000
749,647
851,260
981,290
3,733
3,400
6,040
(674)
0
0
$ 1,503,421
$
1,572,060
$
1,566,130
$ 3,230
$
0
$
0
$ 3,230
$
0
$
0
$ 28,934,075 $ 28,640,860 $ 32,721,970
$ 5,975,703
$
5,959,650
$
6,181,280
6,253
7,550
6,700
37,034
20,000
4,440
$ 6,018,990
$
5,987,200
$
6,192,420
$ 53,590
$
43,570
$
69,900
41,106
0
0
$ 94,696
$
43,570
$
69,900
$ (34,630)
$
0
$
0
$ (34,630)
$
0
$
0
$ 6,079,056
$
6,030,770
$
6,262,320
$ 1,230,620
$
410,150
$
410,700
14,774
13,420
16,050
5,201
4,630
4,340
$ 1,250,595
$
428,200
$
431,090
$ (11)
$
0
$
0
Fiscal Year 2020/21 Preliminary Budget Page 123
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL USE OF MONEY & PROPERTY $ (11) $ 0 $ 0
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 Sec/Unsec
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
4419 Other Rental/Lease Income
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4512 Library Card & Merchndse Sales
4515 Interlibrary Loan (ILL)
4565 Passport Processing Fees
4567 Passport Photo Fees
4570 Sale of Printed Material
4575 Exhibit Sales
4591 Recreation Fees - ActiveNet
4690 Contract Classes -Library
4691 Program Revenue -Library
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
$ 1,188,393 $ 1,966,610 $ 2,036,930
Q 1 1 52R 101 T 1 QAO� A i fl 4Z 1) MA 02(1
$ 2,438,977 $ 2,394,810 $ 2,468,020
$ 4,216,415 $
4,540,760 $
4,529,110
94,301
98,730
102,420
47,916
55,610
52,040
83,666
82,860
90,860
140,340
140,340
140,340
4 S9? 6'IR P
4 919 Inn P
4.914.770
$ 9,624
$ 120,312
108,498
9,300
?1R 11 n
$ 4,748
126
137,093
23,594
26,212
21,000
10,309
15,343
3,279
241.704
a, n m n
u U
$ 92,740 $ 109,440
0 0
10,000 5,000
In? 74n � 114440
$ 5,000
100
120,000
20,000
24,000
15,000
6,600
10,000
1,500
P 202200
$ 5,000
0
120,000
20,000
24,000
6,500
300
5,000
2,800
183600
4740 Grant Income -Other
$ 65,403 $
10,000 $
0
TOTAL INTERGOVERNMENTAL
$ 65,403 $
10,000 $
0
OTHER
4901 Other Revenue
$ 48,101 $
125,940 $
50,420
4907 Private Contributions Library
127,000
140,000
130,000
4909 RC Library Foundation Support
33,800
554,610
574,610
4911 Reimbursement from Other Funds
2
0
0
4914 Non -Abated Reimbursements
6,731
15,000
15,000
Fiscal Year 2020/21 Preliminary Budget Page 124
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
4941 Other Revenue - ActiveNet
456
0
460
4946 Processing Fee - ActiveNet
(3,292)
0
8,400
TOTAL OTHER
$
212,798
$
835,550
$
778,890
TRANSFER IN
8291 Transfer In -CA State Library
$
11,428
$
0
$
0
TOTAL TRANSFER IN
$
11,428
$
0
$
0
TOTAL 290 - LIBRARY FUND
$
5,361,705
$
6,068,790
$
5,991,700
TOTAL OPERATING BUDGET
$
133,036,920
$
131,425,500
$
136,838,510
Fiscal Year 2020/21 Preliminary Budget Page 125
Intergovernmi
12.64%
Charges for Services
9.95%
Use of Mc
Propel
3.96°
Fines & F
0.5
City of Rancho Cucamonga, California
Revenue Summary by Category
All Funds
Fiscal Year 2020/21 Preliminary Budget
Development Fees Other
399/ _
Licenses & Permits
2.19%
Taxes
$ 135,930,110
Licenses & Permits
4,909,400
Fines & Forfeitures
1,269,200
Use of Money & Property
8,865,720
Charges for Services
22,264,640
Intergovernmental
28,291,160
Development Fees
5,104,910
Other
7,355,080
Transfer In
9,782,700
Total All Funds Budget $ 223,772,920
Fiscal Year 2020/21 Preliminary Budget Page 126
City of Rancho Cucamonga
Revenue Summary by Category
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
TAXES
$ 93,191,078
$ 95,019,340
$ 91,492,520
LICENSES & PERMITS
4,899,332
4,606,880
4,892,900
FINES & FORFEITURES
1,679,094
1,495,680
1,151,200
USE OF MONEY & PROPERTY
15,541,344
7,067,570
7,575,930
CHARGES FOR SERVICES
21,806,178
23,510,950
22,262,340
INTERGOVERNMENTAL
16,440,611
67,939,860
28,291,160
DEVELOPMENT FEES
14,036,500
4,457,340
5,104,910
OTHER
8,252,072
5,424,130
5,771,950
TRANSFER IN
9,735,427
9,292,090
7,745,770
TOTAL CITY OF RANCHO CUCAMONGA
$ 185,581,636
$ 218,813,840
$ 174,288,680
R.C. FIRE PROTECTION DISTRICT
TAXES
$ 42,000,893 $
42,612,430 $
44,437,590
LICENSES & PERMITS
16,141
16,500
16,500
FINES & FORFEITURES
158,624
118,000
118,000
USE OF MONEY & PROPERTY
2,375,973
1,072,630
1,289,790
CHARGES FOR SERVICES
2,740
5,820
2,300
INTERGOVERNMENTAL
10,000
0
0
OTHER
1,598,808
1,589,060
1,583,130
TRANSFER IN
1,191,623
1,966,610
2,036,930
TOTAL R.C. FIRE PROTECTION DISTRICT
$ 47,354,802 $
47,381,050 $
49,484,240
TOTAL ALL FUNDS BUDGET $ 232,936,438 $ 266,194,890 $ 223,772,920
Fiscal Year 2020/21 Preliminary Budget Page 127
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
CITY OF RANCHO CUCAMONGA
001 - GENERAL FUND
4101 Property Taxes-CY Sec/Unsec
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4105 Property Taxes -Supplemental
4106 Property Taxes -Unitary
4107 Property Transfer Tax
4111 Property Tax In -Lieu of VLF
4113 Property Tax- Post RDA Res Blc
4120 Sales and Use Tax
4121 Prop 172-Half Cent Sales Tax
4125 Transient Occupancy Tax
4126 Admissions Tax
4130 Franchise Fee -Gas & Electric
4131 Franchise Fee-Resid. Refuse
4132 Franchise Fee -Comm. Refuse
4133 Franchise Fee -Cable
4201 Business Licenses
4207 Building Permits
4208 Bldg Pmt-Strong Motion Fees
4209 Mobile Home Permit
4210 Bldg Permits-SB1473(90% to CA)
4215 Animal Licenses
4216 Parking Permits
4220 Other Licenses & Permits
4231 Business Licenses-P/Y
4232 Business Licenses -Penalties
4302 Parking Citations
4306 Vehicle Release Fees
4307 Citation Proof of Corr Fees
4308 General Ordinance Fines
4309 False Alarm Fees
4313 Other Fines & Forfeitures
4401 Interest Earnings
4402 Unrealized Gain
4403 Restricted - Interest Earnings
4419 Other Rental/Lease Income
4431 Special Event Rental-ActiveNet
4439 Other Rental/Lease Inc.-ANet
4440 Sale of Fixed Assets
4501 Plan Check Fees
4508 Planning Fees
4509 Planning- Special Services Fee
4510 Engineering Fees
4523 Web Sales Fees
4554 Park Maintenance Fees
4556 Sports Lighting Fees
4,607,874
171,786
87,287
51,526
152,413
868,558
1,201,287
19,347,973
2,407,464
32,188,594
614,778
4,054,058
7,493
2,473,854
1,042,374
1,643,901
1,497,023
2,708,314
1,561,294
167
5,929
872
261,469
660
1,135
7,860
115,350
602,374
235,585
6,255
231,415
106,625
290,518
313,317
614,357
135,147
32,056
0
0
59,417
1,031,535
623,279
145,209
2,362,933
0
174
514
2019/20 2020/21
Adopted Preliminary
Budget Budget
4,838,990
171,880
96,810
67,200
144,240
863,570
1,168,640
20,193,480
2,321,430
31,965,020
587,460
4,613,410
5,170
2,530,760
921,260
1,749,060
1,450,990
2,670,440
1,200,000
9,110
4,120
1,760
351,740
710
990
11,560
97,690
563,790
266,700
6,840
227,890
81,770
102,430
332,400
0
0
27,860
0
0
50,070
1,030,000
750,000
220,000
1,200,000
0
0
300
5,190,970
0
94,790
55,960
165,520
875,930
1,155,040
21,079,930
2,543,990
28,190,420
554,160
1,835,530
5,320
2,571,250
1,226,790
2,098,990
1,548,040
2,670,440
1,500,000
0
5,950
840
351,740
400
1,960
11,560
97,690
459,470
135,010
4,990
214,950
63,330
147,570
304,650
0
0
28,810
13,000
1,413,120
50,070
1,287,500
825,000
220,000
1,280,000
87,080
0
0
Fiscal Year 2020/21 Preliminary Budget Page 128
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
4560
Fingerprint Fees
10,678
9,220
10,530
4564
Returned Item Charge
590
860
770
4570
Sale of Printed Material
8,754
9,060
11,380
4571
Sale of Taxable Items
1
0
0
4574
Animal Taxable Sales
6
0
0
4581
Ticket Sales
0
0
862,040
4591
Recreation Fees - ActiveNet
0
0
1,882,470
4592
Sale of Tax Items - ActiveNet
0
0
25,350
4596
Advertising Revenue -ActiveNet
0
0
3,750
4630
Animal Adoption Fees
147,057
130,000
130,000
4631
Animal Spay/Neuter Fees
13,914
17,000
17,000
4633
Animal Boarding Fees
6,803
9,000
7,000
4634
Animal Impound Fees
22,745
21,000
18,000
4636
Owner Surrender Fees
17,156
15,000
15,000
4638
Microchipping Fee
7,455
7,500
7,500
4640
Vaccination Services
6,883
6,500
6,500
4680
Towing Services Agreement Fees
320,000
360,000
360,000
4701
Motor Vehicle In -Lieu Fees
84,803
85,840
143,760
4710
Homeowners Property Tax Relief
72,349
73,240
72,370
4740
Grant Income -Other
51,000
0
0
4901
Other Revenue
1,611,479
908,230
949,060
4903
Animal Center Contributions
0
0
65,000
4905
Contributions/Fundraising
124,459
125,160
44,000
4911
Reimbursement from Other Funds
521,848
964,640
1,066,890
4913
State Mandate Reimbursement
119,850
42,710
74,900
4914
Non -Abated Reimbursements
395,834
366,090
376,090
4915
Bad Debt Recovery
0
810
0
4917
RDASA Admin Allowance
848,640
250,000
250,000
4918
Housing SA Admin Allowance
200,000
200,000
200,000
4941
Other Revenue - ActiveNet
0
0
226,940
4945
Contrib/Fundraising -ActiveNet
0
0
258,890
4946
Processing Fee - ActiveNet
0
0
124,000
8006
Transfer In -Fund 006
71,850
64,720
90,510
8100
Transfer In -Spec Dist Admin
108,270
0
0
8188
Transfer In -Fund 188
188,420
218,390
218,390
8705
Transfer In -Municipal Utility
1,390,260
1,507,760
1,508,650
TOTAL
001 - GENERAL FUND
$ 90,223,107 $
88,290,270 $
89,394,500
003 - REIMB ST/COUNTY PARKING CIT
4303 Parking Cit Surcharge -State
$ 7,452 $
12,020 $
5,090
4304 Parking Cit Surchrge-County
5,074
9,100
5,130
4305 Parking Cit Surcharge-Cnty Crt
22,870
36,560
13,930
4402 Unrealized Gain
432
0
0
4901 Other Revenue
133,508
104,800
87,180
TOTAL 003 - REIMB ST/COUNTY PARKING CIT
$ 169,336 $
162,480 $
111,330
006 - CVWD REIMBURSEMENTS
4402 Unrealized Gain
$ 15,231 $
0 $
0
4518 General Plan Update Fee
(20)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 129
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
4745 Other Intergov'tl Reimbursemnt
4901 Other Revenue
TOTAL 006 - CVWD REIMBURSEMENTS
008 - CNTY OF S. B. REIMBURSEMENTS
4402 Unrealized Gain
TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS
016 - COMM DEV TECHNICAL SRVCS FUND
4401 Interest Earnings
4402 Unrealized Gain
4518 General Plan Update Fee
4901 Other Revenue
4914 Non -Abated Reimbursements
TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND
017 - LAW ENFORCEMENT RESERVE
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 017 - LAW ENFORCEMENT RESERVE
018 - TRAFFIC SAFETY
4301 Vehicle Code Fines
8001 Transfer In -General Fund
TOTAL 018 - TRAFFIC SAFETY
019 - INFO TECHNOLOGY -DEVELOPMENT
4519 Information Technology Revenue
TOTAL 019 - INFO TECHNOLOGY -DEVELOPMENT
020 - CITY TECHNOLOGY FEE FUND
4401 Interest Earnings
4402 Unrealized Gain
4517 Technology Fee -Permit
8019 Transfer In -Fund 019
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 - SB1186 CERT ACCESS SPEC PROG
4401 Interest Earnings
4402 Unrealized Gain
4650 SB 1186 Cert Access Spec Prog
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
387,448 463,500 443,900
(118) 0 0
$ 402,541 $ 463,500 $ 443,900
$ 428
$
0
$
0
$ 428
$
0
$
0
$ 49,190
$
47,630
$
100,220
36,274
0
0
124,806
53,790
263,860
(2,397)
0
0
156,432
0
0
$ 364,305
$
101,420
$
364,080
$ 160,316
$
150,930
$
186,530
138,627
0
0
$ 298,943
$
150,930
$
186,530
$ 161,302
$
188,580
$
101,730
210,460
220,160
10,270
$ 371,762
$
408,740
$
112,000
67,338
0
0
$ 67,338
$
0
$
0
$ 23,487
$
24,700
$
33,190
11,990
0
0
314,027
287,180
265,400
1,063,222
0
0
$ 1,412,726
$
311,880
$
298,590
$ 14,916
$
14,910
$
14,910
3,150
3,150
16,710
2,823
2,780
3,380
2,606
0
0
1,120
1,120
1,120
$ 24,615
$
21,960
$
36,120
$ 1,376
$
1,390
$
2,260
1,005
0
0
40,392
18,550
40,390
Fiscal Year 2020/21 Preliminary Budget Page 130
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL 023 - SB1186 CERT ACCESS SPEC PROG
025 - CAPITAL RESERVE
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
4911 Reimbursement from Other Funds
4923 Misc. Other Financing Sources
8001 Transfer In -General Fund
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 025 - CAPITAL RESERVE
073 - BENEFITS CONTINGENCY
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 073 - BENEFITS CONTINGENCY
100 - ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 100 - ASSESSMENT DISTRICTS ADMIN
101 - AD 93-1 MASI COMMERCE CENTER
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 101 - AD 93-1 MASI COMMERCE CENTER
105 - AB2766 AIR QUALITY IMPROVEMENT
4401 Interest Earnings
4402 Unrealized Gain
4740 Grant Income -Other
TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT
106 - MSRC AIR POLLUTION REDUCT GRNT
4740 Grant Income -Other
TOTAL 106 - MSRC AIR POLLUTION REDUCT GRNT
109 - PUBLIC ART TRUST FUND
4401 Interest Earnings
TOTAL 109 - PUBLIC ART TRUST FUND
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
$ 42,773 $ 19,940 $ 42,650
$ 1,091,074
$
1,023,970
$
1,155,040
736,060
0
0
276,535
0
50,210
0
0
75,000
234,483
0
0
1,140,000
1,175,000
725,000
35,080
0
0
42,100
0
0
15,980
0
0
10,090
0
0
3,620
0
0
5,720
0
0
11,560
0
0
850
0
0
$ 3,603,152
$
2,198,970
$
2,005,250
$ 58,046
$
60,210
$
50,080
33,478
0
0
$ 91,524
$
60,210
$
50,080
$ 15,861
$
12,130
$
9,920
13,792
0
0
879,833
1,007,120
1,009,520
$ 909,486
$
1,019,250
$
1,019,440
$ 5,304
$
210
$
3,260
144
0
0
$ 5,448
$
210
$
3,260
$ 15,662
$
16,610
$
15,790
20,919
0
0
556,075
541,600
238,130
$ 592,656
$
558,210
$
253,920
$ 0
$
0
$
30,000
$ 0
$
0
$
30,000
$ 0
$
0
$
2,760
$ 0
$
0
$
2,760
Fiscal Year 2020/21 Preliminary Budget Page 131
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
110 - BEAUTIFICATION
4401 Interest Earnings
$
18,218
$
16,560
$
14,750
4402 Unrealized Gain
18,010
0
0
4801 Beautification Fees
10,963
0
0
4901 Other Revenue
93,407
0
0
TOTAL 110 - BEAUTIFICATION
$
140,598
$
16,560
$
14,750
111 -PARK LAND ACQUISITION
4401 Interest Earnings
$
39,035
$
35,980
$
70,940
4402 Unrealized Gain
25,178
0
0
4818 Park Land Acq Impact Fee
1,537,674
250,000
700,000
TOTAL 111 - PARK LAND ACQUISITION
$
1,601,887
$
285,980
$
770,940
112 - DRAINAGE FAC/GENERAL
4401 Interest Earnings
$
57,911
$
59,490
$
73,000
4402 Unrealized Gain
53,230
0
0
4806 Storm Drain Fees
753,875
100,000
100,000
4901 Other Revenue
5,102
0
0
TOTAL 112 - DRAINAGE FAC/GENERAL
$
870,118
$
159,490
$
173,000
113 - COMMUNITY/REC CENTER DEVELPMNT
4401 Interest Earnings
$
14,292
$
15,440
$
26,570
4402 Unrealized Gain
9,566
0
0
4822 Community/Rec Ctr Impact Fee
543,520
310,730
310,730
TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT
$
567,378
$
326,170
$
337,300
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
4401 Interest Earnings
$
6,184
$
7,950
$
5,280
4402 Unrealized Gain
6,833
0
0
4807 Secondary Regional Fee
16,848
0
0
TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE
$
29,865
$
7,950
$
5,280
115 - HENDERSON/WARDMAN DRAINAGE
4402 Unrealized Gain
$
16,643
$
0
$
0
TOTAL 115 - HENDERSON/WARDMAN DRAINAGE
$
16,643
$
0
$
0
116 - ETIWANDA DRAINAGE
4401 Interest Earnings
$
34,894
$
37,250
$
39,510
4402 Unrealized Gain
35,300
0
0
4807 Secondary Regional Fee
19,224
0
0
TOTAL 116 - ETIWANDA DRAINAGE
$
89,418
$
37,250
$
39,510
118 - UPPER ETIWANDA DRAINAGE
4401 Interest Earnings
$
9,868
$
10,700
$
11,860
4402 Unrealized Gain
9,817
0
0
TOTAL 118 - UPPER ETIWANDA DRAINAGE
$
19,685
$
10,700
$
11,860
119 - PARK IMPROVEMENT
4401 Interest Earnings
$
20,949
$
20,200
$
36,330
Fiscal Year 2020/21 Preliminary Budget Page 132
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
4402 Unrealized Gain
4819 Park Improvement Impact Fee
TOTAL 119 - PARK IMPROVEMENT
120 - PARK DEVELOPMENT
4401 Interest Earnings
4402 Unrealized Gain
4800 Park Development Fees
TOTAL 120 - PARK DEVELOPMENT
122 - SOUTH ETIWANDA DRAINAGE
4401 Interest Earnings
4402 Unrealized Gain
4807 Secondary Regional Fee
TOTAL 122 - SOUTH ETIWANDA DRAINAGE
123 - LIBRARY IMPACT FEE
4401 Interest Earnings
4402 Unrealized Gain
4814 Library Impact Fee
TOTAL 123 - LIBRARY IMPACT FEE
124 - TRANSPORTATION
4401 Interest Earnings
4402 Unrealized Gain
4745 Other Intergov'tl Reimbursemnt
4820 Regional Transportation Fee
4821 Local Transportation Fee
4901 Other Revenue
TOTAL 124 - TRANSPORTATION
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
128 - ETIWANDA NO. EQUESTRIAN FACIL.
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
14,015
0
0
796,949
200,000
200,000
$ 831,913
$
220,200
$
236,330
$ 131,635
$
145,780
$
160,580
141,111
0
0
97,438
0
0
$ 370,184
$
145,780
$
160,580
$ 16,575
$
16,160
$
21,650
15,089
0
0
188,100
0
0
$ 219,764
$
16,160
$
21,650
$ 9,977
$
10,720
$
15,550
8,299
0
0
196,042
107,080
107,080
$ 214,318
$
117,800
$
122,630
$ 573,747
$
492,590
$
603,270
434,773
0
0
332,553
0
0
3,532,553
1,250,000
1,250,000
5,788,167
2,000,000
2,000,000
9,175
0
0
$ 10,670,968
$
3,742,590
$
3,853,270
$ 2,023
$
2,220
$
3,050
1,669
0
0
32,014
23,100
23,100
$ 35,706
$
25,320
$
26,150
$ 10,450
$
11,370
$
12,600
10,440
0
0
$ 20,890
$
11,370
$
12,600
$ 7,903
$
8,570
$
11,930
6,135
0
0
152,816
0,
102,000
102,000
111 n7n
UI1L -
11n -
Fiscal Year 2020/21 Preliminary Budget Page 133
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL.
129 - UNDERGROUND UTILITIES
4401 Interest Earnings
4402 Unrealized Gain
4813 Underground Utilities Fee
TOTAL 129 - UNDERGROUND UTILITIES
130 - LMD #1 GENERAL CITY
4101 Property Taxes-CY Sec/Unsec
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
8001 Transfer In -General Fund
8876 Transfer In - CFD Empire Lakes
TOTAL 130 - LMD #1 GENERAL CITY
131 - LMD #2 VICTORIA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4554 Park Maintenance Fees
4901 Other Revenue
8001 Transfer In -General Fund
8100 Transfer In -Spec Dist Admin
TOTAL 131 - LMD #2 VICTORIA
132 - LMD #3A HYSSOP
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 132 - LMD #3A HYSSOP
133 - LMD #311 MEDIANS
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
$ 11,677 $ 12,690 $ 14,060
11,684 0 0
n'l 1c1 m 1n cnn a, 1n ncn
$ 201,952
$
198,180
$
219,590
182,728
0
0
145,322
90,000
90,000
$ 530,002
$
288,180
$
309,590
$ 1,236,255
$
1,232,960
$
1,235,240
8,309
11,900
10,200
2,462
2,000
2,870
25,509
21,330
29,550
26,393
0
0
28,254
24,910
27,070
3,475
4,450
4,500
0
1,000
280
10,160
22,290
10,500
(6,222)
100
100
20
0
0
135,820
135,830
36,300
0
0
2,710
$ 1,470,435
$
1,456,770
$
1,359,320
$ 3,502,770
$
3,522,770
$
3,695,760
19,449
29,730
19,520
3,679
5,000
5,000
68,615
52,770
71,600
71,981
0
0
820
2,000
1,800
1,526
0
0
299,540
324,860
314,280
15,350
0
0
$ 3,983,730
$
3,937,130
$
4,107,960
$ 3,724
$
3,690
$
3,690
207
0
0
30
0
0
582
590
630
620
0
0
$ 5,163
$
4,280
$
4,320
$ 813,227
$
805,860
$
807,690
12,194
9,730
10,420
Fiscal Year 2020/21 Preliminary Budget Page 134
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
4104 Property Taxes-Penalties/Int.
1,903
970
1,210
4216 Parking Permits
217,512
240,000
220,000
4401 Interest Earnings
37,312
36,580
44,140
4402 Unrealized Gain
37,172
0
0
4901 Other Revenue
(4,044)
340
340
8100 Transfer In -Spec Dist Admin
2,830
0
0
TOTAL 133 - LMD #311 MEDIANS
$ 1,118,106 $
1,093,480 $
1,083,800
134 - LMD #4R TERRA VISTA
4101 Property Taxes-CY Sec/Unsec
$
2,731,859
$
2,779,600
$
2,779,590
4103 Property Taxes-PY Sec & Unsec
6,858
12,500
8,630
4104 Property Taxes-Penalties/Int.
1,694
1,250
2,110
4401 Interest Earnings
104,827
93,040
121,820
4402 Unrealized Gain
100,855
0
0
4554 Park Maintenance Fees
419
2,080
770
4555 Sports Field User Grp Rentals
26
500
150
4901 Other Revenue
(973)
0
0
8100 Transfer In -Spec Dist Admin
10,100
0
0
TOTAL 134 - LMD #4R TERRA VISTA
$
2,955,665
$
2,888,970
$
2,913,070
135 - LMD #5 ANDOVER
4101 Property Taxes-CY Sec/Unsec
$
2,493
$
2,470
$
2,470
4401 Interest Earnings
528
550
550
4402 Unrealized Gain
568
0
0
TOTAL 135 - LMD #5 ANDOVER
$
3,589
$
3,020
$
3,020
136 - LMD #6R CARYN COMMUNITY
4101 Property Taxes-CY Sec/Unsec
$
505,767
$
519,920
$
535,960
4103 Property Taxes-PY Sec & Unsec
4,373
3,500
3,970
4104 Property Taxes-Penalties/Int.
1,175
350
1,600
4401 Interest Earnings
10,639
9,430
12,820
4402 Unrealized Gain
10,241
0
0
4901 Other Revenue
(553)
0
0
8001 Transfer In -General Fund
60,370
41,090
39,010
TOTAL 136 - LMD #6R CARYN COMMUNITY
$
592,012
$
574,290
$
593,360
137 - LMD #7 NORTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$ 937,414 $
937,780 $
937,780
4103 Property Taxes-PY Sec & Unsec
10,142
9,610
10,300
4104 Property Taxes-Penalties/Int.
3,150
2,250
2,640
4401 Interest Earnings
22,323
18,500
23,360
4402 Unrealized Gain
22,773
0
0
4419 Other Rental/Lease Income
45,475
25,660
48,630
4554 Park Maintenance Fees
1,590
540
1,500
4556 Sports Lighting Fees
2,884
5,590
3,300
8100 Transfer In -Spec Dist Admin
6,870
0
0
8868 Transfer In -Fund 868
30,000
0
0
TOTAL 137 - LMD #7 NORTH ETIWANDA
$ 1,082,621 $
999,930 $
1,027,510
Fiscal Year 2020/21 Preliminary Budget Page 135
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
138 - LMD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
34,109
$
33,920
$
33,920
4103 Property Taxes-PY Sec & Unsec
607
350
310
4104 Property Taxes-Penalties/Int.
478
30
20
4401 Interest Earnings
1,235
1,220
1,450
4402 Unrealized Gain
1,207
0
0
8100 Transfer In -Spec Dist Admin
400
0
0
TOTAL 138 - LMD #8 SOUTH ETIWANDA
$
38,036
$
35,520
$
35,700
139 - LMD #9 LOWER ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
510,574
$
668,730
$
939,690
4103 Property Taxes-PY Sec & Unsec
702
1,000
860
4104 Property Taxes-Penalties/Int.
101
380
320
4401 Interest Earnings
21,741
16,940
20,640
4402 Unrealized Gain
22,695
0
0
4554 Park Maintenance Fees
3,088
2,000
2,900
4555 Sports Field User Grp Rentals
3
500
150
8100 Transfer In -Spec Dist Admin
4,040
0
0
TOTAL 139 - LMD #9 LOWER ETIWANDA
$
562,944
$
689,550
$
964,560
140 - LMD #10 RANCHO ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
575,667
$
573,200
$
590,390
4103 Property Taxes-PY Sec & Unsec
5,796
5,500
5,000
4104 Property Taxes-Penalties/Int.
2,410
1,250
2,070
4401 Interest Earnings
21,890
19,870
23,320
4402 Unrealized Gain
21,680
0
0
4419 Other Rental/Lease Income
27,203
7,500
25,050
4554 Park Maintenance Fees
153
4,740
230
4555 Sports Field User Grp Rentals
0
2,000
250
4556 Sports Lighting Fees
3,888
7,030
3,900
4901 Other Revenue
0
3,500
3,500
4941 Other Revenue - ActiveNet
669
0
0
8100 Transfer In -Spec Dist Admin
2,020
0
0
TOTAL 140 - LMD #10 RANCHO ETIWANDA
$
661,376
$
624,590
$
653,710
141 - LMD 1 CAPITAL REPLACEMENT FUND
4401 Interest Earnings
$
3,676
$
3,890
$
6,000
4402 Unrealized Gain
2,981
0
0
8130 Transfer In -Fund 130
90,000
90,000
90,000
8876 Transfer In - CFD Empire Lakes
0
0
810
TOTAL 141 - LMD 1 CAPITAL REPLACEMENT FUND
$
96,657
$
93,890
$
96,810
150 - GENERAL CITY STREET LIGHTS
4401 Interest Earnings
$
0
$
30
$
0
4402 Unrealized Gain
1,396
0
0
4923 Misc. Other Financing Sources
89,651
0
0
8151 Transfer In -Fund 151
40,536
112,200
113,200
8152 Transfer In -Fund 152
39,270
109,840
110,860
8153 Transfer In -Fund 153
15,201
43,550
43,960
Fiscal Year 2020/21 Preliminary Budget Page 136
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
8154 Transfer In -Fund 154
7,601
20,220
20,410
8155 Transfer In -Fund 155
3,800
9,600
9,690
8156 Transfer In -Fund 156
5,067
15,030
15,170
8157 Transfer In -Fund 157
11,401
30,430
30,720
8158 Transfer In -Fund 158
3,800
10,720
10,820
TOTAL 150 - GENERAL CITY STREET LIGHTS
$ 217,723 $
351,620 $
354,830
151 - SLD #1 ARTERIAL
4101
Property Taxes-CY Sec/Unsec
$
809,659
$
811,300
$
820,470
4103
Property Taxes-PY Sec & Unsec
5,345
5,500
5,710
4104
Property Taxes-Penalties/Int.
1,353
1,250
1,550
4401
Interest Earnings
14,165
11,530
13,240
4402
Unrealized Gain
9,123
0
0
4808
Developer Energizing Fee
25
1,000
0
4901
Other Revenue
210,179
0
0
8100
Transfer In -Spec Dist Admin
70,300
0
0
TOTAL
151 - SLD #1 ARTERIAL
$
1,120,149
$
830,580
$
840,970
152 - SLD #2 RESIDENTIAL
4101
Property Taxes-CY Sec/Unsec
$
372,060
$
371,420
$
372,410
4103
Property Taxes-PY Sec & Unsec
2,778
3,480
3,050
4104
Property Taxes-Penalties/Int.
851
550
970
4402
Unrealized Gain
13,654
0
0
4808
Developer Energizing Fee
0
1,000
0
4901
Other Revenue
198,864
0
0
8001
Transfer In -General Fund
188,420
284,250
317,330
8100
Transfer In -Spec Dist Admin
16,560
0
0
8876
Transfer In - CFD Empire Lakes
0
0
1,900
TOTAL
152 - SLD #2 RESIDENTIAL
$
793,187
$
660,700
$
695,660
153 - SLD #3 VICTORIA
4101
Property Taxes-CY Sec/Unsec
$
353,702
$
355,500
$
377,600
4103
Property Taxes-PY Sec & Unsec
1,922
3,510
2,040
4104
Property Taxes-Penalties/Int.
366
350
530
4401
Interest Earnings
24,616
25,730
30,060
4402
Unrealized Gain
22,926
0
0
4901
Other Revenue
75,881
0
0
8100
Transfer In -Spec Dist Admin
15,760
0
0
TOTAL
153 - SLD #3 VICTORIA
$
495,173
$
385,090
$
410,230
154 - SLD #4 TERRA VISTA
4101
Property Taxes-CY Sec/Unsec
$
163,308
$
164,740
$
164,740
4103
Property Taxes-PY Sec & Unsec
440
1,600
570
4104
Property Taxes-Penalties/Int.
102
160
150
4401
Interest Earnings
11,452
17,770
12,360
4402
Unrealized Gain
10,759
0
0
4901
Other Revenue
35,736
0
0
8100
Transfer In -Spec Dist Admin
10,100
0
0
Fiscal Year 2020/21 Preliminary Budget Page 137
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL 154 - SLD #4 TERRA VISTA
155 - SLD #5 CARYN COMMUNITY
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4901 Other Revenue
8100 Transfer In -Spec Dist Admin
TOTAL 155 - SLD #5 CARYN COMMUNITY
156 - SLD #6 INDUSTRIAL AREA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4808 Developer Energizing Fee
4901 Other Revenue
8100 Transfer In -Spec Dist Admin
TOTAL 156 - SLD #6 INDUSTRIAL AREA
157 - SLD #7 NORTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
8001 Transfer In -General Fund
TOTAL 157 - SLD #7 NORTH ETIWANDA
158 - SLD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4808 Developer Energizing Fee
4901 Other Revenue
8100 Transfer In -Spec Dist Admin
TOTAL 158 - SLD #8 SOUTH ETIWANDA
174 - STATE GAS TAX
4401 Interest Earnings
4402 Unrealized Gain
4720 Gas Tax 2105-Prop 111
4721 State Gas Tax-2106
4722 State Gas Tax-2107
4723 State Gas Tax-2107.5
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
$ 231,897 $ 184,270 $ 177,820
$ 43,696
$
43,710
$
43,710
384
440
370
104
70
160
17,209
0
0
3,230
0
0
$ 64,623
$
44,220
$
44,240
$ 133,130
$
132,530
$
133,100
1,875
750
1,600
291
130
370
7,792
8,020
9,150
7,636
0
0
71
0
0
24,945
0
0
2,420
0
0
$ 178,160
$
141,430
$
144,220
$ 128,637
$
128,590
$
128,590
1,395
1,300
1,890
469
400
410
3,029
2,380
2,770
2,020
0
0
52,731
0
0
62,590
83,920
89,100
$ 250,871
$
216,590
$
222,760
$ 70,599
$
70,490
$
70,490
309
700
550
169
100
190
34,792
37,340
41,170
34,583
0
0
0
430
0
16,913
0
0
4,040
0
0
$ 161,405
$
109,060
$
112,400
$ 157,256
$
151,370
$
172,600
144,186
0
0
969,327
981,180
950,990
616,515
608,380
587,830
1,219,035
1,281,500
1,144,040
10,000
10,000
10,000
Fiscal Year 2020/21 Preliminary Budget Page 138
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
4725 Gas Tax R&T7360
4727 State GF Loan Repmt-HUTA
4745 Other Intergov'tl Reimbursemnt
8006 Transfer In -Fund 006
TOTAL 174 - STATE GAS TAX
176 - MEASURE I 1990-2010
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 176 - MEASURE I 1990-2010
177 - MEASURE I 2010-2040
4401 Interest Earnings
4402 Unrealized Gain
4715 Measure I Local St Allotment
4901 Other Revenue
TOTAL 177 - MEASURE I 2010-2040
178 - SB 140
4402 Unrealized Gain
TOTAL 178 - SB 140
179 - ROAD MAINT & REHAB ACCT
4401 Interest Earnings
4402 Unrealized Gain
4726 Road Maint & Rehab Acct Rev
TOTAL 179 - ROAD MAINT & REHAB ACCT
181 - SB 1 - TCEP
4740 Grant Income -Other
4760 Grant Income -State
TOTAL 181 - SB 1 - TCEP
182 - AB 2928 TRAFFIC CONGEST RELIEF
4402 Unrealized Gain
TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF
188 - INTEGRATED WASTE MANAGEMENT
4134 Integrated Waste Mgmt Fee
4220 Other Licenses & Permits
4401 Interest Earnings
4402 Unrealized Gain
4590 Administrative Fee-C&D Program
4901 Other Revenue
TOTAL 188 - INTEGRATED WASTE MANAGEMENT
194 - PROPOSITION 1B STATE FUNDING
4401 Interest Earnings
4402 Unrealized Gain
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
590,212 1,521,640 1,515,890
199,233 199,240 0
7,036 0 0
0 150,000 0
$ 3,912,800 $ 4,903,310 $ 4,381,350
$ 7,683
$
5,650
$
5,520
7,881
0
0
$ 15,564
$
5,650
$
5,520
$ 65,053
$
44,720
$
42,660
59,271
0
0
3,072,750
3,016,420
2,617,900
124,040
0
0
$ 3,321,114
$
3,061,140
$
2,660,560
$ 576
$
0
$
0
$ 576
$
0
$
0
$ 27,495
$
14,770
$
57,240
13,403
0
0
2,965,347
2,903,570
3,083,490
$ 3,006,245
$
2,918,340
$
3,140,730
1,386,985
52,150,000
0
0
0
11,000,650
$ 1,386,985
$
52,150,000
$
11,000,650
$ 4,975
$
0
$
0
$ 4,975
$
0
$
0
1,343,238
1,335,170
1,662,890
704
700
700
64,674
59,710
65,760
54,203
0
0
25,650
40,000
40,000
57,159
100,000
100,000
$ 1,545,628
$
1,535,580
$
1,869,350
$ 4,162
$
4,540
$
5,030
4,167
0
0
Fiscal Year 2020/21 Preliminary Budget Page 139
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
TOTAL 194 - PROPOSITION 1B STATE FUNDING
$
8,329
$
4,540
$
5,030
195 - STATE ASSET SEIZURE
4401 Interest Earnings
$
1,146
$
1,320
$
950
4402 Unrealized Gain
1,188
0
0
TOTAL 195 - STATE ASSET SEIZURE
$
2,334
$
1,320
$
950
196 - CA ASSET SEIZURE 15%
4401 Interest Earnings
$
91
$
60
$
130
4402 Unrealized Gain
96
0
0
TOTAL 196 - CA ASSET SEIZURE 15%
$
187
$
60
$
130
198 - CITYWIDE INFRASTRUCTURE IMPRV
4401 Interest Earnings
$
439,654
$
441,550
$
458,200
4402 Unrealized Gain
418,795
0
0
4745 Other Intergov'tl Reimbursemnt
873,782
1,250,000
900,000
4809 In Lieu Fees
188,292
0
0
4823 Traffic Mitigation Fee
0
2,000
2,000
4901 Other Revenue
1,565
0
0
TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV
$
1,922,088
$
1,693,550
$
1,360,200
204 - COMMUNITY DEVELOPMENT BLK GRNT
4402 Unrealized Gain
$
5,493
$
0
$
0
4740 Grant Income -Other
1,312,471
1,290,010
1,290,010
4741 Program Income
45,101
150,000
150,000
TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT
$
1,363,065
$
1,440,010
$
1,440,010
209 - FEDERAL SAFETEA-LU
4401 Interest Earnings
$
355
$
0
$
1,070
4402 Unrealized Gain
188
0
0
4740 Grant Income -Other
5,214
0
0
TOTAL 209 - FEDERAL SAFETEA-LU
$
5,757
$
0
$
1,070
211 - PROP 1B - SLPP
4401 Interest Earnings
$
45
$
0
$
70
4402 Unrealized Gain
48
0
0
TOTAL 211 - PROP 1B - SLPP
$
93
$
0
$
70
214 - PEDESTRIAN GRANT/ART 3
4740 Grant Income -Other
$
36,838
$
451,000
$
401,20C
TOTAL 214 - PEDESTRIAN GRANT/ART 3
$
36,838
$
451,000
$
401,20C
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
4402 Unrealized Gain
$
4
$
0
$
C
4740 Grant Income -Other
33,490
9,730
14,73C
4901 Other Revenue
(1,000)
0
C
4905 Contributions/Fundraising
600
9,510
9,51C
4914 Non -Abated Reimbursements
543
360
36C
Fiscal Year 2020/21 Preliminary Budget Page 140
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC
225 - CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain
4740 Grant Income -Other
TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT
226 - USED OIL RECYCLING GRANT
4740 Grant Income -Other
TOTAL 226 - USED OIL RECYCLING GRANT
227 - USED OIL RECYCLING PROGRAM
4401 Interest Earnings
4402 Unrealized Gain
4740 Grant Income -Other
TOTAL 227 - USED OIL RECYCLING PROGRAM
234 - SAFE ROUTES TO SCHOOL PROGRAM
4740 Grant Income -Other
8001 Transfer In -General Fund
TOTAL 234 - SAFE ROUTES TO SCHOOL PROGRAM
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
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 Processing Fee - ActiveNet
TOTAL 250 - RECREATION SERVICES
255 - VG CULTURAL CENTER
4401 Interest Earnings
4402 Unrealized Gain
4419 Other Rental/Lease Income
4439 Other Rental/Lease Inc.-ANet
4520 Recreation Fees
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
$ 33,637 $ 19,600 $ 24,600
$ 378
$
0
$
0
103,907
59,390
59,860
$ 104,285
$
59,390
$
59,860
$ 365
$
0
$
0
$ 365
$
0
$
0
$ 374
$
600
$
560
852
0
0
89,094
48,830
48,830
$ 90,320
$
49,430
$
49,390
$ 38,062
$
118,900
$
90,800
65,000
0
0
$ 103,062
$
118,900
$
90,800
$ 192
$
0
$
0
$ 192
$
0
$
0
$ 43,387
$
37,600
$
0
45,610
0
0
1,471
725,370
0
796,310
0
0
49,545
1,816,400
0
0
28,000
0
45,861
44,550
0
1,733,594
0
0
20,747
0
0
12,507
183,060
0
122,211
130,880
0
(93)
0
0
119,662
0
0
(28,409)
0
0
$ 2,962,403
$
2,965,860
$
0
$ 13,677
$
13,960
$
0
11,742
0
0
4,706
464,050
0
399,972
0
0
0
41,550
0
Fiscal Year 2020/21 Preliminary Budget Page 141
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
4522 Processing Fees
45,939
85,000
0
4523 Web Sales Fees
47,322
0
0
4571 Sale of Taxable Items
974
650
0
4581 Ticket Sales
871,146
835,890
0
4586 Advertising Revenue
2,400
5,000
0
4588 Theatre Rental Ticket Sales
73,495
0
0
4591 Recreation Fees - ActiveNet
36,350
0
0
4592 Sale of Tax Items - ActiveNet
(224)
0
0
4596 Advertising Revenue -ActiveNet
5,250
0
0
4901 Other Revenue
54,831
42,500
0
4905 Contributions/Fundraising
75,667
126,700
0
4941 Other Revenue - ActiveNet
35,460
0
0
4946 Processing Fee - ActiveNet
(4,315)
0
0
TOTAL 255 - VG CULTURAL CENTER
$
1,674,392
$
1,615,300
$
0
272 - FREEDOM COURTYARD RSRC GRANTS
4401 Interest Earnings
$
0
$
40
$
50
4740 Grant Income -Other
2,148
0
0
TOTAL 272 - FREEDOM COURTYARD RSRC GRANTS
$
2,148
$
40
$
50
274 - STATE GRANTS FUND
4760 Grant Income -State
0
0
2,686,760
TOTAL 274 - STATE GRANTS FUND
$
0
$
0
$
2,686,760
290 - LIBRARY FUND
4101 Property Taxes-CY Sec/Unsec
$
4,216,415
$
4,540,760
$
4,529,110
4102 Property Taxes-CY Unsecured
94,301
98,730
102,420
4103 Property Taxes-PY Sec & Unsec
47,916
55,610
52,040
4105 Property Taxes -Supplemental
83,666
82,860
90,860
4113 Property Tax- Post RDA Res Bic
140,340
140,340
140,340
4312 Library Fines and Fees
9,624
0
0
4401 Interest Earnings
120,312
92,740
109,440
4402 Unrealized Gain
108,498
0
0
4419 Other Rental/Lease Income
9,300
10,000
5,000
4512 Library Card & Merchndse Sales
4,748
5,000
5,000
4515 Interlibrary Loan (ILL)
126
100
0
4565 Passport Processing Fees
137,093
120,000
120,000
4567 Passport Photo Fees
23,594
20,000
20,000
4570 Sale of Printed Material
26,212
24,000
24,000
4575 Exhibit Sales
21,000
15,000
6,500
4591 Recreation Fees - ActiveNet
10,309
6,600
300
4690 Contract Classes -Library
15,343
10,000
5,000
4691 Program Revenue -Library
3,279
1,500
2,800
4740 Grant Income -Other
65,403
10,000
0
4901 Other Revenue
48,101
125,940
50,420
4907 Private Contributions Library
127,000
140,000
130,000
4909 RC Library Foundation Support
33,800
554,610
574,610
4911 Reimbursement from Other Funds
2
0
0
4914 Non -Abated Reimbursements
6,731
15,000
15,000
Fiscal Year 2020/21 Preliminary Budget Page 142
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
4941 Other Revenue - ActiveNet
456
0
460
4946 Processing Fee - ActiveNet
(3,292)
0
8,400
8291 Transfer In -CA State Library
11,428
0
0
TOTAL 290 - LIBRARY FUND
$
5,361,705
$
6,068,790
$
5,991,700
291 - CA STATE LIBRARY
4402 Unrealized Gain
$
2,394
$
0
$
0
4740 Grant Income -Other
123,968
21,130
20,000
TOTAL 291 - CA STATE LIBRARY
$
126,362
$
21,130
$
20,000
292 - STAFF INNOVATION FD (CA ST LB)
4401 Interest Earnings
$
4,244
$
4,610
$
5,080
4402 Unrealized Gain
4,307
0
0
4740 Grant Income -Other
251,102
2,920
0
TOTAL 292 - STAFF INNOVATION FD (CA ST LB)
$
259,653
$
7,530
$
5,080
301 - THE BIG READ LIBRARY GRANT
4402 Unrealized Gain
$
572
$
0
$
0
4740 Grant Income -Other
(522)
0
0
TOTAL 301 - THE BIG READ LIBRARY GRANT
$
50
$
0
$
0
302 - LIBRARY SERVICES & TECH. ACT
4402 Unrealized Gain
$
620
$
0
$
0
TOTAL 302 - LIBRARY SERVICES & TECH. ACT
$
620
$
0
$
0
310 - PUBLIC LIBRARY BOND ACT-2000
4402 Unrealized Gain
$
528
$
0
$
0
4740 Grant Income -Other
26,048
0
0
TOTAL 310 - PUBLIC LIBRARY BOND ACT-2000
$
26,576
$
0
$
0
329 - LIBRARY CAPITAL FUND
4401 Interest Earnings
$
13,322
$
14,180
$
17,420
4402 Unrealized Gain
13,780
0
0
8290 Transfer In -Library Fund
0
500,000
500,000
TOTAL 329 - LIBRARY CAPITAL FUND
$
27,102
$
514,180
$
517,420
354 - COP'S PROGRAM GRANT -STATE
4402 Unrealized Gain
$
10,736
$
0
$
0
4740 Grant Income -Other
401,170
271,820
271,820
TOTAL 354 - COP'S PROGRAM GRANT -STATE
$
411,906
$
271,820
$
271,820
361 - JUSTICE ASSISTANCE GRANT(JAG)
4402 Unrealized Gain
$
88
$
0
$
0
4740 Grant Income -Other
758
0
0
TOTAL 361 - JUSTICE ASSISTANCE GRANT(JAG)
$
846
$
0
$
0
370 - OTS-"DRINK,DRIVE,LOSE" GRANT
4402 Unrealized Gain
$
240
$
0
$
0
4740 Grant Income -Other
(240)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 143
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
373 - COPS SECURE OUR SCHOOLS GRANT
4402 Unrealized Gain
$
192
$
0
$
0
4740 Grant Income -Other
(192)
0
0
380 - HOMELAND SECURITY GRANT -FIRE
4402 Unrealized Gain
$
480
$
0
$
0
4740 Grant Income -Other
30,639
0
0
TOTAL 380 - HOMELAND SECURITY GRANT -FIRE
$
31,119
$
0
$
0
381 - HOMELAND SECURITY GRANT -POLICE
4740 Grant Income -Other
$
39,985
$
68,290
$
66,360
8001 Transfer In -General Fund
2,110
0
0
TOTAL 381 - HOMELAND SECURITY GRANT -POLICE
$
42,095
$
68,290
$
66,360
383 - EMERGENCY MGMT PERFORMNCE GRNT
4740 Grant Income -Other
$
26,732
$
26,730
$
26,840
TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT
$
26,732
$
26,730
$
26,840
396 - HOUSING SUCCESSOR AGENCY
4401 Interest Earnings
$
231,515
$
154,560
$
46,000
4402 Unrealized Gain
136,419
0
0
4441 Sale of Land Held for Resale
3,700,000
0
0
4901 Other Revenue
340,437
12,000
12,000
TOTAL 396 - HOUSING SUCCESSOR AGENCY
$
4,408,371
$
166,560
$
58,000
600 - AD 82-1 6TH ST INDUSTRIAL
4401 Interest Earnings
$
227
$
250
$
280
4402 Unrealized Gain
192
0
0
TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL
$
419
$
250
$
280
602 - AD 84-1 DAY CREEK/MELLO
4401 Interest Earnings
19,365
21,020
23,300
4402 Unrealized Gain
19,345
0
0
TOTAL 602 - AD 84-1 DAY CREEK/MELLO
$
38,710
$
21,020
$
23,300
612 - CFD 2001-01
4401 Interest Earnings
$
57,806
$
53,950
$
59,790
4402 Unrealized Gain
49,662
0
0
TOTAL 612 - CFD 2001-01
$
107,468
$
53,950
$
59,790
614 - CFD 2003-01 PROJECT FUND
4401 Interest Earnings
$
3,027
$
0
$
1,760
4402 Unrealized Gain
2,679
0
0
TOTAL 614 - CFD 2003-01 PROJECT FUND
$
5,706
$
0
$
1,760
615 - CFD 2003-01 CULTURAL CENTER
4401 Interest Earnings
$
3,301
$
0
$
1,920
TOTAL 615 - CFD 2003-01 CULTURAL CENTER
$
3,301
$
0
$
1,920
617 - CFD 2004-01 RANCHO ETIWANDA ES
Fiscal Year 2020/21 Preliminary Budget Page 144
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
4401 Interest Earnings $ 819 $ 100 $ 560
4402 Unrealized Gain 48 0 0
TOTAL 617 - CFD 2004-01 RANCHO ETIWANDA ES S 867 S 100 S 560
680 - CFD 2006-01 VINTNER'S GROVE
4401 Interest Earnings
$
0
$
40
$
40
TOTAL 680 - CFD 2006-01 VINTNER'S GROVE
$
0
$
40
$
40
681 - CFD 2006-02 AMADOR ON ROUTE 66
4401 Interest Earnings
$
91
$
120
$
130
4402 Unrealized Gain
96
0
0
TOTAL 681- CFD 2006-02 AMADOR ON ROUTE 66
S
187
S
120
S
130
700 - SPORTS COMPLEX
4126
Admissions Tax
$
146,181
$
105,000
$
90,000
4402
Unrealized Gain
1,651
0
0
4411
Special Event Rental
0
13,000
0
4419
Other Rental/Lease Income
133,947
183,400
0
4426
Stadium Lease -Minimum Rent
108,000
110,000
115,000
4431
Special Event Rental-ActiveNet
25,665
0
0
4439
Other Rental/Lease Inc.-ANet
19,103
42,500
133,090
4520
Recreation Fees
91,738
85,800
0
4554
Park Maintenance Fees
2,300
4,410
4,410
4556
Sports Lighting Fees
1,346
3,220
0
4562
Maintenance Fees
3,180
6,250
6,250
4580
Stadium Security Reimbursement
34,150
34,150
34,150
4583
Baseball Security Reimb.
42,871
47,320
30,320
4901
Other Revenue
75,720
3,500
0
4941
Other Revenue - ActiveNet
2,952
0
3,000
8001
Transfer In -General Fund
1,770,941
2,166,750
1,401,770
TOTAL
700 - SPORTS COMPLEX
$
2,459,745
$
2,805,300
$
1,817,990
702 - REGIS
CONNECT
4401
Interest Earnings
$
0
$
1,310
$
0
4402
Unrealized Gain
1,105
0
0
4670
REGIS Connect Service Fees
25,470
50,000
0
TOTAL
702 - REGIS CONNECT
$
26,575
$
51,310
$
0
705 - MUNICIPAL
UTILITY
4401
Interest Earnings
329,577
314,010
351,190
4402
Unrealized Gain
236,069
0
0
4601
Monthly Srvc Fee -Electric Util
628,494
600,000
650,000
4602
Commodity Fee -Electric Util.
10,177,668
12,500,000
11,000,000
4603
New Srvc Activation Fee-Util.
10,680
15,000
15,000
4604
Dist Line Ext Fee-Elec Utility
619,474
500,000
500,000
4605
Wholesale Energy Sales & Cntrt
625,148
800,000
600,000
4608
Standby Demand Fee
91,320
91,320
91,320
4610
Late Fee -Electric Utility
11,409
14,000
14,000
4620
Low Income Disc (Contra Rev)
(120)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 145
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
4621 Med Supp Assist (Contra -Rev)
(110)
0
0
4622 Economic Dev (Contra -Revenue)
(74,481)
0
0
4735 ARB-Cap and Trade Revenue
414,619
325,000
425,000
4802 Developer Participation
36,606
20,000
220,000
4901 Other Revenue
1,294
0
0
4915 Bad Debt Recovery
472
0
0
4935 Contributed Capital
377,144
0
0
TOTAL 705 - MUNICIPAL UTILITY
$ 13,485,263 $
15,179,330 $
13,866,510
706 - UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings
4402 Unrealized Gain
4609 Public Benefit Fund-Elec Util
TOTAL 706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
$ 11,298 $ 8,290 $ 5,310
12,573 0 0
271,912 300,000 300,000
$ 295,783 $ 308,290 $ 305,310
4401 Interest Earnings
$
102,149
$
100,570
$
111,560
4402 Unrealized Gain
92,616
0
0
TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND
$
194,765
$
100,570
$
111,560
711 - FIBER OPTIC NETWORK
4401 Interest Earnings
$
62,829
$
141,570
$
97,980
4419 Other Rental/Lease Income
76,655
75,000
75,000
4446 Fiber License Revenue
0
275,000
75,000
4911 Reimbursement from Other Funds
4,950
4,950
4,950
4935 Contributed Capital
206,371
0
0
8025 Transfer In -Capital Rsry Fund
0
960,360
934,840
TOTAL 711 - FIBER OPTIC NETWORK
$
350,805
$
1,456,880
$
1,187,770
712 - EQUIPNEHICLE REPLACEMENT
4401 Interest Earnings
$ 28,062 $
28,210 $
22,490
4402 Unrealized Gain
32,493
0
0
4540 Intragovernmental User Fees
300,000
530,000
530,000
4901 Other Revenue
93,772
0
0
8006 Transfer In -Fund 006
0
150,000
300,000
TOTAL 712 - EQUIPNEHICLE REPLACEMENT
$ 454,327 $
708,210 $
852,490
714 - COMP EQUIP/TECH REPLCMENT FUND
4401 Interest Earnings $
19,132 $
21,050 $
53,050
4402 Unrealized Gain
23,063
0
0
4540 Intragovernmental User Fees
421,550
584,190
584,190
8001 Transfer In -General Fund
1,605,240
0
0
8025 Transfer In -Capital Rsry Fund
334,490
429,660
421,870
8288 Transfer In -Fund 288
158,630
107,420
117,670
TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND $
2,562,105 $
1,142,320 $
1,176,780
838 - AD 91-2 REDEMPTION -DAY CANYON
4101 Property Taxes-CY Sec/Unsec $
33,227 $
33,130 $
33,130
4103 Property Taxes-PY Sec & Unsec
740
500
360
Fiscal Year 2020/21 Preliminary Budget Page 146
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
4104 Property Taxes-Penalties/Int.
440
150
170
4401 Interest Earnings
906
860
1,100
4402 Unrealized Gain
823
0
0
8100 Transfer In -Spec Dist Admin
810
0
0
TOTAL 838 - AD 91-2 REDEMPTION -DAY CANYON
$
36,946
$
34,640
$
34,760
847 - PD 85 CAPITAL REPLACEMENT FUND
4401 Interest Earnings
$
4,580
$
3,760
$
7,510
4402 Unrealized Gain
3,635
0
0
8848 Transfer In -Fund 848
116,800
116,800
116,800
8876 Transfer In - CFD Empire Lakes
0
0
950
TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND
$
125,015
$
120,560
$
125,260
848 - PD 85 REDEMPTION FUND
4101 Property Taxes-CY Sec/Unsec
$
1,150,654
$
1,147,500
$
1,147,930
4103 Property Taxes-PY Sec & Unsec
10,279
11,500
10,860
4104 Property Taxes-Penalties/Int.
3,383
2,500
3,710
4401 Interest Earnings
33,197
30,680
38,000
4402 Unrealized Gain
30,333
0
0
4419 Other Rental/Lease Income
125,076
107,450
122,790
4554 Park Maintenance Fees
4,814
6,500
4,800
4555 Sports Field User Grp Rentals
0
650
150
4556 Sports Lighting Fees
18,838
39,220
17,400
4901 Other Revenue
(109)
500
500
8001 Transfer In -General Fund
214,250
213,530
72,170
8876 Transfer In - CFD Empire Lakes
0
0
1,220
TOTAL 848 - PD 85 REDEMPTION FUND
$
1,590,715
$
1,560,030
$
1,419,530
868 - CFD 2000-03 PARK MAINTENANCE
4101 Property Taxes-CY Sec/Unsec
$
468,031
$
494,600
$
524,270
4103 Property Taxes-PY Sec & Unsec
1,265
3,600
3,950
4104 Property Taxes-Penalties/Int.
240
1,250
1,200
4401 Interest Earnings
8,551
5,710
7,530
4402 Unrealized Gain
8,976
0
0
4554 Park Maintenance Fees
40
0
0
8100 Transfer In -Spec Dist Admin
810
0
0
TOTAL 868 - CFD 2000-03 PARK MAINTENANCE
$
487,913
$
505,160
$
536,950
875 - CFD 2017-01 NO. ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
0
$
0
$
3,020
TOTAL 875 - CFD 2017-01 NO. ETIWANDA
$
0
$
0
$
3,020
876 - CFD 2018-01 EMPIRE LAKES
4101 Property Taxes-CY Sec/Unsec
$
0
$
0
$
123,180
4402 Unrealized Gain
1,168
0
0
4901 Other Revenue
44,121
0
0
TOTAL 876 - CFD 2018-01 EMPIRE LAKES
$
45,289
$
0
$
123,180
877 - CFD 2018-01 CAPITAL RESERVE
Fiscal Year 2020/21 Preliminary Budget Page 147
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
4401 Interest Earnings $ 0 $ 0 $ 790
8876 Transfer In - CFD Empire Lakes 0 0 79,390
TOTAL 877 - CFD 2018-01 CAPITAL RESERVE $ 0 $ 0 $ 80,180
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
281 - FIRE FUND
4101 Property Taxes-CY Sec/Unsec
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4105 Property Taxes -Supplemental
4106 Property Taxes -Unitary
4110 Homeowners Exemption
4112 Property Tax- Post RDA
4211 Fire Permits
4309 False Alarm Fees
4313 Other Fines & Forfeitures
4316 Weed Abatement
4401 Interest Earnings
4402 Unrealized Gain
4403 Restricted - Interest Earnings
4419 Other Rental/Lease Income
4440 Sale of Fixed Assets
4501 Plan Check Fees
4546 FSD Fees
4548 D.U.I. Recovery
4549 Hazmat Recovery
4553 Fire Maintenance Fees
4740 Grant Income -Other
4901 Other Revenue
4913 State Mandate Reimbursement
4914 Non -Abated Reimbursements
4916 Reimbursement from OPEB Trust
4941 Other Revenue - ActiveNet
4946 Processing Fee - ActiveNet
8100 Transfer In -Spec Dist Admin
TOTAL 281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$ 185,581,637 $ 218,813,840 $ 174,288,680
$ 17,425,860
649,653
337,542
105,033
570,117
621,830
168,285
5,957,845
16,141
20,248
58,450
79,926
435,614
460,562
378,740
127,809
1,321
0
0
0
0
2,448
10,000
(115,899)
5,691
860,923
749,647
3,733
(674)
3,230
$ 28,934,075
$ 5,975,703
6,253
37,034
53,590
41,106
(34,630)
$ 6,079,056
$ 18,305,650 $
18,925,460
650,210
705,560
366,430
366,590
144,340
114,070
529,260
619,180
623,710
666,640
168,280
165,690
5,650,700
8,905,710
16,500
16,500
20,000
20,000
8,000
8,000
90,000
90,000
382,940
444,870
0
0
0
0
107,460
105,770
0
0
1,000
100
140
0
280
100
900
100
3,000
1,500
0
0
10,600
8,800
0
0
706,800
570,000
851,260
981,290
3,400
6,040
0
0
0
0
$ 28,640,860 $ 32,721,970
$ 5,959,650
7,550
20,000
43,570
0
0
$ 6,030,770
$ 6,181,280
6,700
4,440
69,900
0
0
$ 6,262,320
Fiscal Year 2020/21 Preliminary Budget Page 148
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
283 - COMMUNITY FACILITIES DIST 88-1
4101 Property Taxes-CY Sec/Unsec
$
1,230,620
$
410,150
$
410,700
4103 Property Taxes-PY Sec & Unsec
14,774
13,420
16,050
4104 Property Taxes-Penalties/Int.
5,201
4,630
4,340
4402 Unrealized Gain
(11)
0
0
8281 Transfer In -Fire Fund
1,188,393
1,966,610
2,036,930
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,438,977
$
2,394,810
$
2,468,020
285 - FIRE TECHNOLOGY FEE FUND
4401 Interest Earnings
$
407
$
400
$
460
4402 Unrealized Gain
312
0
0
4517 Technology Fee -Permit
292
500
500
TOTAL 285 - FIRE TECHNOLOGY FEE FUND
$
1,011
$
900
$
960
288 - FIRE PROTECTION CAPITAL FUND
4112 Property Tax- Post RDA
$
8,895,143
$
9,758,450
$
7,345,180
4401 Interest Earnings
517,518
538,260
668,790
4402 Unrealized Gain
359,007
0
0
4901 Other Revenue
58,613
17,000
17,000
4923 Misc. Other Financing Sources
71,404
0
0
TOTAL 288 - FIRE PROTECTION CAPITAL FUND
$
9,901,685
$
10,313,710
$
8,030,970
TOTAL R.C. FIRE PROTECTION DISTRICT
$
47,354,804
$
47,381,050
$
49,484,240
TOTAL ALL FUNDS
$
232,936,441
$
266,194,890
$
223,772,920
Fiscal Year 2020/21 Preliminary Budget Page 149
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
$
90,223,105
$ 88,290,270
$ 89,394,500
TOTAL GENERAL FUND
$
90,223,105
$ 88,290,270
$ 89,394,500
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$
169,337
$ 162,480
$ 111,330
006 - CVWD REIMBURSEMENTS
402,541
463,500
443,900
008 - CNTY OF S. B. REIMBURSEMENTS
428
0
0
016 - COMM DEV TECHNICAL SRVCS FUND
364,305
101,420
364,080
017 - LAW ENFORCEMENT RESERVE
298,943
150,930
186,530
018 - TRAFFIC SAFETY
371,762
408,740
112,000
019 - INFO TECHNOLOGY -DEVELOPMENT
67,338
0
0
020 - CITY TECHNOLOGY FEE FUND
1,412,726
311,880
298,590
022 - MOBILE HOME PARK PROGRAM
24,615
21,960
36,120
023 - SB1186 CERT ACCESS SPEC PROG
42,773
19,940
42,650
025 - CAPITAL RESERVE
3,603,151
2,198,970
2,005,250
073 - BENEFITS CONTINGENCY
91,524
60,210
50,080
TOTAL OTHER GENERAL FUNDS
$
6,849,443
$ 3,900,030
$ 3,650,530
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$
909,486
$ 1,019,250
$ 1,019,440
101 - AD 93-1 MASI COMMERCE CENTER
5,448
210
3,260
105 - AB2766 AIR QUALITY IMPROVEMENT
592,656
558,210
253,920
106 - MSRC AIR POLLUTION REDUCT GRNT
0
0
30,000
109 - PUBLIC ART TRUST FUND
0
0
2,760
110 - BEAUTIFICATION
140,598
16,560
14,750
111 - PARK LAND ACQUISITION
1,601,888
285,980
770,940
112 - DRAINAGE FAC/GENERAL
870,119
159,490
173,000
113 - COMMUNITY/REC CENTER DEVELPMNT
567,378
326,170
337,300
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
29,865
7,950
5,280
115 - HENDERSON/WARDMAN DRAINAGE
16,643
0
0
116 - ETIWANDA DRAINAGE
89,418
37,250
39,510
118 - UPPER ETIWANDA DRAINAGE
19,685
10,700
11,860
119 - PARK IMPROVEMENT
831,912
220,200
236,330
120 - PARK DEVELOPMENT
370,185
145,780
160,580
122 - SOUTH ETIWANDA DRAINAGE
219,764
16,160
21,650
123 - LIBRARY IMPACT FEE
214,319
117,800
122,630
124 - TRANSPORTATION
10,670,968
3,742,590
3,853,270
125 - ANIMAL CENTER IMPACT FEE
35,706
25,320
26,150
126 - LOWER ETIWANDA DRAINAGE
20,891
11,370
12,600
127 - POLICE IMPACT FEE
166,854
110,570
113,930
128 - ETIWANDA NO. EQUESTRIAN FACIL.
23,361
12,690
14,060
129 - UNDERGROUND UTILITIES
530,002
288,180
309,590
130 - LMD #1 GENERAL CITY
1,470,436
1,456,770
1,359,320
131 - LMD #2 VICTORIA
3,983,730
3,937,130
4,107,960
132 - LMD #3A HYSSOP
5,162
4,280
4,320
133 - LMD #3B MEDIANS
1,118,106
1,093,480
1,083,800
134 - LMD #4R TERRA VISTA
2,955,664
2,888,970
2,913,070
135 - LMD #5 ANDOVER
3,589
3,020
3,020
Fiscal Year 2020/21 Preliminary Budget Page 150
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
136 - LMD #6R CARYN COMMUNITY
592,012
574,290
593,360
137 - LMD #7 NORTH ETIWANDA
1,082,622
999,930
1,027,510
138 - LMD #8 SOUTH ETIWANDA
38,037
35,520
35,700
139 - LMD #9 LOWER ETIWANDA
562,943
689,550
964,560
140 - LMD #10 RANCHO ETIWANDA
661,376
624,590
653,710
141 - LMD 1 CAPITAL REPLACEMENT FUND
96,657
93,890
96,810
150 - GENERAL CITY STREET LIGHTS
217,724
351,620
354,830
151 - SLD #1 ARTERIAL
1,120,148
830,580
840,970
152 - SLD #2 RESIDENTIAL
793,187
660,700
695,660
153 - SLD #3 VICTORIA
495,172
385,090
410,230
154 - SLD #4 TERRA VISTA
231,896
184,270
177,820
155 - SLD #5 CARYN COMMUNITY
64,623
44,220
44,240
156 - SLD #6 INDUSTRIAL AREA
178,161
141,430
144,220
157 - SLD #7 NORTH ETIWANDA
250,871
216,590
222,760
158 - SLD #8 SOUTH ETIWANDA
161,406
109,060
112,400
174 - STATE GAS TAX
3,912,800
4,903,310
4,381,350
176 - MEASURE 11990-2010
15,564
5,650
5,520
177 - MEASURE 12010-2040
3,321,114
3,061,140
2,660,560
178 - SB 140
576
0
0
179 - ROAD MAINT & REHAB ACCT
3,006,245
2,918,340
3,140,730
181 - SB 1 - TCEP
1,386,985
52,150,000
11,000,650
182 - AB 2928 TRAFFIC CONGEST RELIEF
4,975
0
0
188 - INTEGRATED WASTE MANAGEMENT
1,545,628
1,535,580
1,869,350
194 - PROPOSITION 113 STATE FUNDING
8,328
4,540
5,030
195 - STATE ASSET SEIZURE
2,334
1,320
950
196 - CA ASSET SEIZURE 15%
187
60
130
198 - CITYWIDE INFRASTRUCTURE IMPRV
1,922,088
1,693,550
1,360,200
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,363,065
1,440,010
1,440,010
209 - FEDERAL SAFETEA-LU
5,757
0
1,070
211 - PROP 1B - SLPP
93
0
70
214 - PEDESTRIAN GRANT/ART 3
36,838
451,000
401,200
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
33,636
19,600
24,600
225 - CA RECYC/LITTER REDUCTION GRNT
104,285
59,390
59,860
226 - USED OIL RECYCLING GRANT
365
0
0
227 - USED OIL RECYCLING PROGRAM
90,320
49,430
49,390
234 - SAFE ROUTES TO SCHOOL PROGRAM
103,062
118,900
90,800
239 - FEDERAL GRANT FUNDS-DREIER
192
0
0
250 - RECREATION SERVICES
2,962,405
2,965,860
0
255 - VG CULTURAL CENTER
1,674,392
1,615,300
0
272 - FREEDOM COURTYARD RSRC GRANTS
2,148
40
50
274 - STATE GRANTS FUND
0
0
2,686,760
290 - LIBRARY FUND
5,361,704
6,068,790
5,991,700
291 - CA STATE LIBRARY
126,362
21,130
20,000
292 - STAFF INNOVATION FD (CA ST LB)
259,653
7,530
5,080
301 - THE BIG READ LIBRARY GRANT
50
0
0
302 - LIBRARY SERVICES & TECH. ACT
620
0
0
310 - PUBLIC LIBRARY BOND ACT-2000
26,575
0
0
329 - LIBRARY CAPITAL FUND
27,102
514,180
517,420
354 - COP'S PROGRAM GRANT -STATE
411,906
271,820
271,820
361 - JUSTICE ASSISTANCE GRANT(JAG)
846
0
0
380 - HOMELAND SECURITY GRANT -FIRE
31,119
0
0
Fiscal Year 2020/21 Preliminary Budget Page 151
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
381 -HOMELAND SECURITY GRANT -POLICE
42,095
68,290
66,360
383 - EMERGENCY MGMT PERFORMNCE GRNT
26,732
26,730
26,840
396 - HOUSING SUCCESSOR AGENCY
4,408,371
166,560
58,000
838 - AD 91-2 REDEMPTION -DAY CANYON
36,946
34,640
34,760
847 - PD 85 CAPITAL REPLACEMENT FUND
125,015
120,560
125,260
848 - PD 85 REDEMPTION FUND
1,590,715
1,560,030
1,419,530
868 - CFD 2000-03 PARK MAINTENANCE
487,914
505,160
536,950
875 - CFD 2017-01 NO. ETIWANDA
0
0
3,020
876 - CFD 2018-01 EMPIRE LAKES
45,288
0
123,180
877 - CFD 2018-01 CAPITAL RESERVE
0
0
80,180
TOTAL SPECIAL REVENUE
$
68,523,063
$
104,795,850
$
61,837,460
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$
419
$
250
$
280
602 - AD 84-1 DAY CREEK/MELLO
38,710
21,020
23,300
612 - CFD 2001-01
107,468
53,950
59,790
614 - CFD 2003-01 PROJECT FUND
5,706
0
1,760
615 - CFD 2003-01 CULTURAL CENTER
3,301
0
1,920
617 - CFD 2004-01 RANCHO ETIWANDA ES
867
100
560
680 - CFD 2006-01 VINTNER'S GROVE
0
40
40
681 - CFD 2006-02 AMADOR ON ROUTE 66
187
120
130
TOTAL CAPITAL PROJECTS
$
156,658
$
75,480
$
87,780
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,459,745
$
2,805,300
$
1,817,990
702 - REGIS CONNECT
26,575
51,310
0
705 - MUNICIPAL UTILITY
13,485,261
15,179,330
13,866,510
706 - UTILITY PUBLIC BENEFIT FUND
295,783
308,290
305,310
708 - RCMU CAPITAL REPLACEMENT FUND
194,765
100,570
111,560
711 - FIBER OPTIC NETWORK
350,805
1,456,880
1,187,770
TOTAL ENTERPRISE FUNDS
$
16,812,934
$
19,901,680
$
17,289,140
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
$
454,327
$
708,210
$
852,490
714 - COMP EQUIP/TECH REPLCMENT FUND
2,562,105
1,142,320
1,176,780
TOTAL INTERNAL SERVICE FUNDS
$
3,016,432
$
1,850,530
$
2,029,270
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
$ 185,581,635 $ 218,813,840 $ 174,288,680
$ 28,934,074 $ 28,640,860 $ 32,721,970
6,079,056 6,030,770 6,262,320
2,438,978 2,394,810 2,468,020
1,011 900 960
9,901,684 10,313,710 8,030,970
$ 47,354,803 $ 47,381,050 $ 49,484,240
Fiscal Year 2020/21 Preliminary Budget Page 152
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL R.C. FIRE PROTECTION DISTRICT $ 47,354,803 $ 47,381,050 $ 49,484,240
TOTAL ALL FUNDS
$ 232,936,438 $ 266,194,890 $ 223,772,920
Fiscal Year 2020/21 Preliminary Budget Page 153
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 154
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Expenditure
Summaries
Fiscal Year 2020/21 Preliminary Budget Page 155
City of Rancho Cucamonga, California
Expenditure Summary by Department
Operating Budget*
Fiscal Year 2020/21 Preliminary Budget
Building & Safety
Services
1.28%
Econ. and Comm.1
Dev. \
0.58%
Innovation &
Technology
2.75%
Human Resources
0.65%
Finance
1.37%
Administrative
Services
4.48%
Library Services
4.17%
Community Services
5.89%
Engineering Services
\ 1.71%
Records Management
0.93%
Planning Public Works ° Services
9 7.45 /°
1.19%
Governance
2.25%
Fire District
Animal Care and 30.43%
Services
2.29%
. Police
32.56%
Governance
$ 3,106,100
Police
44,869,070
Fire District
41,928,890
Animal Care and Services
3,161,730
Records Management
1,279,650
Community Services
8,119,410
Library Services
5,750,160
Administrative Services
6,169,330
Finance
1,890,790
Human Resources
900,570
Innovation & Technology
3,784,170
Econ. and Comm. Dev.
802,270
Building & Safety Services
1,766,050
Engineering Services
2,353,300
Planning
1,633,770
Public Works Services
10,268,290
Total Operating Budget $ 137,783,550
*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 2020/21 Preliminary Budget Page 156
City of Rancho Cucamonga
Expenditure Summary by Category
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
001-GENERAL FUND
PERSONNEL SERVICES
$ 26,426,624 $
30,289,680 $
29,819,270
OPERATIONS & MAINTENANCE
55,013,564
58,846,590
63,328,620
CAPITAL OUTLAY
23,915
475,000
210,000
DEBT SERVICE
12,538
106,450
106,450
COST ALLOCATION
(5,527,120)
(6,072,840)
(6,365,070)
TRANSFER OUT
5,754,741
4,645,390
3,005,230
TOTAL GENERAL FUND
$ 81,704,262 $
88,290,270 $
90,104,500
281-FIRE FUND
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
DEBT SERVICE
TRANSFER OUT
TOTAL FIRE FUND
282 -COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 85-1
283 -COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 88-1
290 -LIBRARY FUND
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
DEBT SERVICE
TRANSFER OUT
TOTAL LIBRARY FUND
TOTAL OPERATING BUDGET
$ 17,521,141
$
19,432,400
$
22,606,050
5,547,528
6,841,860
7,679,000
77,830
399,990
399,990
1,188,393
1,966,610
2,036,930
$ 24,334,892
$
28,640,860
$
32,721,970
$ 5,323,730
$
5,387,530
$
5,978,580
728,983
720,960
760,320
$ 6,052,713
$
6,108,490
$
6,738,900
$ 2,217,280
$
2,164,860
$
2,223,100
222,141
229,950
244,920
$ 2,439,421
$
2,394,810
$
2,468,020
$ 3,273,861
$
3,751,760
$
3,681,450
1,292,856
1,514,690
1,563,710
0
5,000
5,000
0
0
0
0
500,000
500,000
$ 4,566,717
$
5,771,450
$
5,750,160
$ 119,098,005 $ 131,205,880 $ 137,783,550
Fiscal Year 2020/21 Preliminary Budget Page 157
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
001-GENERAL FUND
PERSONNEL SERVICES
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5060 - Tuition Reimbursement
5061 - Employee Development
5065 - Coffee Fund
5070 - Executive Reimbursement
5093 - Other Funds -Salary Reimbursmnt
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5151 - Postage
5152 - Computer Software
5160 - Membership Dues
5161 - Publications & Subscriptions
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5201 - O & M/Volunteer Program
5204 - O & M/Facilities
5207 - O & M/Capital Supplies
5210 - O & M/Crime Prevention
5215 - O & M/Computer Equipment
5217 - Technical Investigative Costs
5220 - Cellular Technology
5250 - Vehicle Operations & Maint.
5251 - Depreciation - Vehicles
5252 - Emergency Equipment & Veh Rntl
5253 - Vehicle Collision Repair
5255 - Gasoline
5256 - Diesel Fuel
5257 - CNG Fuel
5260 - O&M/Animal Care
5262 - O&M/Community & Info Programs
5263 - O&M/Field Services
5264 - O&M/Veterinarian Services
5265 - O&M/Kitten Nursery
5280 - Equip Operations & Maint
$ 15,948,112 $
18,381,960 $
17,612,350
283,341
353,160
348,680
2,204,017
2,327,240
2,822,640
7,905,874
9,137,900
8,907,170
27,157
26,000
26,000
91,213
101,040
86,540
3,776
5,000
5,000
15,962
10,000
18,000
(52,830)
(52,620)
(7,110)
$ 26,426,622 $
30,289,680 $
29,819,270
$ 346,974 $
415,000 $
333,970
239,888
322,890
262,130
7,003
7,730
6,630
190,070
226,060
222,310
75,225
98,410
98,440
13,329
8,980
10,780
144,935
181,870
185,540
18,028
23,880
26,770
196,609
194,750
120,530
1,262,423
1,680,950
1,893,510
19,781
20,000
20,000
390,199
468,000
448,880
55,032
0
24,000
20,659
29,000
29,000
20,036
23,500
29,430
117,950
200,780
168,580
123,413
147,010
153,310
347,465
449,350
524,380
250,900
443,260
443,260
23,070
37,000
37,000
46,036
100,000
100,000
548,818
546,000
540,610
15,000
15,000
12,470
13,560
13,400
10,870
115,776
116,630
117,630
2,171
4,000
2,000
5,252
5,000
4,000
174,552
13 9, 000
13 9, 000
33,058
20,090
10,000
25,350
30,480
30,690
Fiscal Year 2020/21 Preliminary Budget Page 158
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
5281 - Depreciation - Equipment
49,100
86,740
86,740
5283 - Depreciation -Computer Equip
421,550
584,190
584,190
5285 - Safety Gear & Equipment
40,711
46,000
46,000
5298 - Operating Cntra Acct (FS only)
5,815
0
0
5300 - Contract Services
44,360,841
46,367,680
51,236,710
5303 - Contract Serv/Reimbursable
103,775
240,450
240,450
5304 - Contract Serv/Facilities
1,402,061
1,840,080
1,873,500
5310 - Tree Maintenance
671,444
575,000
200,000
5312 - Legal Services
678,468
656,250
576,250
5320 - Hazardous Waste Removal
10,414
24,320
24,320
5360 - Contract Serv/Animal Care
16,167
14,820
43,660
5362 - Contract Serv/Comm & Info Prgm
540
2,490
1,030
5363 - Contract Serv/Field Services
9,000
15,500
15,500
5364 - Contract Serv/Vet Services
63,604
56,400
66,400
5365 - Cont Srv-Spay/Neuter Program
7,675
40,000
47,500
5400 - Telephone Utilities
135,416
132,930
132,260
5401 - Gas Utilities
148,088
112,330
148,090
5402 - Water Utilities
384,998
470,620
434,830
5403 - Electric Utilities
1,038,610
1,111,300
1,042,260
5405 - Internet Services
118,337
130,000
117,940
5410 - Property Insurance
245,979
270,110
316,110
5510 - Property Tax Admin. Fee
82,167
101,360
89,160
5530 - Banking Fees Allocation
30,772
0
0
5725 - Other Expenditures
141,527
0
0
5999 - Prior Period Adjustment
3,948
0
0
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5601 - Capital Outlay -Building
5603 - Capital Outlay -Equipment
5606 - Capital Outlay-Furn/Fixtures
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL CAPITAL OUTLAY
DEBT SERVICE
5700 - Interest Expense
5701 - Principal Repayments
5704 - Long Term Debt Repymt Contra
TOTAL DEBT SERVICE
COST ALLOCATION
5990 - Cost Allocation Plan Offset
$ 55,013,569 $ 58,846,590 $ 63,328,620
$ (100)
$
0
$
0
24,015
0
10,000
5,815
0
0
0
475,000
200,000
(5,815)
0
0
$ 23,915
$
475,000
$
210,000
$ 12,538
$
11,980
$
8,200
408,123
94,470
98,250
(408,123)
0
0
$ 12,538
$
106,450
$
106,450
$ (5,527,120)
$
(6,072,840)
$
(6,365,070)
Fiscal Year 2020/21 Preliminary Budget Page 159
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
TOTAL COST ALLOCATION
$
(5,527,120)
$
(6,072,840)
$
(6,365,070)
TRANSFER OUT
9018 - Transfer Out - Traffic Safety
$
210,460
$
220,160
$
10,270
9025 - Transfer Out -Capital Reserve
1,140,000
1,175,000
725,000
9130 - Transfer Out-LMD1
135,820
135,830
36,300
9131 - Transfer Out-LMD2
299,540
324,860
314,280
9136 - Transfer Out-LMD6R
60,370
41,090
39,010
9152 - Transfer Out-SLD2
188,420
284,250
317,330
9157 - Transfer Out-SLD7
62,590
83,920
89,100
9234 - Transfer Out -Fund 234 SRTS
65,000
0
0
9381 -Transfer Out -Fund 381
2,110
0
0
9700 - Transfer Out -Sports Complex
1,770,941
2,166,750
1,401,770
9714 - Transfer Out - Comptr Eq Rplc
1,605,240
0
0
9848 - Transfer Out -Fund 848
214,250
213,530
72,170
TOTAL TRANSFER OUT
$
5,754,741
$
4,645,390
$
3,005,230
TOTAL GENERAL FUND
$
81,704,265
$
88,290,270
$
90,104,500
281-FIRE FUND
PERSONNEL SERVICES
5000 - Regular Salaries
$
12,948,022
$
13,720,630
$
15,040,040
5005 - Overtime Salaries
3,492,792
3,979,510
4,291,190
5010 - Part Time Salaries
119,716
176,450
159,790
Fringe Benefits
8,527,311
9,124,930
11,333,550
5060 - Tuition Reimbursement
1,043
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(5,323,730)
(5,387,530)
(5,978,580)
5083 - Reimb Personnel from CFD 88-1
(2,217,280)
(2,164,860)
(2,223,100)
5093 - Other Funds -Salary Reimbursmnt
(26,732)
(26,730)
(26,840)
TOTAL PERSONNEL SERVICES
$
17,521,142
$
19,432,400
$
22,606,050
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$
13,297
$
27,160
$
23,050
5102 - Training
90,951
155,670
154,130
5150 - Office Supplies & Equipment
27,641
32,550
32,000
5151 - Postage
20
300
300
5152 - Computer Software
2,040
640
0
5155 - Public Relations/Educ Material
30,058
36,750
25,750
5160 - Membership Dues
5,782
10,530
10,330
5161 - Publications & Subscriptions
3,686
14,050
9,270
5165 - Licenses, Permits & Fees
8,467
9,030
8,740
5200 - Operations & Maintenance
266,530
339,420
342,520
5204 - 0 & M/Facilities
42,764
98,000
70,000
5220 - Cellular Technology
48,101
53,200
67,620
Fiscal Year 2020/21 Preliminary Budget Page 16o
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
5240 - Operation of Acquired Property
0
0
10,500
5250 - Vehicle Operations & Maint.
145,372
209,930
210,600
5252 - Emergency Equipment & Veh Rntl
0
1,500
1,500
5255 - Gasoline
30,459
54,520
41,200
5256 - Diesel Fuel
125,997
132,420
136,400
5258 -Propane
9,330
19,000
19,000
5280 - Equip Operations & Maint
22,533
40,500
38,180
5285 - Safety Gear & Equipment
68,936
117,190
121,890
5290 - Specialized Tools & Equipment
41,178
47,200
52,930
5291 - Equipment Supplies & Repairs
28,178
49,100
43,400
5300 - Contract Services
963,593
1,216,610
1,395,660
5304 - Contract Serv/Facilities
178,276
277,200
302,570
5312 - Legal Services
31,497
50,000
50,000
5320 - Hazardous Waste Removal
0
2,500
2,500
5321 - Fire Incident Costs
910
3,500
3,500
5400 - Telephone Utilities
11,836
17,910
27,690
5401 - Gas Utilities
10,340
12,080
10,670
5402 - Water Utilities
21,140
19,640
22,270
5403 - Electric Utilities
77,259
95,010
84,390
5410 - Property Insurance
95,246
95,250
123,090
5411 - Other Insurance
4,310
5,500
5,580
5416 - General Liability Insurance
257,568
295,560
402,850
5417 - General Liability Claims
4,027
0
0
5500 - Assessment Administration
87,371
97,570
97,570
5501 - Admin./General Overhead
2,374,010
2,725,110
3,118,370
5510 - Property Tax Admin. Fee
143,652
123,600
156,010
5530 - Banking Fees Allocation
35,992
0
0
5720 - Misc Contributions to City
239,180
356,160
456,970
TOTAL OPERATIONS & MAINTENANCE
$ 5,547,527 $
6,841,860 $
7,679,000
DEBT SERVICE
5700 - Interest Expense
5701 - Principal Repayments
5704 - Long Term Debt Repymt Contra
TOTAL DEBT SERVICE
TRANSFER OUT
9283 - Transfer Out-CFD 88-1
TOTAL TRANSFER OUT
TOTAL FIRE FUND
282-COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
$ 77,830 $
322,154
(322,154)
$ 77,830 $
63,200 $ 47,560
336,790 352,430
0 0
399,990 $ 399,990
$ 1,188,393
$
1,966,610
$
2,036,930
$ 1,188,393
$
1,966,610
$
2,036,930
$ 24,334,892
$
28,640,860
$
32,721,970
Fiscal Year 2020/21 Preliminary Budget Page 161
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
5081 - Reimb Personnel to Fire Fund 5,323,730 $ 5,387,530 5,978,580
TOTAL PERSONNEL SERVICES $ 5,323,730 $ 5,387,530 $ 5,978,580
OPERATIONS & MAINTENANCE
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5285 - Safety Gear & Equipment
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 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
PERSONNEL SERVICES
5000 - Regular Salaries
5010 - Part Time Salaries
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
Fringe Benefits
5100 - Travel and Meetings
$ 2,866
$
3,200
$
3,110
9,832
10,000
10,000
15,620
0
0
365,188
375,330
367,860
4,045
4,270
4,490
6,139
5,930
7,360
16,620
13,710
13,240
51,804
56,240
62,180
256,870
252,280
292,080
$ 728,984
$
720,960
$
760,320
$ 6,052,714
$
6,108,490
$
6,738,900
$ 2,217,280
$
2,164,860
$
2,223,100
$ 2,217,280
$
2,164,860
$
2,223,100
$ 1,439
$
1,410
$
1,490
3,606
4,000
4,000
86,585
93,420
91,580
1,624
1,600
15,160
1,766
2,070
2,170
4,870
5,240
5,240
13,712
15,180
14,520
108,540
107,030
110,760
$ 222,142
$
229,950
$
244,920
$ 2,439,422
$
2,394,810
$
2,468,020
$ 1,632,898
$
1,842,420
$
1,767,140
765,649
928,810
985,220
$ 2,398,547
$
2,771,230
$
2,752,360
875,314
980,530
929,090
$ 23,752
$
31,740
$
26,280
Fiscal Year 2020/21 Preliminary Budget Page 162
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
5102 - Training
5,551
0
2,500
5105 - Mileage
537
1,000
900
5150 - Office Supplies & Equipment
7,582
20,750
19,000
5152 - Computer Software
360
1,400
0
5160 - Membership Dues
4,433
7,190
6,330
5200 - Operations & Maintenance
759,653
799,700
769,950
5207 - O & M/Capital Supplies
40,575
40,000
40,000
5215 - O & M/Computer Equipment
5,209
20,240
78,330
5220 - Cellular Technology
477
500
500
5298 - Operating Cntra Acct (FS only)
4,998
0
0
5300 - Contract Services
190,740
352,830
312,880
5400 - Telephone Utilities
6,487
10,500
2,650
5402 - Water Utilities
5,715
5,040
6,010
5403 - Electric Utilities
62,897
65,000
68,250
5405 - Internet Services
70,225
54,930
57,480
5501 - Admin./General Overhead
95,100
103,870
114,250
5530 - Banking Fees Allocation
8,566
0
0
5725 - Other Expenditures
0
0
58,400
TOTAL OPERATIONS & MAINTENANCE
$ 2,168,171 $
2,495,220 $
2,492,800
CAPITAL OUTLAY
5606 - Capital Outlay-Furn/Fixtures
5699 - Capital Proj Contra Acct (FS)
TOTAL CAPITAL OUTLAY
TRANSFER OUT
9329 - Transfer Out -Library Cap Fund
TOTAL TRANSFER OUT
TOTAL LIBRARY FUND
TOTAL OPERATING BUDGET
$ 4,998
$
5,000
$
5,000
(4,998)
0
0
$ 0
$
5,000
$
5,000
$ 0
$
500,000
$
500,000
$ 0
$
500,000
$
500,000
$ 4.566.718
$
5.771.450
$
5.750.160
119 099 011 P 111 705_990 137.791 550
Fiscal Year 2020/21. Preliminary Budget Page 163
City of Rancho Cucamonga, California
Expenditure Summary by Department
All Funds
Fiscal Year 2020/21 Preliminary Budget
Public Works Services
12.15%
Planning
3.08%
Engineering Services
18.55%
Building and Safety
Services
0.81 %
Econ. and Comm.
Dev.
0.43%
Innovation and
Technology
2.02%
Human Resources
0.40%
Governance
1.39%
Police
20.51 %
Fire District
21.41 %
Animal Care and
Services
1.41 %
Records Management
0.57%
Finance
I L Community Services
2.69% Libra Services
Administrative
2 99%
5.01 %
Services
6.60%
Governance
$ 3,115,840
Police
45,983,570
Fire District
48,008,860
Animal Care and Services
3,161,730
Records Management
1,279,650
Community Services
11,232,050
Library Services
6,701,910
Administrative Services
14,790,350
Finance
6,023,580
Human Resources
900,570
Innovation and Technology
4,536,130
Econ. and Comm. Dev.
954,150
Building and Safety Services
1,814,530
Engineering Services
41,598,260
Planning
6,896,260
Public Works Services
27,233,790
Total All Funds Budget $ 224,231,230
Fiscal Year 2020/21 Preliminary Budget Page 164
City of Rancho Cucamonga
Expenditure Summary by Category
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
PERSONNEL SERVICES
$
43,418,446
$
48,766,250
$
44,603,110
OPERATIONS & MAINTENANCE
90,366,696
93,329,930
95,377,950
CAPITAL OUTLAY
17,082,058
79,121,470
32,509,410
DEBT SERVICE
663,877
2,517,260
2,495,710
COST ALLOCATION
(5,527,120)
(6,072,840)
(6,365,070)
TRANSFER OUT
9,707,287
9,184,670
7,628,100
TOTAL CITY OF RANCHO CUCAMONGA
$
155,711,244
$
226,846,740
$
176,249,210
R.C. FIRE PROTECTION DISTRICT
PERSONNEL SERVICES
$
25,062,151
$
26,984,790
$
30,807,730
OPERATIONS & MAINTENANCE
7,144,238
8,322,350
9,415,150
CAPITAL OUTLAY
2,541,598
3,960,500
5,204,550
DEBT SERVICE
77,830
399,990
399,990
TRANSFER OUT
1,347,023
2,074,030
2,154,600
TOTAL R.C. FIRE PROTECTION DISTRICT
$
36,172,840
$
41,741,660
$
47,982,020
TOTAL ALL FUNDS
$ 191,884,084 $ 268,588,400 $ 224,231,230
Fiscal Year 2020/21 Preliminary Budget Page 165
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
001-GENERAL FUND
5000 - Regular Salaries
$ 15,948,112 $
18,381,960 $
17,612,350
5005 - Overtime Salaries
283,341
353,160
348,680
5010 - Part Time Salaries
2,204,017
2,327,240
2,822,640
Fringe Benefits
7,905,874
9,137,900
8,907,170
5060 - Tuition Reimbursement
27,157
26,000
26,000
5061 - Employee Development
91,213
101,040
86,540
5065 - Coffee Fund
3,776
5,000
5,000
5070 - Executive Reimbursement
15,962
10,000
18,000
5093 - Other Funds -Salary Reimbursmnt
(52,830)
(52,620)
(7,110)
5100 - Travel and Meetings
346,974
415,000
333,970
5102 - Training
239,888
322,890
262,130
5105 - Mileage
7,003
7,730
6,630
5150 - Office Supplies & Equipment
190,070
226,060
222,310
5151 - Postage
75,225
98,410
98,440
5152 - Computer Software
13,329
8,980
10,780
5160 - Membership Dues
144,935
181,870
185,540
5161 - Publications & Subscriptions
18,028
23,880
26,770
5165 - Licenses, Permits & Fees
196,609
194,750
120,530
5200 - Operations & Maintenance
1,262,423
1,680,950
1,893,510
5201 - O & M/Volunteer Program
19,781
20,000
20,000
5204 - O & M/Facilities
390,199
468,000
448,880
5207 - O & M/Capital Supplies
55,032
0
24,000
5210 - O & M/Crime Prevention
20,659
29,000
29,000
5215 - O & M/Computer Equipment
20,036
23,500
29,430
5217 - Technical Investigative Costs
117,950
200,780
168,580
5220 - Cellular Technology
123,413
147,010
153,310
5250 - Vehicle Operations & Maint.
347,465
449,350
524,380
5251 - Depreciation - Vehicles
250,900
443,260
443,260
5252 - Emergency Equipment & Veh Rntl
23,070
37,000
37,000
5253 - Vehicle Collision Repair
46,036
100,000
100,000
5255 - Gasoline
548,818
546,000
540,610
5256 - Diesel Fuel
15,000
15,000
12,470
5257 - CNG Fuel
13,560
13,400
10,870
5260 - O&M/Animal Care
115,776
116,630
117,630
5262 - O&M/Community & Info Programs
2,171
4,000
2,000
5263 - O&M/Field Services
5,252
5,000
4,000
5264 - O&M/Veterinarian Services
174,552
139,000
139,000
5265 - O&M/Kitten Nursery
33,058
20,090
10,000
5280 - Equip Operations & Maint
25,350
30,480
30,690
5281 - Depreciation - Equipment
49,100
86,740
86,740
5283 - Depreciation -Computer Equip
421,550
584,190
584,190
5285 - Safety Gear & Equipment
40,711
46,000
46,000
5298 - Operating Cntra Acct (FS only)
5,815
0
0
5300 - Contract Services
44,360,841
46,367,680
51,236,710
Fiscal Year 2020/21 Preliminary Budget Page 166
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5303 - Contract Serv/Reimbursable
103,775
240,450
240,450
5304 - Contract Serv/Facilities
1,402,061
1,840,080
1,873,500
5310 - Tree Maintenance
671,444
575,000
200,000
5312 - Legal Services
678,468
656,250
576,250
5320 - Hazardous Waste Removal
10,414
24,320
24,320
5360 - Contract Serv/Animal Care
16,167
14,820
43,660
5362 - Contract Serv/Comm & Info Prgm
540
2,490
1,030
5363 - Contract Serv/Field Services
9,000
15,500
15,500
5364 - Contract Serv/Vet Services
63,604
56,400
66,400
5365 - Cont Srv-Spay/Neuter Program
7,675
40,000
47,500
5400 - Telephone Utilities
135,416
132,930
132,260
5401 - Gas Utilities
148,088
112,330
148,090
5402 - Water Utilities
384,998
470,620
434,830
5403 - Electric Utilities
1,038,610
1,111,300
1,042,260
5405 - Internet Services
118,337
130,000
117,940
5410 - Property Insurance
245,979
270,110
316,110
5510 - Property Tax Admin. Fee
82,167
101,360
89,160
5530 - Banking Fees Allocation
30,772
0
0
5601 - Capital Outlay -Building
(100)
0
0
5603 - Capital Outlay -Equipment
24,015
0
10,000
5606 - Capital Outlay-Furn/Fixtures
5,815
0
0
5650 - Capital Project
0
475,000
200,000
5699 - Capital Proj Contra Acct (FS)
(5,815)
0
0
5700 - Interest Expense
12,538
11,980
8,200
5701 - Principal Repayments
408,123
94,470
98,250
5704 - Long Term Debt Repymt Contra
(408,123)
0
0
5725 - Other Expenditures
141,527
0
0
5990 - Cost Allocation Plan Offset
(5,527,120)
(6,072,840)
(6,365,070)
9018 - Transfer Out - Traffic Safety
210,460
220,160
10,270
9025 - Transfer Out -Capital Reserve
1,140,000
1,175,000
725,000
9130 - Transfer Out-LMD1
135,820
135,830
36,300
9131 - Transfer Out-LMD2
299,540
324,860
314,280
9136 - Transfer Out-LMD6R
60,370
41,090
39,010
9152 - Transfer Out-SLD2
188,420
284,250
317,330
9157 - Transfer Out-SLD7
62,590
83,920
89,100
9234 - Transfer Out -Fund 234 SRTS
65,000
0
0
9381 - Transfer Out -Fund 381
2,110
0
0
9700 - Transfer Out -Sports Complex
1,770,941
2,166,750
1,401,770
9714 - Transfer Out - Comptr Eq Rplc
1,605,240
0
0
9848 - Transfer Out -Fund 848
214,250
213,530
72,170
TOTAL GENERAL FUND
$ 81,700,317 $
88,290,270 $
90,104,500
003-REIMB ST/COUNTY PARKING CIT
5200 - Operations & Maintenance
$ 168,905 $
162,480 $
111,330
TOTAL REIMB ST/COUNTY PARKING CIT
$ 168,905 $
162,480 $
111,330
Fiscal Year 2020/21 Preliminary Budget Page 167
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
006-CVWD REIMBURSEMENTS
5000 - Regular Salaries
$ 91,773 $
102,290 $
65,370
Fringe Benefits
43,864
49,100
31,380
5200 - Operations & Maintenance
62,243
86,500
62,500
5250 - Vehicle Operations & Maint.
1,263
10,000
22,180
5252 - Emergency Equipment & Veh Rntl
0
1,000
1,000
5255 - Gasoline
0
0
5,390
5256 - Diesel Fuel
0
0
2,530
5257 - CNG Fuel
0
0
2,530
5280 - Equip Operations & Maint
493
500
500
9001 - Transfer Out -General Fund
71,850
64,720
90,510
9174 - Transfer Out -Fund 174
0
150,000
0
9712 - T/O Equipment/Vehicle Replacem
0
150,000
300,000
TOTAL CVWD REIMBURSEMENTS
$ 271,486 $
614,110 $
583,890
016-COMM DEV TECHNICAL SRVCS FUND
5100 - Travel and Meetings
$ 0 $
1,400 $
0
5102 - Training
0
500
500
5200 - Operations & Maintenance
2,714
5,200
3,000
5207 - O & M/Capital Supplies
12,039
0
0
5300 - Contract Services
410,451
554,000
3,000
TOTAL COMM DEV TECHNICAL SRVCS FUND
$ 425,204 $
561,100 $
6,500
017-LAW ENFORCEMENT RESERVE
5200 - Operations & Maintenance
$
0
$ 1,300
$
1,300
5207 - O & M/Capital Supplies
2,941
33,000
30,000
5300 - Contract Services
26,000
198,000
78,000
5501 - Admin./General Overhead
5,580
2,420
10,200
5530 - Banking Fees Allocation
11,755
0
0
5603 - Capital Outlay -Equipment
158,647
415,000
359,000
TOTAL LAW ENFORCEMENT RESERVE
$
204,923
$ 649,720
$
478,500
018-TRAFFIC SAFETY
5300 - Contract Services
$
374,035
$ 405,000
$
112,000
5501 - Admin./General Overhead
3,740
4,260
0
TOTAL TRAFFIC SAFETY
$
377,775
$ 409,260
$
112,000
0194NFO TECHNOLOGY -DEVELOPMENT
5501 - Admin./General Overhead
$
105,450
$ 0
$
0
9020 - Transfer Out -Fund 020
1,063,222
0
0
TOTAL INFO TECHNOLOGY -DEVELOPMENT
$
1,168,672
$ 0
$
0
020-CITY TECHNOLOGY FEE FUND
5501 - Admin./General Overhead
$ 140 $ 97,560 $ 145,380
Fiscal Year 2020/21 Preliminary Budget Page 168
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL CITY TECHNOLOGY FEE FUND
022-MOBILE HOME PARK PROGRAM
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5720 - Misc Contributions to City
TOTAL MOBILE HOME PARK PROGRAM
023-SB1186 CERT ACCESS SPEC PROG
5102 - Training
5160 - Membership Dues
5200 - Operations & Maintenance
5501 - Admin./General Overhead
TOTAL SB1186 CERT ACCESS SPEC PROG
025-CAPITAL RESERVE
5005 - Overtime Salaries
5200 - Operations & Maintenance
5207 - 0 & 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
5530 - Banking Fees Allocation
5600 - Capital Outlay -Land
5602 - Capital Outlay -Bldg & Imprvmnt
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
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
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
1'+u
a
7I'Dou
a
14J,36u
$ 3,150
$
3,150
$
16,710
0
31,000
15,500
390
2,360
3,430
0
0
7,110
$ 3,540
$
36,510
$
42,750
$ 0
$
780
$
700
0
0
80
3,459
3,600
3,600
1,530
1,350
1,350
$ 4,989
$
5,730
$
5,730
$ 0
$
5,000
$
0
244,144
74,000
0
9,884
150,400
172,150
86,097
0
0
62,278
416,900
367,400
0
70,000
0
20,848
20,000
20,000
29,172
34,910
33,220
367,111
424,690
675,270
527,916
500,000
500,000
36,700
67,350
8,310
68,733
0
0
5,202,315
0
0
228,063
922,000
557,000
0
0
220,000
119,672
5,000
0
100,540
2,155,000
1,740,000
(86,097)
0
0
0
960,360
934,840
334,490
429.660
421.870
$ 1,682,765 $
e ?7n
897,300 $ 1,069,080
9,460 10,140
GOO '7rn 4 1 MO 11n
Fiscal Year 2020/21 Preliminary Budget Page 169
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
100-ASSESSMENT DISTRICTS ADMIN
5000 - Regular Salaries
$ 124,465 $
159,430 $
182,570
Fringe Benefits
59,894
75,950
87,060
5100 - Travel and Meetings
3,444
7,350
6,280
5102 - Training
2,420
3,000
1,000
5105 - Mileage
247
300
300
5150 - Office Supplies & Equipment
0
1,500
500
5151 - Postage
0
10,000
0
5200 - Operations & Maintenance
15,960
29,240
29,240
5300 - Contract Services
88,970
178,660
263,260
5501 - Admin./General Overhead
470,570
605,800
444,420
9001 - Transfer Out -General Fund
108,270
0
0
9131 - Transfer Out-LMD2
15,350
0
0
9133 - Transfer Out -Fund 133
2,830
0
0
9134 - Transfer Out -Fund 134
10,100
0
0
9137 - Transfer Out -Fund 137
6,870
0
0
9138 - Transfer Out -Fund 138
400
0
0
9139 - Transfer Out -Fund 139
4,040
0
0
9140 - Transfer Out -Fund 140
2,020
0
0
9151 - Transfer Out -Fund 151
70,300
0
0
9152 - Transfer Out-SLD2
16,560
0
0
9153 - Transfer Out-SLD3
15,760
0
0
9154 - Transfer Out-SLD4
10,100
0
0
9155 - Transfer Out-SLD5
3,230
0
0
9156 - Transfer Out-SLD6
2,420
0
0
9158 - Transfer Out-SLD6
4,040
0
0
9281 - Transfer Out -Fire Fund
3,230
0
0
9812 - Transfer out to Fund 812
4,440
0
0
9820 - Transfer out-CFD 2004-01
14,540
0
0
9838 - Transfer Out -Fund 838
810
0
0
9841 - Transfer Out -AD 93-1
1,210
0
0
9842 - Transfer out to Fund 842
4,040
0
0
9852 - Transfer out to Fund 852
6,460
0
0
9854 - Transfer Out to Fund 854
2,020
0
0
9856 - Transfer out to Fund 856
17,780
0
0
9858 - Transfer out to Fund 858
15,350
0
0
9860 - Transfer out to Fund 860
22,220
0
0
9862 - Transfer out to Fund 862
810
0
0
9864 - Transfer out to Fund 864
16,970
0
0
9866 - Transfer out to Fund 866
3,640
0
0
9868 - Transfer Out -Fund 868
810
0
0
9869 - Transfer Out -Fund 869
8,890
0
0
9871 - Transfer Out -Fund 871
8,890
0
0
TOTAL ASSESSMENT DISTRICTS ADMIN
$ 1,170,370 $
1,071,230 $
1,014,630
101-AD 93-1 MASI COMMERCE CENTER
Fiscal Year 2020/21 Preliminary Budget Page 170
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5501 - Admin./General Overhead
220
$
210
$
180
TOTAL AD 93-1 MASI COMMERCE CENTER
$
220
$
210
$
180
105-AB2766 AIR QUALITY IMPROVEMENT
5200 - Operations & Maintenance
$
15,227
$
15,560
$
13,650
5300 - Contract Services
1,410
1,410
1,580
5501 - Admin./General Overhead
430
840
5,170
5604 - Capital Outlay -Vehicles
424,849
0
84,000
5607 - Cap Outlay-Impry Oth Than Bldg
0
160,000
0
5650 - Capital Project
781,316
813,180
216,000
TOTAL AB2766 AIR QUALITY IMPROVEMENT
$
1,223,232
$
990,990
$
320,400
106-MSRC AIR POLLUTION REDUCT GRNT
5604 - Capital Outlay -Vehicles
$
0
$
0
$
30,000
TOTAL MSRC AIR POLLUTION REDUCT GRNT
$
0
$
0
$
30,000
110-BEAUTIFICATION
5501 - Admin./General Overhead
$
270
$
440
$
450
5650 - Capital Project
126,195
410,000
0
TOTAL BEAUTIFICATION
$
126,465
$
410,440
$
450
111-PARK LAND ACQUISITION
5300 - Contract Services
$
0
$
30,350
$
0
5501 - Admin./General Overhead
290
360
1,370
TOTAL PARK LAND ACQUISITION
$
290
$
30,710
$
1,370
112-DRAINAGE FAC/GENERAL
5000 - Regular Salaries
$
23,570
$
27,670
$
29,030
Fringe Benefits
11,445
13,290
13,940
5501 - Admin./General Overhead
6,430
6,710
6,900
5650 - Capital Project
323,397
100,000
100,000
TOTAL DRAINAGE FAC/GENERAL
$
364,842
$
147,670
$
149,870
113-COMMUNITY/REC CENTER DEVELPMNT
5300 - Contract Services
$
0
$
10,000
$
0
5501 - Admin./General Overhead
110
140
500
TOTAL COMMUNITY/REC CENTER DEVELPMNT
$
110
$
10,140
$
500
114-DRAINAGE-ETIWANDA/SAN SEVAINE
5298 - Operating Cntra Acct (FS only)
$
176,537
$
0
$
0
5501 - Admin./General Overhead
390
370
120
5650 - Capital Project
176,537
0
0
5699 - Capital Proj Contra Acct (FS)
(176,537)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 171
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE
115-HENDERSON/WARDMAN DRAINAGE
5501 - Admin./General Overhead
TOTAL HENDERSON/WARDMAN DRAINAGE
116-ETIWANDA DRAINAGE
5000 - Regular Salaries
Fringe Benefits
5298 - Operating Cntra Acct (FS only)
5501 - Admin./General Overhead
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL ETIWANDA DRAINAGE
118-UPPER ETIWANDA DRAINAGE
5501 - Admin./General Overhead
TOTAL UPPER ETIWANDA DRAINAGE
119-PARK IMPROVEMENT
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL PARK IMPROVEMENT
120-PARK DEVELOPMENT
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5150 - Office Supplies & Equipment
5160 - Membership Dues
5161 - Publications & Subscriptions
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
TOTAL PARK DEVELOPMENT
122-SOUTH ETIWANDA DRAINAGE
5501 - Admin./General Overhead
$ 176,927
$ 370
$
120
$ 250
$ 260
$
360
$ 250
$ 260
$
360
$ 22,287
$ 23,930
$
22,000
10,821
11,490
10,560
53,341
0
0
4,190
4,180
3,070
53,341
100,000
100,000
(53,341)
0
0
$ 90,639
$ 139,600
$
135,630
$ 380
$ 390
$
220
$ 380
$ 390
$
220
$ 0
$ 14,660
$
0
0
0
150
$ 0
$ 14,660
$
150
$ 62,572
$ 67,540
$
70,640
15,089
0
0
30,601
32,420
33,910
0
2,300
2,500
80
500
500
187
200
200
235
240
240
144
0
150
3,364
500
500
2,375
50,000
50,000
15,680
15,020
15,220
12,464
0
0
0
150,000
0
63,021
450,000
250,000
$ 205,812
$ 768,720
$
423,860
$ 160
$ 240
$
410
Fiscal Year 2020/21 Preliminary Budget
Page 172
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL SOUTH ETIWANDA DRAINAGE
123-LIBRARY IMPACT FEE
5300 - Contract Services
TOTAL LIBRARY IMPACT FEE
124-TRANSPORTATION
5000 - Regular Salaries
Fringe Benefits
5298 - Operating Cntra Acct (FS only)
5501 - Admin./General Overhead
5530 - Banking Fees Allocation
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL TRANSPORTATION
125-ANIMAL CENTER IMPACT FEE
5300 - Contract Services
TOTAL ANIMAL CENTER IMPACT FEE
126-LOWER ETIWANDA DRAINAGE
5501 - Admin./General Overhead
TOTAL LOWER ETIWANDA DRAINAGE
127-POLICE IMPACT FEE
5309 - Contract Srvc/Electric Utility
TOTAL POLICE IMPACT FEE
128-ETIWANDA NO. EQUESTRIAN FACIL.
5501 - Admin./General Overhead
TOTAL ETIWANDA NO. EQUESTRIAN FACIL.
129-UNDERGROUND UTILITIES
5501 - Admin./General Overhead
5530 - Banking Fees Allocation
5650 - Capital Project
TOTAL UNDERGROUND UTILITIES
130-LMD #1 GENERAL CITY
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
$ 160 $
240
$ 410
$ 0 $
3,330
$ 0
$ 0 $
3,330
$ 0
$ 376,141
$ 396,400
$
379,230
182,329
190,280
182,040
69,000
0
0
83,150
62,650
62,040
41,077
0
0
3,127,511
7,747,500
1,440,650
(69,000)
0
0
$ 3,810,208
$ 8,396,830
$
2,063,960
$ 0
$ 720
$
0
$ 0
$ 720
$
0
$ 390
$ 400
$
230
$ 390
$ 400
$
230
$ 0
$ 960
$
0
$ 0
$ 960
$
0
$ 170
$ 180
$
260
$ 170
$ 180
$
260
$ 3,180
$ 3,210
$
4,060
14,911
0
0
184,753
77,000
77,000
$ 202,844
$ 80,210
$
81,060
$ 16,773 $ 17,820 $ 17,820
3,734 5,000 0
8,392 9,560 8,560
59,917 70,100 70,100
Fiscal Year 2020/21 Preliminary Budget
Page 173
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5204 - O & M/Facilities
0
2,300
2,300
5250 - Vehicle Operations & Maint.
1,864
2,000
2,000
5252 - Emergency Equipment & Veh Rntl
269
5,800
5,800
5280 - Equip Operations & Maint
0
2,000
2,000
5298 - Operating Cntra Acct (FS only)
20,880
0
0
5300 - Contract Services
538,602
649,360
550,850
5304 - Contract Serv/Facilities
5,057
7,630
7,410
5310 - Tree Maintenance
52,500
52,500
52,500
5400 - Telephone Utilities
1,663
2,000
2,000
5402 - Water Utilities
320,210
342,760
342,760
5403 - Electric Utilities
44,308
65,980
52,790
5500 - Assessment Administration
56,230
62,850
62,850
5501 - Admin./General Overhead
45,930
47,410
56,150
5607 - Cap Outlay-Impry Oth Than Bldg
87,618
363,000
40,000
5650 - Capital Project
0
50,000
0
5699 - Capital Proj Contra Acct (FS)
(20,880)
0
0
5720 - Misc Contributions to City
660
660
660
9141 - Transfer Out -Fund 141
90,000
90,000
90,000
TOTAL LMD #1 GENERAL CITY
$
1,333,727
$
1,848,730
$
1,366,550
131-LMD #2 VICTORIA
5000 - Regular Salaries
$
483,707
$
555,760
$
573,110
5005 - Overtime Salaries
537
1,090
1,090
5010 - Part Time Salaries
54,637
90,220
46,320
Fringe Benefits
235,499
284,810
286,550
5200 - Operations & Maintenance
55,497
86,150
86,150
5220 - Cellular Technology
0
0
690
5250 - Vehicle Operations & Maint.
4,936
5,000
5,000
5252 - Emergency Equipment & Veh Rntl
0
200
200
5298 - Operating Cntra Acct (FS only)
192,960
0
0
5300 - Contract Services
999,135
1,627,240
1,533,420
5310 - Tree Maintenance
163,192
163,340
163,340
5402 - Water Utilities
709,298
801,940
801,940
5403 - Electric Utilities
53,723
72,420
61,790
5500 - Assessment Administration
31,390
35,080
35,080
5501 - Admin./General Overhead
280,010
289,680
322,630
5504 - Interfund Allocation
78,000
80,430
86,230
5603 - Capital Outlay -Equipment
5,040
0
0
5607 - Cap Outlay-Impry Oth Than Bldg
0
114,000
100,000
5650 - Capital Project
272,651
642,550
42,500
5699 - Capital Proj Contra Acct (FS)
(192,960)
0
0
TOTAL LMD #2 VICTORIA
$
3,427,252
$
4,849,910
$
4,146,040
132-LMD #3A HYSSOP
5200 - Operations & Maintenance
$
159
$
1,250
$
1,250
5300 - Contract Services
2,590
5,260
5,560
Fiscal Year 2020/21 Preliminary Budget Page 174
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5310 - Tree Maintenance
0
900
900
5402 - Water Utilities
911
1,320
1,320
5403 - Electric Utilities
502
900
900
5500 - Assessment Administration
50
50
50
5501 - Admin./General Overhead
600
1,320
720
TOTAL LMD #3A HYSSOP
$ 4,812 $
11,000 $
10,700
133-LMD #311 MEDIANS
5000 - Regular Salaries
$ 63,673 $
76,640 $
78,020
5010 - Part Time Salaries
9,688
21,600
11,010
Fringe Benefits
31,076
41,110
40,180
5152 - Computer Software
495
500
500
5200 - Operations & Maintenance
6,866
16,450
17,050
5204 - O & M/Facilities
1,770
11,500
11,500
5300 - Contract Services
371,343
694,300
527,950
5304 - Contract Serv/Facilities
118,952
210,480
168,760
5310 - Tree Maintenance
16,824
26,210
26,210
5400 - Telephone Utilities
(36)
0
0
5402 - Water Utilities
101,339
120,470
120,470
5403 - Electric Utilities
36,618
44,480
44,480
5500 - Assessment Administration
5,580
6,240
6,240
5501 - Admin./General Overhead
37,170
39,820
43,220
5650 - Capital Project
0
90,000
0
TOTAL LMD #311 MEDIANS
134-LMD #4R TERRA VISTA
$ 801,358 $ 1,399,800 $ 1,095,590
5000 -
Regular Salaries
$ 574,252 $
678,970 $
683,180
5005 -
Overtime Salaries
1,354
1,050
1,050
5010 -
Part Time Salaries
38,995
47,280
26,140
Fringe Benefits
278,587
335,370
334,400
5200 -
Operations & Maintenance
54,978
99,750
99,750
5220 -
Cellular Technology
0
0
690
5250 -
Vehicle Operations & Maint.
6,000
6,000
6,000
5252 -
Emergency Equipment & Veh Rntl
0
1,700
1,700
5280 -
Equip Operations & Maint
1,013
3,750
3,750
5300 -
Contract Services
365,620
664,110
680,320
5310 -
Tree Maintenance
74,970
74,970
74,970
5402 -
Water Utilities
319,290
382,810
371,420
5403 -
Electric Utilities
23,609
33,940
27,160
5500 -
Assessment Administration
18,770
20,980
20,980
5501 -
Admin./General Overhead
228,600
235,870
255,460
5603 -
Capital Outlay -Equipment
5,052
0
0
5607 -
Cap Outlay-Impry Oth Than Bldg
0
430,000
0
5650 -
Capital Project
19,217
400,000
400,000
Fiscal Year 2020/21 Preliminary Budget Page 175
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL LMD #4R TERRA VISTA
135-LMD #5 ANDOVER
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5250 - Vehicle Operations & Maint.
5300 - Contract Services
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
TOTAL LMD #5 ANDOVER
136-LMD #6R CARYN COMMUNITY
5000 - Regular Salaries
Fringe Benefits
5200 - Operations & Maintenance
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
TOTAL LMD #6R CARYN COMMUNITY
137-LMD #7 NORTH ETIWANDA
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - O & M/Facilities
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5720 - Misc Contributions to City
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
$ 2.010.307 $ 3.416.550 $ 2.986.970
$ 1,920
$ 1,910
$
1,530
467
840
0
959
1,090
740
326
1,300
1,300
0
70
70
431
1,580
1,640
619
800
650
254
490
490
220
240
240
880
1,350
830
$ 6,076
$ 9,670
$
7,490
$ 10,752
$ 13,230
$
12,310
5,221
6,360
5,910
6,586
11,900
11,900
0
200
200
226,392
330,830
325,980
34,850
34,850
34,850
135,424
182,300
155,760
5,750
7,330
7,330
5,980
6,680
6,680
33,350
35,510
40,540
$ 464,305
$ 629,190
$
601,460
$ 120,198
$ 130,280
$
135,720
9,026
13,160
6,420
58,106
65,170
66,740
11,968
39,800
39,800
0
1,500
1,500
2,635
2,200
3,200
349,998
464,690
479,830
1,519
11,300
2,750
25,090
25,090
25,090
(51)
0
0
247,478
364,960
272,800
19,781
23,280
23,280
14,430
16,130
16,130
89,410
93,960
104,430
680
680
680
Fiscal Year 2020/21 Preliminary Budget Page 176
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
TOTAL LMD #7 NORTH ETIWANDA
138-LMD #8 SOUTH ETIWANDA
5000 - Regular Salaries
Fringe Benefits
5200 - Operations & Maintenance
5300 - Contract Services
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
TOTAL LMD #8 SOUTH ETIWANDA
139-LMD #9 LOWER ETIWANDA
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5220 - Cellular Technology
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5650 - Capital Project
TOTAL LMD #9 LOWER ETIWANDA
140-LMD #10 RANCHO ETIWANDA
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - 0 & M/Facilities
5252 - Emergency Equipment & Veh Rntl
5280 - Equip Operations & Maint
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
2019/20
2020/21
2018/19 Adopted
Preliminary
Actual Budget
Budget
$ 950,268 $ 1,252,200 $ 1,178,370
$ 2,846
$
3,980
$
3,550
1,382
1,920
1,710
999
2,250
2,250
6,905
10,600
11,370
0
3,720
3,720
4,845
6,390
5,780
769
1,160
1,160
950
1,060
1,060
7,630
8,880
9,280
$ 26,326
$
39,960
$
39,880
$ 194,806
$
207,890
$
213,970
14,369
21,200
11,470
94,099
104,030
105,540
10,195
30,510
30,510
2,618
2,740
690
0
1,200
1,200
82,602
167,230
249,870
28,880
33,930
33,930
52,162
62,780
62,780
5,307
7,680
7,680
6,890
7,700
7,700
53,500
57,960
59,110
1,000
0
0
0
500,000
40,000
$ 546,428
$
1,204,850
$
824,450
$ 151,837
$
162,200
$
166,340
0
1,050
1,050
15,086
31,110
16,510
73,916
84,080
83,950
11,715
21,400
21,400
0
1,500
1,500
2,179
2,000
3,300
0
500
500
101,240
206,910
163,020
2,011
12,540
3,770
11,500
11,800
11,800
92,481
109,590
109,590
14,469
17,560
17,560
Fiscal Year 2020/21 Preliminary Budget Page 177
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5500 - Assessment Administration
4,120
4,120
4,120
5501 - Admin./General Overhead
69,780
73,330
81,610
5603 - Capital Outlay -Equipment
2,000
0
0
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
65,000
5720 - Misc Contributions to City
650
650
650
TOTAL LMD #10 RANCHO ETIWANDA
$ 552,984 $
740,340 $
751,670
141-LMD 1 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
$ 1,261 $
10,000 $
10,000
5300 - Contract Services
3,920
30,000
30,000
5501 - Admin./General Overhead
440
620
550
TOTAL LMD 1 CAPITAL REPLACEMENT FUND
$ 5,621 $
40,620 $
40,550
150-GENERAL CITY STREET LIGHTS
5200 - Operations & Maintenance
$ 95,559 $
100,000 $
100,000
5300 - Contract Services
210,521
250,000
250,000
5501 - Admin./General Overhead
20
1,620
4,830
TOTAL GENERAL CITY STREET LIGHTS
$ 306,100 $
351,620 $
354,830
151-SLD #1 ARTERIAL
5000 - Regular Salaries
$ 14,630 $
14,560 $
15,360
5005 - Overtime Salaries
9
0
0
Fringe Benefits
7,014
6,990
7,380
5102 - Training
180
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
7,864
7,990
7,990
5220 - Cellular Technology
0
2,000
2,000
5280 - Equip Operations & Maint
48
500
500
5298 - Operating Cntra Acct (FS only)
34,994
0
0
5300 - Contract Services
17,136
47,750
47,750
5400 - Telephone Utilities
1,296
1,500
1,500
5403 - Electric Utilities
339,284
358,160
358,160
5500 - Assessment Administration
136,890
152,990
152,990
5501 - Admin./General Overhead
50,230
51,220
58,710
5650 - Capital Project
34,994
0
0
5699 - Capital Proj Contra Acct (FS)
(34,994)
0
0
5700 - Interest Expense
39,129
37,540
35,320
5701 - Principal Repayments
209,921
212,130
212,130
5704 - Long Term Debt Repymt Contra
(209,921)
0
0
9025 - Transfer Out -Capital Reserve
35,080
0
0
9150 - Transfer Out -Fund 150
40,536
112,200
113,200
TOTAL SLD #1 ARTERIAL
$ 724,370 $
1,005,760 $
1,013,220
152-SLD #2 RESIDENTIAL
5298 - Operating Cntra Acct (FS only)
$ 9,293 $
0 $
0
Fiscal Year 2020/21 Preliminary Budget Page 178
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5300 - Contract Services
2,937
20,980
20,980
5403 - Electric Utilities
204,416
235,930
269,740
5500 - Assessment Administration
34,070
38,080
38,080
5501 - Admin./General Overhead
2,540
1,900
1,920
5650 - Capital Project
10,413
0
0
5699 - Capital Proj Contra Acct (FS)
(9,293)
0
0
5700 - Interest Expense
40,264
38,260
35,990
5701 - Principal Repayments
215,938
216,190
216,190
5704 - Long Term Debt Repymt Contra
(215,938)
0
0
9025 - Transfer Out -Capital Reserve
42,100
0
0
9150 - Transfer Out -Fund 150
39,270
109,840
110,860
TOTAL SLD #2 RESIDENTIAL
$ 376,010 $
661,180 $
693,760
153-SLD #3 VICTORIA
5000 - Regular Salaries
$ 19,802 $
19,640 $
21,270
5005 - Overtime Salaries
9
0
0
Fringe Benefits
9,482
9,430
10,210
5102 - Training
180
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
9,863
9,940
9,940
5298 - Operating Cntra Acct (FS only)
4,762
0
0
5300 - Contract Services
0
8,050
8,050
5403 - Electric Utilities
100,047
100,150
100,150
5500 - Assessment Administration
30,640
34,240
34,240
5501 - Admin./General Overhead
6,930
8,010
6,740
5650 - Capital Project
4,762
0
0
5699 - Capital Proj Contra Acct (FS)
(4,762)
0
0
5700 - Interest Expense
15,115
14,370
13,520
5701 - Principal Repayments
81,063
81,170
81,170
5704 - Long Term Debt Repymt Contra
(81,063)
0
0
9025 - Transfer Out -Capital Reserve
15,980
0
0
9150 - Transfer Out -Fund 150
15,201
43,550
43,960
TOTAL SLD #3 VICTORIA
154-SLD #4 TERRA VISTA
$ 228,061 $ 328,780 $ 329,480
5000 - Regular Salaries
$ 19,764 $
19,640 $
21,270
5005 - Overtime Salaries
437
600
0
Fringe Benefits
9,464
9,430
10,210
5102 - Training
190
190
190
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
4,940
4,940
4,940
5280 - Equip Operations & Maint
706
1,000
1,000
5298 - Operating Cntra Acct (FS only)
3,096
0
0
5300 - Contract Services
0
3,730
3,730
5403 - Electric Utilities
37,825
43,280
45,730
5500 - Assessment Administration
18,750
20,950
20,950
Fiscal Year 2020/21 Preliminary Budget Page 179
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5501 - Admin./General Overhead
4,960
6,020
5,250
5650 - Capital Project
23,195
0
0
5699 - Capital Proj Contra Acct (FS)
(3,096)
0
0
5700 - Interest Expense
7,624
7,250
6,820
5701 - Principal Repayments
40,886
40,960
40,960
5704 - Long Term Debt Repymt Contra
(40,886)
0
0
9025 - Transfer Out -Capital Reserve
10,090
0
0
9150 - Transfer Out -Fund 150
7,601
20,220
20,410
TOTAL SLD #4 TERRA VISTA
$
145,596
$ 178,260
$
181,510
155-SLD #5 CARYN COMMUNITY
5000 - Regular Salaries
$
4,604
$ 4,590
$
4,840
5005 - Overtime Salaries
3
0
0
Fringe Benefits
2,207
2,210
2,330
5102 - Training
177
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
6,332
8,990
8,990
5298 - Operating Cntra Acct (FS only)
2,170
0
0
5300 - Contract Services
0
1,770
1,770
5403 - Electric Utilities
8,438
19,400
20,320
5500 - Assessment Administration
5,970
6,670
6,670
5501 - Admin./General Overhead
1,540
2,090
1,510
5650 - Capital Project
2,170
0
0
5699 - Capital Proj Contra Acct (FS)
(2,170)
0
0
5700 - Interest Expense
3,421
3,260
3,070
5701 - Principal Repayments
18,345
18,400
18,400
5704 - Long Term Debt Repymt Contra
(18,345)
0
0
9025 - Transfer Out -Capital Reserve
3,620
0
0
9150 - Transfer Out -Fund 150
3,800
9,600
9,690
TOTAL SLD #5 CARYN COMMUNITY
$
42,332
$ 77,210
$
77,820
156-SLD #6 INDUSTRIAL AREA
5000 - Regular Salaries
$
19,764
$ 19,640
$
21,270
5005 - Overtime Salaries
9
0
0
Fringe Benefits
9,464
9,430
10,210
5102 - Training
0
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
6,916
6,940
6,940
5280 - Equip Operations & Maint
562
800
800
5298 - Operating Cntra Acct (FS only)
5,366
0
0
5300 - Contract Services
0
2,780
2,780
5403 - Electric Utilities
31,845
36,090
40,830
5500 - Assessment Administration
5,020
5,610
5,610
5501 - Admin./General Overhead
4,920
6,090
5,330
5650 - Capital Project
5,366
0
0
5699 - Capital Proj Contra Acct (FS)
(5,366)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 18o
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5700 - Interest Expense
5,520
5,260
4,950
5701 - Principal Repayments
29,604
29,730
29,730
5704 - Long Term Debt Repymt Contra
(29,604)
0
0
9025 - Transfer Out -Capital Reserve
5,720
0
0
9150 - Transfer Out -Fund 150
5,067
15,030
15,170
TOTAL SLD #6 INDUSTRIAL AREA
157-SLD #7 NORTH ETIWANDA
$ 100,223 $ 137,630 $ 143,850
5000 - Regular Salaries
$ 14,630 $
14,560 $
15,360
5005 - Overtime Salaries
9
0
0
Fringe Benefits
7,014
6,990
7,380
5102 - Training
0
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
4,553
4,940
4,940
5298 - Operating Cntra Acct (FS only)
6,313
0
0
5300 - Contract Services
0
5,630
5,630
5403 - Electric Utilities
61,980
60,780
66,090
5500 - Assessment Administration
18,230
20,370
20,370
5501 - Admin./General Overhead
3,700
3,920
3,770
5650 - Capital Project
6,313
0
0
5699 - Capital Proj Contra Acct (FS)
(6,313)
0
0
5700 - Interest Expense
10,884
10,360
9,750
5701 - Principal Repayments
58,372
58,520
58,520
5704 - Long Term Debt Repymt Contra
(58,372)
0
0
9025 - Transfer Out -Capital Reserve
11,560
0
0
9150 - Transfer Out -Fund 150
11,401
30,430
30,720
TOTAL SLD #7 NORTH ETIWANDA
158-SLD #8 SOUTH ETIWANDA
$ 150,324 $ 216,730 $ 222,760
5000 - Regular Salaries
$ 18,229 $
18,110 $
19,660
5005 - Overtime Salaries
8
0
0
Fringe Benefits
8,728
8,700
9,440
5102 - Training
0
180
180
5160 - Membership Dues
40
40
40
5200 - Operations & Maintenance
3,022
4,940
4,940
5298 - Operating Cntra Acct (FS only)
1,968
0
0
5300 - Contract Services
0
1,980
1,980
5403 - Electric Utilities
19,157
21,660
22,490
5500 - Assessment Administration
7,420
8,290
8,290
5501 - Admin./General Overhead
4,270
5,350
4,920
5650 - Capital Project
1,968
0
0
5699 - Capital Proj Contra Acct (FS)
(1,968)
0
0
5700 - Interest Expense
2,860
2,730
2,570
5701 - Principal Repayments
15,354
15,420
15,420
5704 - Long Term Debt Repymt Contra
(15,354)
0
0
9025 - Transfer Out -Capital Reserve
850
0
0
Fiscal Year 2020/21 Preliminary Budget Page 181
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
9150 - Transfer Out -Fund 150
3,800
10,720
10,820
TOTAL SLD #8 SOUTH ETIWANDA
$
70,352
$ 98,120
$
100,750
174-STATE GAS TAX
5000 - Regular Salaries
$
1,027,911
$ 1,195,000
$
1,120,900
5005 - Overtime Salaries
11,226
12,000
12,000
5010 - Part Time Salaries
54,588
88,340
36,680
Fringe Benefits
493,271
590,110
546,120
5102 - Training
2,741
2,780
2,780
5200 - Operations & Maintenance
0
620
620
5250 - Vehicle Operations & Maint.
6,036
6,110
6,110
5280 - Equip Operations & Maint
1,200
1,200
1,200
5298 - Operating Cntra Acct (FS only)
843,032
0
0
5300 - Contract Services
211,456
292,860
277,290
5403 - Electric Utilities
96,325
168,000
168,000
5501 - Admin./General Overhead
228,740
230,510
239,410
5530 - Banking Fees Allocation
11,441
0
0
5650 - Capital Project
1,858,205
560,000
1,455,260
5699 - Capital Proj Contra Acct (FS)
(843,032)
0
0
5720 - Misc Contributions to City
8,940
8,940
0
TOTAL STATE GAS TAX
$
4,012,080
$ 3,156,470
$
3,866,370
176-MEASURE 1 1990-2010
5501 - Admin./General Overhead
$
120
$ 210
$
300
5650 - Capital Project
209,367
200,000
0
TOTAL MEASURE 1 1990-2010
$
209,487
$ 200,210
$
300
177-MEASURE 12010-2040
5000 - Regular Salaries
$
187,066
$ 260,160
$
267,070
5005 - Overtime Salaries
13,615
14,300
14,300
Fringe Benefits
90,179
124,440
127,970
5298 - Operating Cntra Acct (FS only)
933,944
0
0
5300 - Contract Services
1,052,265
1,194,780
1,152,380
5501 - Admin./General Overhead
42,720
45,780
50,170
5650 - Capital Project
1,645,229
2,125,000
1,290,000
5699 - Capital Proj Contra Acct (FS)
(933,944)
0
0
5720 - Misc Contributions to City
19,910
20,050
0
TOTAL MEASURE I 2010-2040
$
3,050,984
$ 3,784,510
$
2,901,890
179-ROAD MAINT & REHAB ACCT
5298 - Operating Cntra Acct (FS only)
$
404,900
$ 0
$
0
5650 - Capital Project
1,404,900
1,866,000
2,400,000
5699 - Capital Proj Contra Acct (FS)
(404,900)
0
0
Fiscal Year 2020/21 Preliminary Budget Page 182
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL ROAD MAINT & REHAB ACCT
181-SB 1 - TCEP
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL SB 1 - TCEP
182-AB 2928 TRAFFIC CONGEST RELIEF
5501 - Admin./General Overhead
TOTAL AB 2928 TRAFFIC CONGEST RELIEF
1884NTEGRATED WASTE MANAGEMENT
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5160 - Membership Dues
5200 - Operations & Maintenance
5204 - O & M/Facilities
5220 - Cellular Technology
5256 - Diesel Fuel
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5501 - Admin./General Overhead
9001 - Transfer Out -General Fund
TOTAL INTEGRATED WASTE MANAGEMENT
194-PROPOSITION 1B STATE FUNDING
5501 - Admin./General Overhead
TOTAL PROPOSITION 1B STATE FUNDING
195-STATE ASSET SEIZURE
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL STATE ASSET SEIZURE
196-CA ASSET SEIZURE 15%
5300 - Contract Services
$ 1,404,900 $ 1,866,000 $ 2,400,000
$ 0
$ 0
$
650
1,386,985
52,150,000
11,000,000
$ 1,386,985
$ 52,150,000
$
11,000,650
$ 70
$ 80
$
0
$ 70
$ 80
$
0
$ 606,566
$ 676,010
$
671,520
44,103
50,000
50,000
8,778
0
0
291,224
322,760
321,320
1,141
1,500
1,500
675
500
500
0
100
100
563
1,000
1,000
600
920
890
13,400
25,500
25,500
0
500
500
1,887
1,940
1,940
4,316
0
0
122,495
93,300
148,300
0
2,000
3,480
31,441
0
0
140,980
126,590
123,520
188,420
218,390
218,390
$ 1,456,589
$ 1,521,010
$
1,568,460
$ 60
$ 70
$
100
$ 60
$ 70
$
100
$ 6,000
$ 40,000
$
40,000
930
180
440
$ 6,930
$ 40,180
$
40,440
$ 0
$ 6,000
$
0
Fiscal Year 2020/21 Preliminary Budget
Page 183
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5501 - Admin./General Overhead
30
10
70
TOTAL CA ASSET SEIZURE 15%
$
30
$ 6,010
$
70
198-CITYWIDE INFRASTRUCTURE IMPRV
5000 - Regular Salaries
$
14,109
$ 14,170
$
14,000
Fringe Benefits
6,849
6,810
6,720
5298 - Operating Cntra Acct (FS only)
468,562
0
0
5300 - Contract Services
19,852
0
0
5501 - Admin./General Overhead
12,910
13,530
12,130
5530 - Banking Fees Allocation
32,747
0
0
5650 - Capital Project
1,357,449
290,890
266,890
5699 - Capital Proj Contra Acct (FS)
(468,562)
0
0
5720 - Misc Contributions to City
23,980
23,630
0
TOTAL CITYWIDE INFRASTRUCTURE IMPRV
$
1,467,896
$ 349,030
$
299,740
204-COMMUNITY DEVELOPMENT BLK GRNT
5000 - Regular Salaries
$
210,409
$ 184,640
$
181,970
5005 - Overtime Salaries
8
0
0
5010 - Part Time Salaries
16,975
39,140
0
Fringe Benefits
103,534
98,650
87,060
5501 - Admin./General Overhead
48,380
50,940
35,290
5650 - Capital Project
855,917
916,640
962,210
TOTAL COMMUNITY DEVELOPMENT BLK GRNT
$
1,235,223
$ 1,290,010
$
1,266,530
209-FEDERAL SAFETEA-LU
5501 - Admin./General Overhead
$
150
$ 310
$
0
5650 - Capital Project
5,607
0
0
TOTAL FEDERAL SAFETEA-LU
$
5,757
$ 310
$
0
214-PEDESTRIAN GRANT/ART 3
5650 - Capital Project
$
36,838
$ 451,000
$
401,200
TOTAL PEDESTRIAN GRANT/ART 3
$
36,838
$ 451,000
$
401,200
218-PUBLIC RESRCE GRNTS/HEALTHY RC
5200 - Operations & Maintenance
$
8,502
$ 9,730
$
9,730
5501 - Admin./General Overhead
0
0
10
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC
$
8,502
$ 9,730
$
9,740
225-CA RECYC/LITTER REDUCTION GRNT
5005 - Overtime Salaries
$
3,253
$ 4,600
$
4,600
5100 - Travel and Meetings
934
1,600
2,000
5102 - Training
1,350
1,350
1,350
5200 - Operations & Maintenance
31,776
37,660
37,660
5300 - Contract Services
12,900
13,000
13,000
Fiscal Year 2020/21 Preliminary Budget
Page 184
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5501 - Admin./General Overhead
1,030
1,180
1,010
TOTAL CA RECYC/LITTER REDUCTION GRNT
$
51,243
$ 59,390
$
59,620
227-USED OIL RECYCLING PROGRAM
5005 - Overtime Salaries
$
26,978
$ 25,000
$
25,000
5100 - Travel and Meetings
314
150
150
5102 - Training
700
0
0
5200 - Operations & Maintenance
21,957
24,000
24,000
5501 - Admin./General Overhead
1,210
650
660
TOTAL USED OIL RECYCLING PROGRAM
$
51,159
$ 49,800
$
49,810
234-SAFE ROUTES TO SCHOOL PROGRAM
5010 - Part Time Salaries
$
18,639
$ 11,700
$
0
Fringe Benefits
1,040
2,630
0
5200 - Operations & Maintenance
8,366
7,500
0
5300 - Contract Services
0
6,270
0
5650 - Capital Project
0
90,800
90,800
TOTAL SAFE ROUTES TO SCHOOL PROGRAM
$
28,045
$ 118,900
$
90,800
250-RECREATION SERVICES
5000 - Regular Salaries
$
534,661
$ 552,010
$
0
5005 - Overtime Salaries
0
1,000
0
5010 - Part Time Salaries
1,220,860
1,357,650
0
Fringe Benefits
334,968
373,480
0
5150 - Office Supplies & Equipment
2,966
2,900
0
5200 - Operations & Maintenance
212,079
259,820
0
5207 - O & M/Capital Supplies
18,160
15,000
0
5300 - Contract Services
622,348
642,350
0
5501 - Admin./General Overhead
41,010
41,010
0
5650 - Capital Project
23,129
0
0
TOTAL RECREATION SERVICES
$
3,010,181
$ 3,245,220
$
0
255-VG CULTURAL CENTER
5000 - Regular Salaries
$
120,896
$ 127,720
$
0
5005 - Overtime Salaries
84
1,000
0
5010 - Part Time Salaries
306,142
321,800
0
Fringe Benefits
76,546
78,930
0
5152 - Computer Software
350
0
0
5200 - Operations & Maintenance
138,023
119,420
0
5300 - Contract Services
887,859
869,430
0
5501 - Admin./General Overhead
7,350
7,640
0
5605 - Capital Outlay -Computer Equip
5,731
0
0
TOTAL VG CULTURAL CENTER
$
1,542,981
$ 1,525,940
$
0
Fiscal Year 2020/21 Preliminary Budget Page 185
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
272-FREEDOM COURTYARD RSRC GRANTS
5204 - O & M/Facilities
$
0
$ 2,150
$
0
TOTAL FREEDOM COURTYARD RSRC GRANTS
$
0
$ 2,150
$
0
274-STATE GRANTS FUND
5650 - Capital Project
$
0
$ 0
$
2,686,760
TOTAL STATE GRANTS FUND
$
0
$ 0
$
2,686,760
290-LIBRARY FUND
5000 - Regular Salaries
$
1,632,898
$ 1,842,420
$
1,767,140
5010 - Part Time Salaries
765,649
928,810
985,220
Fringe Benefits
875,314
980,530
929,090
5100 - Travel and Meetings
23,752
31,740
26,280
5102 - Training
5,551
0
2,500
5105 - Mileage
537
1,000
900
5150 - Office Supplies & Equipment
7,582
20,750
19,000
5152 - Computer Software
360
1,400
0
5160 - Membership Dues
4,433
7,190
6,330
5200 - Operations & Maintenance
759,653
799,700
769,950
5207 - O & M/Capital Supplies
40,575
40,000
40,000
5215 - O & M/Computer Equipment
5,209
20,240
78,330
5220 - Cellular Technology
477
500
500
5298 - Operating Cntra Acct (FS only)
4,998
0
0
5300 - Contract Services
190,740
352,830
312,880
5400 - Telephone Utilities
6,487
10,500
2,650
5402 - Water Utilities
5,715
5,040
6,010
5403 - Electric Utilities
62,897
65,000
68,250
5405 - Internet Services
70,225
54,930
57,480
5501 - Admin./General Overhead
95,100
103,870
114,250
5530 - Banking Fees Allocation
8,566
0
0
5606 - Capital Outlay-Furn/Fixtures
4,998
5,000
5,000
5699 - Capital Proj Contra Acct (FS)
(4,998)
0
0
5725 - Other Expenditures
0
0
58,400
9329 - Transfer Out -Library Cap Fund
0
500,000
500,000
TOTAL LIBRARY FUND
$
4,566,718
$ 5,771,450
$
5,750,160
291-CA STATE LIBRARY
5200 - Operations & Maintenance
$
32,683
$ 20,600
$
20,000
5501 - Admin./General Overhead
400
530
530
9290 - Transfer Out -Library Fund
11,428
0
0
TOTAL CA STATE LIBRARY
$
44,511
$ 21,130
$
20,530
292-STAFF INNOVATION FD (CA ST LB)
5100 - Travel and Meetings
$
727
$ 5,750
$
5,750
Fiscal Year 2020/21 Preliminary Budget Page 186
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5501 - Admin./General Overhead
1,780
80
150
TOTAL STAFF INNOVATION FD (CA ST LB)
$
2,507
$
5,830
$
5,900
301-THE BIG READ LIBRARY GRANT
5501 - Admin./General Overhead
$
50
$
50
$
0
TOTAL THE BIG READ LIBRARY GRANT
$
50
$
50
$
0
302-LIBRARY SERVICES & TECH. ACT
5501 - Admin./General Overhead
$
0
$
0
$
20
TOTAL LIBRARY SERVICES & TECH. ACT
$
0
$
0
$
20
329-LIBRARY CAPITAL FUND
5501 - Admin./General Overhead
$
3,290
$
3,120
$
300
5650 - Capital Project
0
575,000
925,000
TOTAL LIBRARY CAPITAL FUND
$
3,290
$
578,120
$
925,300
354-COP'S PROGRAM GRANT -STATE
5100 - Travel and Meetings
$
7,615
$
9,200
$
2,500
5300 - Contract Services
258,374
300,000
300,000
5501 - Admin./General Overhead
11,220
4,930
3,520
5603 - Capital Outlay -Equipment
0
38,000
0
TOTAL COP'S PROGRAM GRANT -STATE
$
277,209
$
352,130
$
306,020
361-JUSTICE ASSISTANCE GRANWAG)
5200 - Operations & Maintenance
$
70
$
0
$
0
5215 - O & M/Computer Equipment
3,081
0
0
TOTAL JUSTICE ASSISTANCE GRANT(JAG)
$
3,151
$
0
$
0
380-HOMELAND SECURITY GRANT -FIRE
5207 - O & M/Capital Supplies
$
31,119
$
0
$
0
TOTAL HOMELAND SECURITY GRANT -FIRE
$
31,119
$
0
$
0
381-HOMELAND SECURITY GRANT -POLICE
5207 - O & M/Capital Supplies
$
14,102
$
0
$
0
5300 - Contract Services
1,232
0
0
5501 - Admin./General Overhead
30
220
0
5603 - Capital Outlay -Equipment
26,488
68,260
66,140
TOTAL HOMELAND SECURITY GRANT -POLICE
$
41,852
$
68,480
$
66,140
383-EMERGENCY MGMT PERFORMNCE GRNT
5723 - Misc Contributions to Fire
$
26,732
$
26,730
$
26,840
Fiscal Year 2020/21 Preliminary Budget Page 187
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
TOTAL EMERGENCY MGMT PERFORMNCE GRNT
396-HOUSING SUCCESSOR AGENCY
5200 - Operations & Maintenance
5245 - Subsidies To Low/Mod Housing
5300 - Contract Services
5620 - Project Improvement Costs
5699 - Capital Proj Contra Acct (FS)
5720 - Misc Contributions to City
TOTAL HOUSING SUCCESSOR AGENCY
600-AD 82-1 6TH ST INDUSTRIAL
5501 - Admin./General Overhead
TOTAL AD 82-1 6TH ST INDUSTRIAL
602-AD 84-1 DAY CREEK/MELLO
5501 - Admin./General Overhead
TOTAL AD 84-1 DAY CREEK/MELLO
612-CFD 2001-01
5501 - Admin./General Overhead
TOTAL CFD 2001-01
614-CFD 2003-01 PROJECT FUND
5501 - Admin./General Overhead
TOTAL CFD 2003-01 PROJECT FUND
700-SPORTS COMPLEX
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5080 - Pension Expense
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5204 - O & M/Facilities
5206 - O & M/Recreation Programs
5250 - Vehicle Operations & Maint.
5252 - Emergency Equipment & Veh Rntl
5280 - Equip Operations & Maint
5299 - Depreciation Expense
5300 - Contract Services
5304 - Contract Serv/Facilities
$ 26,732 $ 26,730 $ 26,840
$ 8
$ 0
$
0
48,047
48,000
40,500
127,970
214,210
250,000
8,261,190
200,000
3,505,200
(8,261,190)
0
0
200,000
200,000
200,000
$ 376,025
$ 662,210
$
3,995,700
$ 0
$ 0
$
10
$ 0
$ 0
$
10
$ 280
$ 300
$
430
$ 280
$ 300
$
430
$ 120
$ 910
$
1,090
$ 120
$ 910
$
1,090
$ 0
$ 0
$
60
$ 0
$ 0
$
60
$ 822,823 $
39,025
179,832
406,929
237
0
78,443
45,136
211
0
2,110
14,837
560,032
85,283
178,132
913,880 $ 710,890
37,280
14,280
251,540
18,340
485,630
345,970
0
0
0
250
98,200
59,200
52,760
29,300
200
0
1,500
1,500
17,000
4,500
16,000
8,000
0
0
124,920
78,170
270,670
138,110
Fiscal Year 2020/21 Preliminary Budget Page 188
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5305 - Contract Serv/Recreation Prgs
1,400
3,500
0
5400 - Telephone Utilities
1,286
3,000
1,500
5401 - Gas Utilities
7,911
7,200
7,200
5402 - Water Utilities
85,847
127,130
88,210
5403 - Electric Utilities
191,437
212,320
150,000
5501 - Admin./General Overhead
25,000
25,000
20,000
5602 - Capital Outlay -Bldg & Imprvmnt
0
15,000
0
5700 - Interest Expense
20,500
19,200
17,910
5701 - Principal Repayments
197,672
123,370
124,660
5704 - Long Term Debt Repymt Contra
(197,672)
0
0
TOTAL SPORTS COMPLEX
$ 2,746,411 $
2,805,300 $
1,817,990
702-REGIS CONNECT
5300 - Contract Services
$ 0 $
1,140 $
0
5501 - Admin./General Overhead
3,350
270
0
5720 - Misc Contributions to City
15,934
25,000
0
TOTAL REGIS CONNECT
$ 19,284 $
26,410 $
0
705-MUNICIPAL UTILITY
5000 - Regular Salaries
$ 261,406 $
346,290 $
343,790
5010 - Part Time Salaries
40,527
48,080
50,320
Fringe Benefits
129,852
172,860
173,730
5080 - Pension Expense
1,690
0
0
5100 - Travel and Meetings
634
7,250
5,250
5102 - Training
0
42,000
41,000
5150 - Office Supplies & Equipment
1,000
1,000
2,500
5152 - Computer Software
22,800
4,000
14,000
5160 - Membership Dues
15,875
19,450
20,140
5161 - Publications & Subscriptions
2,020
1,620
1,680
5209 - O & M/Electric Utility
5,995,667
6,675,800
8,195,370
5215 - O & M/Computer Equipment
7,603
5,070
1,200
5220 - Cellular Technology
45,822
73,300
81,300
5299 - Depreciation Expense
979,082
0
0
5309 - Contract Srvc/Electric Utility
1,094,329
864,360
891,350
5312 - Legal Services
74,272
30,000
230,000
5400 - Telephone Utilities
579
7,500
7,500
5501 - Admin./General Overhead
235,190
239,270
195,080
5530 - Banking Fees Allocation
29,196
0
0
5603 - Capital Outlay -Equipment
79,002
70,000
100,000
5650 - Capital Project
1,627,485
1,000,000
259,500
5699 - Capital Proj Contra Acct (FS)
(1,706,487)
0
0
5720 - Misc Contributions to City
0
0
5,000
5899 - Clearing Acct-Electric Utility
(2,139)
0
0
5900 - Bad Debt Expense -Electric Util
70,733
0
0
9001 - Transfer Out -General Fund
1,390,260
1,507,760
1,508,650
Fiscal Year 2020/21 Preliminary Budget Page 189
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
TOTAL MUNICIPAL UTILITY
$
10,396,398
$
11,115,610
$
12,127,360
706-UTILITY PUBLIC BENEFIT FUND
5000 - Regular Salaries
$
109,395
$
137,250
$
136,640
Fringe Benefits
52,310
65,590
65,300
5160 - Membership Dues
1,203
2,210
2,220
5161 - Publications & Subscriptions
0
200
200
5209 - O & M/Electric Utility
213,970
460,000
342,000
5300 - Contract Services
7,011
10,000
25,000
5501 - Admin./General Overhead
16,410
18,000
20,170
TOTAL UTILITY PUBLIC BENEFIT FUND
$
400,299
$
693,250
$
591,530
708-RCMU CAPITAL REPLACEMENT FUND
5501 - Admin./General Overhead
$
1,130
$
1,410
$
2,020
TOTAL RCMU CAPITAL REPLACEMENT FUND
$
1,130
$
1,410
$
2,020
711-FIBER OPTIC NETWORK
5100 - Travel and Meetings
$
104
$
1,000
$
0
5102 - Training
0
1,000
0
5105 - Mileage
53
0
0
5150 - Office Supplies & Equipment
0
1,000
0
5152 - Computer Software
22,000
0
0
5160 - Membership Dues
0
0
550
5200 - Operations & Maintenance
1,675
126,200
126,200
5299 - Depreciation Expense
157,758
0
0
5300 - Contract Services
216
270,000
292,510
5330 - Payment to Trustee
0
0
5,500
5501 - Admin./General Overhead
950
4,820
14,310
5650 - Capital Project
1,126,775
445,000
47,300
5699 - Capital Proj Contra Acct (FS)
(1,169,547)
0
0
5700 - Interest Expense
203,312
629,610
509,840
5701 - Principal Repayments
0
310,000
425,000
5710 - Bond Issuance Costs
272,439
0
0
TOTAL FIBER OPTIC NETWORK
$
615,735
$
1,788,630
$
1,421,210
712-EOUIP/VEHICLE REPLACEMENT
5200 - Operations & Maintenance
$
95,594
$
165,350
$
265,350
5298 - Operating Cntra Acct (FS only)
18,273
0
0
5299 - Depreciation Expense
935,171
0
0
5300 - Contract Services
14,646
13,500
13,500
5501 - Admin./General Overhead
37,330
28,980
21,920
5602 - Capital Outlay -Bldg & Imprvmnt
20,690
0
0
5603 - Capital Outlay -Equipment
463,796
336,000
252,000
5604 - Capital Outlay -Vehicles
291,616
169,000
131,000
5605 - Capital Outlay -Computer Equip
0
60,000
80,000
Fiscal Year 2020/21 Preliminary Budget Page 190
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5650 - Capital Project
0
150,000
150,000
5699 - Capital Proj Contra Acct (FS)
(782,323)
0
0
TOTAL EQUIPNEHICLE REPLACEMENT
$
1,094,793
$ 922,830
$
913,770
714-COMP EOUIP/TECH REPLCMENT FUND
5005 - Overtime Salaries
$
2,826
$ 52,000
$
0
5152 - Computer Software
77,876
4,000
0
5200 - Operations & Maintenance
27,070
11,500
5,000
5215 - 0 & M/Computer Equipment
364,173
342,300
43,800
5298 - Operating Cntra Acct (FS only)
22,016
0
0
5299 - Depreciation Expense
515,742
0
0
5300 - Contract Services
382,923
27,530
47,530
5501 - Admin./General Overhead
8,490
8,520
12,290
5605 - Capital Outlay -Computer Equip
65,842
285,350
116,000
5699 - Capital Proj Contra Acct (FS)
(65,842)
0
0
5700 - Interest Expense
30,272
0
0
5703 - Capital Lease Payment
527,330
537,080
527,340
5704 - Long Term Debt Repymt Contra
(527,330)
0
0
TOTAL COMP EQUIP/TECH REPLCMENT FUND
$
1,431,388
$ 1,268,280
$
751,960
838-AD 91-2 REDEMPTION -DAY CANYON
5000 - Regular Salaries
$
14,599
$ 14,060
$
14,450
Fringe Benefits
7,008
6,750
6,940
5500 - Assessment Administration
1,700
1,900
1,900
5501 - Admin./General Overhead
3,490
2,400
2,560
TOTAL AD 91-2 REDEMPTION -DAY CANYON
$
26,797
$ 25,110
$
25,850
847-PD 85 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
$
0
$ 15,000
$
15,000
5252 - Emergency Equipment & Veh Rntl
0
2,000
2,000
5300 - Contract Services
10,058
23,000
23,000
5501 - Admin./General Overhead
1,340
670
600
5607 - Cap Outlay-Impry Oth Than Bldg
0
125,000
0
TOTAL PD 85 CAPITAL REPLACEMENT FUND
$
11,398
$ 165,670
$
40,600
848-PD 85 REDEMPTION FUND
5000 - Regular Salaries
$
122,636
$ 142,150
$
147,710
5005 - Overtime Salaries
96
3,680
3,680
Fringe Benefits
58,347
68,240
70,970
5200 - Operations & Maintenance
45,403
103,910
36,410
5204 - 0 & M/Facilities
0
2,500
2,500
5252 - Emergency Equipment & Veh Rntl
777
6,500
6,500
5280 - Equip Operations & Maint
1,435
4,500
1,000
5300 - Contract Services
270,458
306,790
269,440
5304 - Contract Serv/Facilities
23,857
12,870
13,000
Fiscal Year 2020/21 Preliminary Budget Page 191
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
5310 - Tree Maintenance
3,167
19,120
26,210
5400 - Telephone Utilities
3,925
6,700
4,500
5402 - Water Utilities
173,463
196,160
186,070
5403 - Electric Utilities
98,582
120,320
136,650
5500 - Assessment Administration
129,370
144,590
144,590
5501 - Admin./General Overhead
44,550
51,980
54,060
5607 - Cap Outlay-Impry Oth Than Bldg
0
210,300
0
5650 - Capital Project
29,860
0
100,000
5720 - Misc Contributions to City
2,960
2,960
2,960
9847 - Transfer Out -Fund 847
116,800
116,800
116,800
TOTAL PD 85 REDEMPTION FUND
$
1,125,686
$ 1,520,070
$
1,323,050
868-CFD 2000-03 PARK MAINTENANCE
5000 - Regular Salaries
$
121,174
$ 136,770
$
137,030
5010 - Part Time Salaries
5,888
8,890
12,390
Fringe Benefits
58,093
67,430
68,840
5200 - Operations & Maintenance
10,902
25,000
25,000
5204 - O & M/Facilities
50
1,000
1,000
5220 - Cellular Technology
0
0
690
5300 - Contract Services
40,725
98,800
81,610
5310 - Tree Maintenance
0
5,000
5,000
5400 - Telephone Utilities
(132)
0
0
5402 - Water Utilities
94,119
103,720
103,720
5403 - Electric, Utilities
3,051
3,920
3,920
5500 - Assessment Administration
1,690
1,890
1,890
5501 - Admin./General Overhead
59,940
63,250
68,480
5607 - Cap Outlay-Impry Oth Than Bldg
0
150,000
148,000
5650 - Capital Project
14,268
0
0
9137 - Transfer Out -Fund 137
30,000
0
0
TOTAL CFD 2000-03 PARK MAINTENANCE
$
439,768
$ 665,670
$
657,570
875-CFD 2017-01 NO. ETIWANDA
5500 - Assessment Administration
$
0
$ 0
$
1,200
5501 - Admin./General Overhead
0
0
20
TOTAL CFD 2017-01 NO. ETIWANDA
$
0
$ 0
$
1,220
876-CFD 2018-01 EMPIRE LAKES
5200 - Operations & Maintenance
$
1,455
$ 0
$
0
5300 - Contract Services
45,214
0
30,000
5403 - Electric Utilities
0
0
5,000
5500 - Assessment Administration
0
0
1,200
9130 - Transfer Out-LMD1
0
0
2,710
9141 - Transfer Out -Fund 141
0
0
810
9152 - Transfer Out-SLD2
0
0
1,900
9847 - Transfer Out -Fund 847
0
0
950
Fiscal Year 2020/21 Preliminary Budget Page 192
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20 2020/21
2018/19 Adopted Preliminary
Actual Budget Budget
9848 - Transfer Out -Fund 848 0 0 1,220
9877 - Transfers Out - CFD Emp Lak 0 0 79,390
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
281-FIRE FUND
$ 46,669 $ 0 $ 123,180
$ 155,711,253 $ 226,846,740 $ 176,249,210
5000 - Regular Salaries
$ 12,948,022 $
13,720,630 $
15,040,040
5005 - Overtime Salaries
3,492,792
3,979,510
4,291,190
5010 - Part Time Salaries
119,716
176,450
159,790
Fringe Benefits
8,527,311
9,124,930
11,333,550
5060 - Tuition Reimbursement
1,043
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(5,323,730)
(5,387,530)
(5,978,580)
5083 - Reimb Personnel from CFD 88-1
(2,217,280)
(2,164,860)
(2,223,100)
5093 - Other Funds -Salary Reimbursmnt
(26,732)
(26,730)
(26,840)
5100 - Travel and Meetings
13,297
27,160
23,050
5102 - Training
90,951
155,670
154,130
5150 - Office Supplies & Equipment
27,641
32,550
32,000
5151 - Postage
20
300
300
5152 - Computer Software
2,040
640
0
5155 - Public Relations/Educ Material
30,058
36,750
25,750
5160 - Membership Dues
5,782
10,530
10,330
5161 - Publications & Subscriptions
3,686
14,050
9,270
5165 - Licenses, Permits & Fees
8,467
9,030
8,740
5200 - Operations & Maintenance
266,530
339,420
342,520
5204 - O & M/Facilities
42,764
98,000
70,000
5220 - Cellular Technology
48,101
53,200
67,620
5240 - Operation of Acquired Property
0
0
10,500
5250 - Vehicle Operations & Maint.
145,372
209,930
210,600
5252 - Emergency Equipment & Veh Rntl
0
1,500
1,500
5255 - Gasoline
30,459
54,520
41,200
5256 - Diesel Fuel
125,997
132,420
136,400
5258 - Propane
9,330
19,000
19,000
5280 - Equip Operations & Maint
22,533
40,500
38,180
5285 - Safety Gear & Equipment
68,936
117,190
121,890
5290 - Specialized Tools & Equipment
41,178
47,200
52,930
5291 - Equipment Supplies & Repairs
28,178
49,100
43,400
5300 - Contract Services
963,593
1,216,610
1,395,660
5304 - Contract Serv/Facilities
178,276
277,200
302,570
5312 - Legal Services
31,497
50,000
50,000
5320 - Hazardous Waste Removal
0
2,500
2,500
5321 - Fire Incident Costs
910
3,500
3,500
5400 - Telephone Utilities
11,836
17,910
27,690
5401 - Gas Utilities
10,340
12,080
10,670
5402 - Water Utilities
21,140
19,640
22,270
Fiscal Year 2020/21 Preliminary Budget Page 193
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2018/19
Actual
2019/20
Adopted
Budget
2020/21
Preliminary
Budget
5403 - Electric Utilities
77,259
95,010
84,390
5410 - Property Insurance
95,246
95,250
123,090
5411 - Other Insurance
4,310
5,500
5,580
5416 - General Liability Insurance
257,568
295,560
402,850
5417 - General Liability Claims
4,027
0
0
5500 - Assessment Administration
87,371
97,570
97,570
5501 - Admin./General Overhead
2,374,010
2,725,110
3,118,370
5510 - Property Tax Admin. Fee
143,652
123,600
156,010
5530 - Banking Fees Allocation
35,992
0
0
5700 - Interest Expense
77,830
63,200
47,560
5701 - Principal Repayments
322,154
336,790
352,430
5704 - Long Term Debt Repymt Contra
(322,154)
0
0
5720 - Misc Contributions to City
239,180
356,160
456,970
9283 - Transfer Out-CFD 88-1
1,188,393
1,966,610
2,036,930
TOTAL FIRE FUND
282-COMMUNITY FACILITIES DIST 85-1
5081 - Reimb Personnel to Fire Fund
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5285 - Safety Gear & Equipment
5300 - Contract Services
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5501 - Admin./General Overhead
TOTAL COMMUNITY FACILITIES DIST 85-1
283-COMMUNITY FACILITIES DIST 88-1
5081 - Reimb Personnel to Fire Fund
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5300 - Contract Services
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5501 - Admin./General Overhead
TOTAL COMMUNITY FACILITIES DIST 88-1
285-FIRE TECHNOLOGY FEE FUND
5501 - Admin./General Overhead
1101 .1 A 01-7 a I xeffl"F111lI1ft s01 J w311m7
$ 24,334,892 $ 28,640,860 $ 32,721,970
$ 5,323,730
$ 5,387,530
$
5,978,580
2,866
3,200
3,110
9,832
10,000
10,000
15,620
0
0
365,188
375,330
367,860
4,045
4,270
4,490
6,139
5,930
7,360
16,620
13,710
13,240
51,804
56,240
62,180
256,870
252,280
292,080
$ 6,052,714
$ 6,108,490
$
6,738,900
$ 2,217,280
$ 2,164,860
$
2,223,100
1,439
1,410
1,490
3,606
4,000
4,000
86,585
93,420
91,580
1,624
1,600
15,160
1,766
2,070
2,170
4,870
5,240
5,240
13,712
15,180
14,520
108,540
107,030
110,760
$ 2,439,422
$ 2,394,810
$
2,468,020
$ 90
$ 200
$
210
$ 90
$ 200
$
210
Fiscal Year 2020/21 Preliminary Budget Page 194
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
288-FIRE PROTECTION CAPITAL FUND
5152 - Computer Software
$ 22,810 $
0 $
0
5200 - Operations & Maintenance
82,905
110,000
180,000
5207 - 0 & M/Capital Supplies
89,123
63,000
165,000
5215 - 0 & M/Computer Equipment
60,602
78,920
2,000
5240 - Operation of Acquired Property
1,000
1,000
0
5250 - Vehicle Operations & Maint.
29,481
50,000
50,000
5280 - Equip Operations & Maint
1,017
3,000
3,000
5285 - Safety Gear & Equipment
15,690
0
0
5290 - Specialized Tools & Equipment
1,769
38,000
3,000
5291 - Equipment Supplies & Repairs
12,498
1,300
0
5298 - Operating Cntra Acct (FS only)
143,370
0
0
5300 - Contract Services
109,340
135,000
276,000
5501 - Admin./General Overhead
33,780
49,160
51,700
5530 - Banking Fees Allocation
42,113
0
0
5602 - Capital Outlay -Bldg & Imprvmnt
46,103
0
300,000
5603 - Capital Outlay -Equipment
15,227
44,500
26,000
5604 - Capital Outlay -Vehicles
108,662
1,826,000
1,365,000
5605 - Capital Outlay -Computer Equip
1,053,560
0
0
5606 - Capital Outlay-Furn/Fixtures
28,422
500,000
0
5607 - Cap Outlay-Impry Oth Than Bldg
0
1,140,000
0
5650 - Capital Project
1,432,994
450,000
3,513,550
5699 - Capital Proj Contra Acct (FS)
(143,370)
0
0
9714 - Transfer Out - Comptr Eq Rplc
158,630
107,420
117,670
TOTAL FIRE PROTECTION CAPITAL FUND
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
$ 3,345,726 $ 4,597,300 $ 6,052,920
$ 36,172,844 $ 41,741,660 $ 47,982,020
$ 191,884,097 $ 268,588,400 $ 224,231,230
Fiscal Year 2020/21 Preliminary Budget Page 195
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
DIVISION
001 - NON -DEPARTMENTAL GENERAL
$ 7,189,490 $
6,047,620 $
4,531,930
002 - NON -DEPARTMENTAL PERSONNEL
119,778
129,310
182,240
101 - CITY COUNCIL
117,720
118,110
132,470
102 - CITY MANAGEMENT
902,829
991,920
1,016,030
103 - CITY CLERK
1,970
1,960
1,940
104 - ANIMAL CARE AND SERVICES
3,254,794
3,416,210
3,161,730
106 - RECORDS MANAGEMENT
432,923
505,450
1,279,650
107 - HEALTHY RC PROGRAM
580,009
628,910
633,230
108 - COMMUNICATIONS
176,795
236,420
528,120
201 - ADMIN SRVCS-ADMINISTRATION
278,492
277,430
186,530
204 - BUSINESS LICENSING
317,803
369,680
369,880
205 - CITY FACILITIES
967,828
1,062,520
1,021,620
206 - FINANCE
1,392,594
1,507,700
1,520,910
209 - INNOVATION & TECHNOLOGY SRVCS
3,470,844
3,855,130
3,524,740
210 - PERSONNEL
747,737
735,110
651,090
211 - PROCUREMENT
261,559
274,510
247,010
212 - RISK MANAGEMENT
229,775
282,440
249,480
213 - TREASURY MANAGEMENT
10,928
12,420
12,300
217 - CITY TELECOMMUNICATIONS
238,274
212,560
259,430
301 - ECONOMIC AND COMMUNITY DVLPMNT
667,945
805,350
802,270
302 - BUILDING AND SAFETY
1,750,622
1,916,950
1,766,050
303 - ENGINEERING - ADMINISTRATION
410,656
433,040
301,100
305 - ENGINEERING - DEVELOPMENT MGT
861,673
1,106,870
963,370
306 - ENGINEERING - NPDES
371,617
381,340
303,650
307 - ENGINEERING - PROJECT MGT
484,523
603,800
529,590
308 - ENGINEERING - TRAFFIC MGT
192,929
255,720
255,590
311 - FIRE FACILITIES MAINTENANCE
231,866
356,160
456,970
312 - CITY FACILITIES MAINTENANCE
3,247,430
3,997,670
3,610,070
314 - PLANNING
2,367,996
1,793,550
1,618,600
315 - PLANNING COMMISSION
17,476
17,280
15,170
317 - VEHICLE AND EQUIP. MAINT.
943,164
1,127,540
1,068,040
318 - STREET MAINTENANCE
2,051,884
2,889,140
2,404,740
319 - PARK MAINTENANCE
2,726,587
3,291,770
2,728,470
322 - COMMUNITY IMPROVEMENT
621,156
759,570
782,010
401 - COMMUNITY SRVCS-ADMINISTRATION
4,739,453
5,562,050
1,579,750
402 - CSD-CENTRAL PARK OPERATIONS
0
0
1,383,370
403 - CSD-LIONS CENTER
0
0
885,410
404 - CSD-RC FAMILY RESOURCE CENTER
0
0
175,810
405 - CSD-RC SPORTS CENTER
0
0
663,220
406 - CSD-SPECIAL EVENTS
0
0
246,780
407 - CSD-VICTORIA GARDENS CULT CTR
0
0
2,404,260
408 - CSD-CONTRACT CLASSES
0
0
592,420
409 - CSD-PARK SERVICES
0
0
188,390
701 - POLICE -ADMINISTRATION
39,321,195
42,327,060
44,869,070
Fiscal Year 2020/21 Preliminary Budget Page 196
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
TOTAL GENERAL FUND
$
81,700,314
$ 88,290,270
$
90,104,500
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$
168,905
$ 162,480
$
111,330
006 - CVWD REIMBURSEMENTS
271,486
614,110
583,890
016 - COMM DEV TECHNICAL SRVCS FUND
425,205
561,100
6,500
017 - LAW ENFORCEMENT RESERVE
204,922
649,720
478,500
018 - TRAFFIC SAFETY
377,775
409,260
112,000
019 - INFO TECHNOLOGY -DEVELOPMENT
1,168,672
0
0
020 - CITY TECHNOLOGY FEE FUND
140
97,560
145,380
022 - MOBILE HOME PARK PROGRAM
3,540
36,510
42,750
023 - SB1186 CERT ACCESS SPEC PROG
4,989
5,730
5,730
025 - CAPITAL RESERVE
7,351,866
6,235,270
5,650,060
073 - BENEFITS CONTINGENCY
1,692,035
906,760
1,079,220
TOTAL OTHER GENERAL FUNDS
$
11,669,535
$ 9,678,500
$
8,215,360
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$
1,170,369
$ 1,071,230
$
1,014,630
101 - AD 93-1 MASI COMMERCE CENTER
220
210
180
105 - AB2766 AIR QUALITY IMPROVEMENT
1,223,231
990,990
320,400
106 - MSRC AIR POLLUTION REDUCT GRNT
0
0
30,000
110 - BEAUTIFICATION
126,465
410,440
450
111 - PARK LAND ACQUISITION
290
30,710
1,370
112 - DRAINAGE FAC/GENERAL
364,842
147,670
149,870
113 - COMMUNITY/REC CENTER DEVELPMNT
110
10,140
500
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
176,927
370
120
115 - HENDERSON/WARDMAN DRAINAGE
250
260
360
116 - ETIWANDA DRAINAGE
90,639
139,600
135,630
118 - UPPER ETIWANDA DRAINAGE
380
390
220
119 - PARK IMPROVEMENT
0
14,660
150
120 - PARK DEVELOPMENT
205,812
768,720
423,860
122 - SOUTH ETIWANDA DRAINAGE
160
240
410
123 - LIBRARY IMPACT FEE
0
3,330
0
124 - TRANSPORTATION
3,810,209
8,396,830
2,063,960
125 - ANIMAL CENTER IMPACT FEE
0
720
0
126 - LOWER ETIWANDA DRAINAGE
390
400
230
127 - POLICE IMPACT FEE
0
960
0
128 - ETIWANDA NO. EQUESTRIAN FACIL.
170
180
260
129 - UNDERGROUND UTILITIES
202,844
80,210
81,060
130 - LMD #1 GENERAL CITY
1,333,727
1,848,730
1,366,550
131 - LMD #2 VICTORIA
3,427,251
4,849,910
4,146,040
132 - LMD #3A HYSSOP
4,812
11,000
10,700
133 - LMD #313 MEDIANS
801,358
1,399,800
1,095,590
134 - LMD #4R TERRA VISTA
2,010,305
3,416,550
2,986,970
135 - LMD #5 ANDOVER
6,077
9,670
7,490
136 - LMD #6R CARYN COMMUNITY
464,306
629,190
601,460
137 - LMD #7 NORTH ETIWANDA
950,267
1,252,200
1,178,370
138 - LMD #8 SOUTH ETIWANDA
26,327
39,960
39,880
139 - LMD #9 LOWER ETIWANDA
546,428
1,204,850
824,450
140 - LMD #10 RANCHO ETIWANDA
552,983
740,340
751,670
141 - LMD 1 CAPITAL REPLACEMENT FUND
5,621
40,620
40,550
Fiscal Year 2020/21 Preliminary Budget Page 197
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
150 - GENERAL CITY STREET LIGHTS
306,100
351,620
354,830
151 - SLD #1 ARTERIAL
724,370
1,005,760
1,013,220
152 - SLD #2 RESIDENTIAL
376,009
661,180
693,760
153 - SLD #3 VICTORIA
228,061
328,780
329,480
154 - SLD #4 TERRA VISTA
145,594
178,260
181,510
155 - SLD #5 CARYN COMMUNITY
42,331
77,210
77,820
156 - SLD #6 INDUSTRIAL AREA
100,223
137,630
143,850
157 - SLD #7 NORTH ETIWANDA
150,323
216,730
222,760
158 - SLD #8 SOUTH ETIWANDA
70,352
98,120
100,750
174 - STATE GAS TAX
4,012,079
3,156,470
3,866,370
176 - MEASURE I 1990-2010
209,487
200,210
300
177 - MEASURE I 2010-2040
3,050,984
3,784,510
2,901,890
179 - ROAD MAINT & REHAB ACCT
1,404,900
1,866,000
2,400,000
181 - SB 1 - TCEP
1,386,985
52,150,000
11,000,650
182 - AB 2928 TRAFFIC CONGEST RELIEF
70
80
0
188 - INTEGRATED WASTE MANAGEMENT
1,456,589
1,521,010
1,568,460
194 - PROPOSITION 1B STATE FUNDING
60
70
100
195 - STATE ASSET SEIZURE
6,930
40,180
40,440
196 - CA ASSET SEIZURE 15%
30
6,010
70
198 - CITYWIDE INFRASTRUCTURE IMPRV
1,467,896
349,030
299,740
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,235,223
1,290,010
1,266,530
209 - FEDERAL SAFETEA-LU
5,757
310
0
214 - PEDESTRIAN GRANT/ART 3
36,838
451,000
401,200
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
8,502
9,730
9,740
225 - CA RECYC/LITTER REDUCTION GRNT
51,242
59,390
59,620
227 - USED OIL RECYCLING PROGRAM
51,159
49,800
49,810
234 - SAFE ROUTES TO SCHOOL PROGRAM
28,046
118,900
90,800
250 - RECREATION SERVICES
3,010,181
3,245,220
0
255 - VG CULTURAL CENTER
1,542,982
1,525,940
0
272 - FREEDOM COURTYARD RSRC GRANTS
0
2,150
0
274 - STATE GRANTS FUND
0
0
2,686,760
290 - LIBRARY FUND
4,566,717
5,771,450
5,750,160
291 - CA STATE LIBRARY
44,511
21,130
20,530
292 - STAFF INNOVATION FD (CA ST LB)
2,507
5,830
5,900
301 - THE BIG READ LIBRARY GRANT
50
50
0
302 - LIBRARY SERVICES & TECH. ACT
0
0
20
329 - LIBRARY CAPITAL FUND
3,290
578,120
925,300
354 - COP'S PROGRAM GRANT -STATE
277,209
352,130
306,020
361 - JUSTICE ASSISTANCE GRANT(JAG)
3,152
0
0
380 - HOMELAND SECURITY GRANT -FIRE
31,119
0
0
381 - HOMELAND SECURITY GRANT -POLICE
41,851
68,480
66,140
383 - EMERGENCY MGMT PERFORMNCE GRNT
26,732
26,730
26,840
396 - HOUSING SUCCESSOR AGENCY
376,025
662,210
3,995,700
838 - AD 91-2 REDEMPTION -DAY CANYON
26,797
25,110
25,850
847 - PD 85 CAPITAL REPLACEMENT FUND
11,398
165,670
40,600
848 - PD 85 REDEMPTION FUND
1,125,687
1,520,070
1,323,050
868 - CFD 2000-03 PARK MAINTENANCE
439,767
665,670
657,570
875 - CFD 2017-01 NO. ETIWANDA
0
0
1,220
876 - CFD 2018-01 EMPIRE LAKES
46,669
0
123,180
TOTAL SPECIAL REVENUE
$ 45,635,554 $
110,255,040 $
60,301,920
Fiscal Year 2020/21 Preliminary Budget Page 198
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2020/21 Preliminary Budget
2019/20
2020/21
2018/19
Adopted
Preliminary
Actual
Budget
Budget
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$
0
$
0
$
10
602 - AD 84-1 DAY CREEK/MELLO
280
300
430
612 - CFD 2001-01
120
910
1,090
614 - CFD 2003-01 PROJECT FUND
0
0
60
TOTAL CAPITAL PROJECTS
$
400
$
1,210
$
1,590
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,746,413
$
2,805,300
$
1,817,990
702 - REGIS CONNECT
19,284
26,410
0
705 - MUNICIPAL UTILITY
10,396,398
11,115,610
12,127,360
706 - UTILITY PUBLIC BENEFIT FUND
400,300
693,250
591,530
708 - RCMU CAPITAL REPLACEMENT FUND
1,130
1,410
2,020
711 - FIBER OPTIC NETWORK
615,735
1,788,630
1,421,210
TOTAL ENTERPRISE FUNDS
$
14,179,260
$
16,430,610
$
15,960,110
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
$
1,094,793
$
922,830
$
913,770
714 - COMP EQUIP/TECH REPLCMENT FUND
1,431,389
1,268,280
751,960
TOTAL INTERNAL SERVICE FUNDS
$
2,526,182
$
2,191,110
$
1,665,730
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
IIIC�]I LJ I_f 7 a77Z1 Il.Xwo Low@ 013 019 [0 Y
TOTAL ALL FUNDS
$ 155,711,245 $ 226,846,740 $ 176,249,210
$ 24,334,892 $ 28,640,860 $ 32,721,970
6,052,713 6,108,490 6,738,900
2,439,421 2,394,810 2,468,020
90 200 210
3,345,725 4,597,300 6,052,920
$ 36,172,841 $ 41,741,660 $ 47,982,020
$ 36.172.841 $ 41.741.660 $ 47.982.020
$ 191.884.086 $ 268.588.400 $ 224.231.230
Fiscal Year 2020/21 Preliminary Budget Page 199
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 200
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - SUMMARY
ADOPTED Preliminary
DEPARTMENT 2018/19 2019/20 2020/21
GOVERNANCE
City Council
City Clerk
City Treasurer
City Management
PUBLIC SAFETY
Fire District
Animal Care and Services
TOTAL GOVERNANCE
TOTAL PUBLIC SAFETY
CIVIC AND CULTURAL SERVICES
Records Management
Community Services
Library Services
TOTAL CIVIC AND CULTURAL SERVICES
ADMINISTRATIVE SERVICES
Administration/Procurement
Finance
Human Resources
Innovation and Technology
TOTAL ADMINISTRATIVE SERVICES
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
Building and Safety Services
Engineering Services
Planning
Public Works Services
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
TOTAL FULL TIME POSITIONS
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
19.0
19.0
22.0
26.0
26.0
29.0
115.0
115.0
121.0
22.0
22.0
19.0
137.0
137.0
140.0
5.0
5.0
5.0
46.5
45.5
29.0
28.5
27.5
26.0
80.0
78.0
60.0
5.0
5.0
4.0
21.0
23.0
23.0
9.0
9.0
8.0
23.0
23.0
21.0
58.0
60.0
56.0
3.0
3.0
3.0
16.0
16.0
15.0
37.0
39.0
35.0
14.0
13.0
11.0
129.0
130.0
121.0
199.0
201.0
185.0
500.0
502.0
470.0
Fiscal Year 2020/21 Preliminary Budget Page 201
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
GOVERNANCE
Elected Officials
Mayor
Councilmember
City Clerk
City Treasurer
ADOPTED Preliminary
2018/19 2019/20 2020/21
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
1.0
1.0
1.0
City Manager
1.0
1.0
1.0
Communications and Marketing Officer
1.0
0.0
0.0
Community Affairs Coordinator* (1)
0.0
0.0
2.0
Community Affairs Officer
0.0
1.0
1.0
Community Affairs Senior Coordinator (1)
0.0
0.0
1.0
Community Affairs Technician (1)
0.0
0.0
1.0
Community Improvement Manager
1.0
1.0
1.0
Community Improvement Officer I (2)
1.0
1.0
1.0
Community Improvement Officer II
2.0
2.0
2.0
Community Programs Coordinator**
2.0
2.0
1.0
DCM/Civic & Cultural Services
1.0
1.0
1.0
Executive Assistant 1 (3)
1.0
1.0
0.0
Executive Assistant II*
0.0
0.0
1.0
Management Aide
2.0
2.0
2.0
Management Analyst I
1.0
1.0
1.0
Management Analyst II
1.0
1.0
1.0
Management Analyst III
1.0
1.0
1.0
Principal Management Analyst
1.0
1.0
1.0
Senior Community Improvement Officer
1.0
1.0
1.0
Senior Executive Assistant
1.0
1.0
1.0
Total City Management
19.0
19.0
22.0
TOTAL GOVERNANCE
26.0
26.0
29.0
PUBLIC SAFETY
Fire District
Administrative Assistant*
0.0
0.0
3.0
Business Manager*
0.0
0.0
1.0
Captain Specialist
3.0
3.0
3.0
Community Affairs Senior Coordinator
0.0
1.0
1.0
Emergency Management Coordinator
1.0
1.0
1.0
EMS Administrator
1.0
1.0
1.0
Executive Assistant I*
0.0
0.0
1.0
Executive Assistant II*
0.0
0.0
1.0
Field Training Officer
1.0
1.0
1.0
Fire Battalion Chief
4.0
4.0
4.0
Fire Captain
27.0
27.0
27.0
Fire Chief
1.0
1.0
1.0
Fiscal Year 2020/21 Preliminary Budget Page 202
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED Preliminary
2018/19 2019/20 2020/21
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
33.0
Management Aide
1.0
0.0
0.0
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
0.0
Office Specialist II **
3.0
3.0
0.0
Secretary **
1.0
1.0
0.0
Senior Administrative Secretary**
1.0
1.0
0.0
Total Fire District
115.0
115.0
121.0
Animal Care and Services
Administrative Assistant**
3.0
3.0
2.0
Animal Behavior Specialist**
0.0
2.0
1.0
Animal Care Supervisor
2.0
2.0
2.0
Animal Caretaker**
1.0
1.0
0.0
Animal Center Manager
1.0
1.0
1.0
Animal Handler
3.0
0.0
0.0
Animal Rescue Specialist
0.0
1.0
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
Senior Animal Services Officer
1.0
1.0
1.0
Senior Veterinary Technician
1.0
1.0
1.0
Veterinarian
1.0
1.0
1.0
Veterinary Assistant
1.0
1.0
1.0
Veterinary Technician
2.0
2.0
2.0
Total Animal Care and Services
22.0
22.0
19.0
TOTAL PUBLIC SAFETY
137.0
137.0
140.0
CIVIC AND CULTURAL SERVICES
Records Management
Administrative Assistant
2.0
1.0
1.0
Assistant City Clerk
1.0
0.0
0.0
City Clerk Records Management Analyst
1.0
1.0
1.0
City Clerk Services Director
1.0
1.0
1.0
Deputy Director of City Clerk Services
0.0
1.0
1.0
Executive Assistant I
0.0
1.0
1.0
Total Records Management
5.0
5.0
5.0
Fiscal Year 2020/21 Preliminary Budget Page 203
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED Preliminary
2018/19 2019/20 2020/21
Community Services
Administrative Assistant**
6.0
3.0
1.0
Artistic Producer -Main Street Theatre**
0.0
1.0
0.0
Box Office Coordinator
0.0
1.0
1.0
Community Affairs Coordinator (1)
0.0
1.0
0.0
Community Affairs Senior Coordinator (1)
0.0
1.0
0.0
Community Affairs Technician (1)
0.0
1.0
0.0
Community Services Coordinator**
18.0
12.0
10.0
Community Services Director
1.0
1.0
1.0
Community Services Manager**
1.0
1.0
0.0
Community Services Marketing Coordinator
1.0
0.0
0.0
Community Services Superintendent**
2.0
2.0
1.0
Community Services Supervisor
6.0
4.0
4.0
Community Services Technician
0.0
1.0
1.0
Community Theater Producer**
0.0
1.0
0.0
Cultural Center Manager**
1.0
1.0
0.0
Deputy Community Services Director
0.0
1.0
1.0
Event & Rental Services Coordinator
0.0
1.0
1.0
Executive Assistant 11 (4)
1.0
1.0
1.0
Front of House Coordinator
0.0
1.0
1.0
Fund Development Coordinator
0.5
0.0
0.0
Management Aide
2.0
1.0
1.0
Management Analyst I
1.0
1.0
1.0
Management Analyst II**
2.0
2.5
2.0
Patron and Events Supervisor
0.0
1.0
1.0
Theater Productions Supervisor
0.0
1.0
1.0
Theatre Technician III**
4.0
4.0
0.0
Total Community Services
46.5
45.5
29.0
Fiscal Year 2020/21 Preliminary Budget Page 204
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED Preliminary
DEPARTMENT AND POSITION TITLE
2018/19
2019/20
2020/21
Library Services
Assistant Library Director
1.0
0.0
0.0
Deputy Director of Library Services
0.0
1.0
1.0
Executive Assistant II
1.0
1.0
1.0
Fund Development Coordinator
0.5
0.0
0.0
Librarian I (5)
10.0
7.0
7.0
Librarian II*
1.0
3.0
4.0
Library Assistant II
2.0
2.0
2.0
Library Clerk
3.0
3.0
3.0
Library Director
1.0
1.0
1.0
Library Services Manager
1.0
1.0
1.0
Library Technician**
5.0
5.0
4.0
Management Analyst II**
0.0
0.5
0.0
Senior Librarian**
3.0
3.0
2.0
Total Library Services
28.5
27.5
26.0
TOTAL CIVIC AND CULTURAL SERVICES
80.0
78.0
60.0
ADMINISTRATIVE SERVICES
Administration/Purchasing
DCM/Administrative Services
1.0
1.0
1.0
Executive Assistant I**
1.0
1.0
0.0
Procurement Manager
1.0
1.0
1.0
Procurement Technician
2.0
2.0
2.0
Total Admin/Purchasing
5.0
5.0
4.0
Finance
Account Clerk**
5.0
5.0
4.0
Account Technician**
1.0
3.0
2.0
Accounts Payable Supervisor
1.0
1.0
1.0
Budget Analyst
1.0
1.0
1.0
Business License Clerk**
2.0
2.0
1.0
Business License Program Supervisor
1.0
1.0
1.0
Business License Technician
1.0
1.0
1.0
Customer Services Representative*
0.0
0.0
2.0
Executive Assistant 1(3)
0.0
0.0
1.0
Finance Director
1.0
1.0
1.0
Finance Manager
1.0
1.0
1.0
Management Aide
0.0
1.0
1.0
Management Analyst III
2.0
0.0
0.0
Payroll Supervisor
1.0
1.0
1.0
Principal Accountant
1.0
1.0
1.0
Revenue Manager
0.0
1.0
1.0
Senior Accountant
2.0
2.0
2.0
Special Districts Analyst
0.0
1.0
1.0
Special Districts Technician
1.0
0.0
0.0
Total Finance
21.0
23.0
23.0
Fiscal Year 2020/21 Preliminary Budget Page 205
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
Preliminary
DEPARTMENT AND POSITION TITLE
2018/19
2019/20
2020/21
Human Resources
Administrative Assistant**
1.0
1.0
0.0
Deputy Human Resources Director
0.0
1.0
1.0
Human Resources Director
1.0
1.0
1.0
Human Resources Manager
1.0
0.0
0.0
Human Resources Technician
3.0
3.0
3.0
Management Analyst I
1.0
1.0
1.0
Risk Management Analyst
1.0
1.0
1.0
Senior Risk Management Analyst
1.0
1.0
1.0
Total Human Resources
9.0
9.0
8.0
Innovation and Technology
Administrative Assistant
2.0
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**
0.0
4.0
2.0
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
0.0
Innovation and Technology Director
1.0
1.0
1.0
Senior GIs Analyst
1.0
1.0
1.0
Senior GIS Technician
4.0
0.0
0.0
Senior Information Technology Analyst
2.0
2.0
2.0
Senior Information Technology Specialist*
0.0
0.0
1.0
Total Innovation and Technology
23.0
23.0
21.0
TOTAL ADMINISTRATIVE SERVICES
58.0
60.0
56.0
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**
2.0
2.0
1.0
Building Inspection Supervisor
1.0
1.0
1.0
Building Inspector
5.0
4.0
4.0
Building Safety Manager
1.0
1.0
1.0
Executive Assistant I
1.0
0.0
0.0
Executive Assistant 1I
0.0
1.0
1.0
Plans Examiner I
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
Senior Building Inspector
0.0
1.0
1.0
Fiscal Year 2020/21 Preliminary Budget Page 2o6
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
Senior Plans Examiner
Total Building and Safety Services
ADOPTED Preliminary
2018/19 2019/20 2020/21
1.0 1.0 1.0
16.0 16.0 15.0
Fiscal Year 2020/21 Preliminary Budget Page 207
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED Preliminary
2018/19 2019/20 2020/21
Engineering Services
Administrative Assistant**
2.0
2.0
1.0
Assistant City Engineer
1.0
0.0
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
1.0
1.0
Deputy Director of Engineering/Utilities & Environmental Services
0.0
1.0
1.0
Engineering Services Director/City Engineer
1.0
1.0
1.0
Engineering Technician**
4.0
4.0
3.0
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 I**
1.0
1.0
0.0
Management Aide
1.0
2.0
2.0
Management Analyst I
2.0
2.0
2.0
Principal Engineer (9)
1.0
1.0
1.0
Public Services Technician III
2.0
2.0
2.0
Public Works Inspector I
2.0
1.0
1.0
Public Works Inspector II** (10)
1.0
2.0
1.0
Senior Civil Engineer (11)
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
0.0
0.0
Utilities Operations Supervisor
0.0
1.0
1.0
Total Engineering Services
37.0
39.0
35.0
Planning
Administrative Assistant**
2.0
1.0
0.0
Assistant Planner
4.0
2.0
2.0
Associate Planner
3.0
2.0
2.0
Executive Assistant II
1.0
1.0
1.0
Management Analyst II
0.0
1.0
1.0
Planning Director
0.0
1.0
1.0
Planning Manager
1.0
0.0
0.0
Planning Technician**
1.0
2.0
1.0
Principal Planner
0.0
1.0
1.0
Senior Planner
2.0
2.0
2.0
Total Planning 14.0
13.0
11.0
Fiscal Year 2020/21 Preliminary Budget Page 208
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED Preliminary
DEPARTMENT AND POSITION TITLE 2018/19 2019/20 2020/21
Public Works Services
Administrative Assistant
1.0
1.0
1.0
Assistant Engineer
1.0
1.0
1.0
Deputy Director of Public Works
1.0
1.0
1.0
Electrician
2.0
2.0
2.0
Equipment Operator
5.0
5.0
5.0
Executive Assistant I
1.0
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
16.0
14.0
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** (12)
57.0
57.0
50.0
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
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
Senior Maintenance Worker
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
129.0
130.0
121.0
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
199.0
201.0
185.0
TOTAL FULL TIME POSITIONS
500.0
502.0
470.0
Changes in staffing levels for Fiscal Year 2020/21 Preliminary Budget
*Position(s) funded for FY 2020/21
"Position(s) defunded in FY 2020/21
(1) One position transferred from Community Services to City Management
(2) One position overfilled by Community Improvement Officer II
(3) Position transferred from City Management to Finance
(4) Position underfilled by Executive Assistant I
(5) One position underfilled by Library Technician
(6) One position underfilled by Information Technology Specialist II
(7) One position underfilled by Information Technology Analyst I
(8) One position underfilled by Assistant Engineer
(9) Position underfilled by Senior Civil Engineer
(10) Position underfilled by Public Works Inspector I
(11) Position underfilled by Associate Engineer
(12) Position overfilled by Senior Maintenance Worker
Fiscal Year 2020/21 Preliminary Budget Page 209
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2020/21 PRELIMINARY BUDGET
FUNDED POSITIONS BY
DEPARTMENT - DETAIL
ADOPTED Preliminary
DEPARTMENT AND POSITION TITLE
2018/19
2019/20
2020/21
PART TIME EMPLOYEES FT (FULL TIME O IVA NT 1
GOVERNANCE
City Management
0.4
0.8
0.0
TOTAL CITY MANAGEMENT
0.4
0.8
0.0
PUBLIC SAFETY
Fire District
3.5
3.5
3.5
Animal Care and Services
12.8
15.9
14.9
TOTAL PUBLIC SAFETY
16.3
19.4
18.4
CIVIC AND CULTURAL SERVICES
Records Management
0.5
0.5
0.0
Community Services
102.9
93.6
63.0
Library Services
27.6
28.1
28.6
TOTAL CIVIC AND CULTURAL SERVICES
131.0
122.2
91.6
ADMINISTRATIVE SERVICES
Purchasing
1.0
1.4
0.7
Human Resources
0.5
0.5
0.0
Finance
2.3
1.2
0.3
TOTAL ADMINISTRATIVE SERVICES
3.8
3.1
1.0
ECONOMIC AND COMMUNITY DEVELOPMENT
Building and Safety Services
0.5
0.5
0.5
Engineering Services
1.9
1.2
0.8
Planning
0.8
0.8
0.0
Public Works Services
34.1
34.1
13.2
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
37.3
36.6
14.5
TOTAL PART TIME POSITIONS
188.8
182.1
125.5
Fiscal Year 2020/27 Preliminary Budget Page 210
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fund Balance
Summaries
Fiscal Year 2020/21 Preliminary Budget Page 211
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 212
City of Rancho Cucamonga, California
Fiscal Year 2020/21 Preliminary Budget
Spendable Fund Balances
As indicated in the Glossary of Budget Terms, fund balance is essentially the difference between the
assets and liabilities reported in a governmental fund. There are five separate components of fund
balance, each of which identifies the extent to which the City is bound to honor constraints on the
specific purposes for which amounts can be spent.
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not included in the Spendable Fund Balances report on the
following pages due to the nature of their restrictions, with the exception of Special Revenue and
Capital Projects Funds. These two fund types have restricted funding sources; however, the budgets
presented represent qualifying expenditures that are in line with the restrictions. Therefore, the
respective fund balances are presented. The last three components are incorporated into the report
for all fund types.
For the City's Operating Budget, following are the main components of the committed fund balance
included in the fund balance roll forward:
Fund 001 — General Fund:
Changes in Economic Circumstances $17,588,316
Working Capital $ 4,505,225
Funds 281-283 — Fire District Operating Funds:
Working Capital $20,964,445
Changes in Economic Circumstances $ 9,128,022
Employee Leave Payouts $ 3,691,489
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. As indicated in the Glossary of Budget
Terms, a balanced budget is a budget in which the amount of budgeted expenditures is equal to or
less than the amount of budgeted revenues plus available fund balance. For FY 2020/21, the City
General Fund (Fund 001) has planned for the use of $700,000 from the Changes in Economic
Circumstances Reserve to offset the economic impact of the COVID-19 pandemic. An additional
$10,000 of the Animal Center Operations Reserve will be used to fund medical equipment for the
Center. 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 2020/21 Preliminary Budget Page 213
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2020/21 Preliminary Budget
Estimated Estimated
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2020 Revenues Transfers In Transfers Out Expenditures June 30, 2021
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 -GENERAL FUND
$
22,432,382
$
87,576,950
$ 1,817,550 $ 3,005,230
$ 87,099,270
$ 21,722,382
TOTAL GENERAL FUND
$
22,432,382
$
87,576,950
$ 1,817,550 $ 3,005,230
$ 87,099,270
$ 21,722,382
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$
4,213
$
111,330
$ $ -
$ 111,330
$ 4,213
006 - CVWD REIMBURSEMENTS
835,331
443,900
- 390,510
193,380
695,341
008 - CNTY OF S. B. REIMBURSEMENTS
33,765
-
- -
-
33,765
016 - COMM DEV TECHNICAL SRVCS FUND
2,160,957
364,080
- -
6,500
2,518,537
017 - LAW ENFORCEMENT RESERVE
3,900,813
186,530
- -
478,500
3,608,843
018 -TRAFFIC SAFETY
142
101,730
10,270 -
112,000
142
020 - CITY TECHNOLOGY FEE FUND
1,694,031
298,590
- -
145,380
1,847,241
022 - MOBILE HOME PARK PROGRAM
173,389
36,120
- -
42,750
166,759
023 - SB1186 CERT ACCESS SPEC PROG
131,439
42,650
- -
5,730
168,359
025 - CAPITAL RESERVE
69,799,859
1,280,250
725,000 1,356,710
4,293,350
66,155,049
073 - BENEFITS CONTINGENCY
2,452,351
50,080
- -
1,079,220
1,423,211
TOTAL OTHER GENERAL FUNDS
$
81,186,290
$
2,915,260
$ 735,270 $ 1,747,220
$ 6,468,140
$ 76,621,460
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 526,163 $
1,019,440 $ $
- $ 1,014,630
$ 530,973
101 - AD 93-1 MASI COMMERCE CENTER
313,363
3260 -
- 180
316,443
105 - AB2766 AIR QUALITY IMPROVEMENT
551,100
253,920 -
- 320,400
484,620
106 - MSRC AIR POLLUTION REDUCT GRNT
-
30,000 -
30,000
-
109 - PUBLIC ART TRUST FUND
137,420
2,760 -
-
140,180
110 - BEAUTIFICATION
563,003
14,750 -
450
577,303
111 - PARK LAND ACQUISITION
3,735,007
770,940 -
1,370
4,504,577
112 - DRAINAGE FAC/GENERAL
3,597,562
173,000 -
149,870
3,620,692
113 - COMMUNTTY/REC CENTER DEVELPMNT
1,348,203
337,300 -
500
1,685,003
114 - DRAINAGE-ETTWANDA/SAN SEVAINE
253,772
5,280
120
258,932
115 - HENDERSON/WARDMAN DRAINAGE
983,475
-
- 360
983,115
116 - ETIWANDA DRAINAGE
1,985,078
39,510
135,630
1,888,958
118 - UPPER ETIWANDA DRAINAGE
604,643
11,860
220
616,283
119 - PARK IMPROVEMENT
1,809,290
236,330
- 150
2,045,470
120 - PARK DEVELOPMENT
8,001,590
160,580
- 423,860
7,738,310
122 - SOUTH ETIWANDA DRAINAGE
1,106,083
21,650 -
- 410
1,127,323
123 - LIBRARY IMPACT FEE
781,481
122,630 -
- -
904,111
124 - TRANSPORTATION
28,608,673
3,853,270 -
- 2,063,960
30,397,983
125 - ANIMAL CENTER IMPACT FEE
157,030
26,150 -
- -
183,180
126 - LOWER ETIWANDA DRAINAGE
642,441
12,600 -
230
654,811
127 - POLICE IMPACT FEE
610,287
113,930 -
- -
724,217
128 - ETIWANDA NO. EQUESTRIAN FACIL.
717,395
14,060 -
260
731,195
129 - UNDERGROUND UTILITIES
11,266,508
309,590 -
- 81,060
11,495,038
130 - LMD #1 GENERAL CITY
1,246,143
1,320,310 39,010
90,000 1,276,550
1,238,913
131 - LMD #2 VICTORIA
3,647,498
3,793,680 314,280
- 4,146,040
3,609,418
132 - LMD #3A HYSSOP
28,749
4,320 -
10,700
22,369
133 - LMD #3B MEDIANS
2,171,641
1,083,800 -
1,095,590
2,159,851
134 - LMD #4R TERRA VISTA
6,501,713
2,913,070 -
2,986,970
6,427,813
135 - LMD #5 ANDOVER
27,669
3,020 -
7,490
23,199
136 - LMD #6R CARYN COMMUNITY
593,009
554,350 39,010
601,460
584,909
137 - LMD #7 NORTH ETIWANDA
1,247,916
1,027,510 -
1,178,370
1,097,056
138 - LMD #8 SOUTH ETIWANDA
77,905
35,700
39,880
73,725
139 - LMD #9 LOWER ETIWANDA
1,311,380
964,560
824,450
1,451,490
Fiscal Year 2020/21 Preliminary Budget Page 214
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2020/21 Preliminary Budget
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1, 2020
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2021
140 - LMD #10 RANCHO ETIWANDA
1,284,957
653,710
-
751,670
1,186,997
141 - LMD #1 CAPITAL RESERVE FUND
314,270
6,000
90,810
40,550
370,530
150 - GENERAL CITY STREET LIGHTS
-
-
354,830 -
354,830
-
151 - SLD #1 ARTERIAL
386,090
840,970
- 113,200
900,020
213,840
152 - SLD #2 RESIDENTIAL
752,074
376,430
319,230 110,860
582,900
753,974
153 - SLD #3 VICTORIA
1,473,092
410,230
- 43,960
285,520
1,553,842
154 - SLD #4 TERRA VISTA
506,747
177,820
- 20,410
161,100
503,057
155 - SLD #5 CARYN COMMUNITY
(158,737)
44,240
- 9,690
68,130
(192,317)
156 - SLD #6 INDUSTRIAL AREA
452,708
144,220
- 15,170
128,680
453,078
157 - SLD #7 NORTH ETIWANDA
94,820
133,660
89,100 30,720
192,040
94,820
158 - SLD #8 SOUTH ETIWANDA
2,089,418
112,400
- 10,820
89,930
2,101,068
174 - STATE GAS TAX
10,139,357
4,381,350
- -
3,866,370
10,654,337
176 - MEASURE I 1990-2010
49,557
5,520
-
300
54,777
177 - MEASURE I 2010-2040
1,461,982
2,660,560
-
2,901,890
1,220,652
178 - SB 140
36,736
-
-
36,736
179 - ROAD MAINT & REHAB ACCT
3,027,526
3,140,730
- -
2,400,000
3,768,256
181 - SB 1 - TCEP
-
11,000,650
-
11,000,650
-
182 - AB 2928 TRAFFIC CONGEST RELIEF
294,405
-
- -
-
294,405
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
-
- -
-
(1,433)
188 - INTEGRATED WASTE MANAGEMENT
4,102,116
1,869,350
- 218,390
1,350,070
4,403,006
194 - PROPOSITION 1B STATE FUNDING
256,638
5,030
- -
100
261,568
195 - STATE ASSET SEIZURE
67,730
950
-
40,440
28,240
196 - CA ASSET SEIZURE 15%
241
130
-
70
301
198 - CrrYWIDE INFRASTRUCTURE IMPRV
25,869,523
1,360,200
- -
299,740
26,929,983
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,450,068
1,440,010
- -
1,266,530
1,623,548
209 - FEDERAL SAFETEA-LU
-
1,070
- -
-
1,070
211 - PROP 1B - SLPP
3,152
70
- -
-
3,222
214 - PEDESTRIAN GRANT/ART 3
-
401,200
- -
401,200
-
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
-
- -
-
(96)
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
15,650
24,600
- -
9,740
30,510
225 - CA RECYC/LITTER REDUCTION GRNT
53,043
59,860
- -
59,620
53,283
227 - USED OIL RECYCLING PROGRAM
41,734
49,390
- -
49,810
41,314
234 - SAFE ROUTES TO SCHOOL PROGRAM
431
90,800
- -
90,800
431
239 - FEDERAL GRANT FUNDS-DREIER
15
-
- -
-
15
258 - SENIOR OUTREACH GRANT
(5,267)
-
- -
-
(5,267)
272 - FREEDOM COURTYARD RSRC GRANTS
48
50
- -
-
98
274 - STATE GRANTS FUND
(223,235)
2,686,760
- -
2,686,760
(223,235)
290 - LIBRARY FUND
7,543,749
5,991,700
- 500,000
5,250,160
7,785,289
291 - CA STATE LIBRARY
108,061
20,000
- -
20,530
107,531
292 - STAFF INNOVATION ID (CA ST LB)
256,416
5,080
- -
5,900
255,596
302 - LIBRARY SERVICES & TECH. ACT
37,106
-
-
20
37,086
310 - PUBLIC LIBRARY BOND ACT-2000
32,704
-
- -
-
32,704
329 - LIBRARY CAPITAL FUND
787,510
17,420
500,000 -
925,300
379,630
340 - DRUG ABATEMENT ACT
29,220
-
-
-
29,220
354 - COP'S PROGRAM GRANT -STATE
577,589
271,820
-
306,020
543,389
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
-
-
33
361 - JUSTICE ASSISTANCE GRANT(JAG)
6
-
-
6
381 - HOMELAND SECURITY GRANT -POLICE
306
66,360
-
66,140
526
383 - EMPG
2
26,840
- -
26,840
2
396 - HOUSING SUCCESSOR AGENCY
6,073,793
58,000
- -
3,995,700
2,136,093
838 - AD 91-2 REDEMPTION -DAY CANYON
66,988
34,760
- -
25,850
75,898
847 - PD 85 CAPITAL REPLACEMENT
325,882
7,510
117,750 -
40,600
410,542
848 - PD 85 RED HILL AND HERITAGE PARKS
2,167,564
1,346,140
73,390 116,800
1,206,250
2,264,044
868 - CFD 2000-03 PARK MAINTENANCE
393,992
536,950
- -
657,570
273,372
Fiscal Year 2020/21 Preliminary Budget Page 215
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2020/21 Preliminary Budget
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1, 2020
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2021
875 - CFD 2017-01 NO. ETIWANDA
-
3,020
-
1,220
1,800
876 - CFD 2018-01 EMPIRE LAKES
10,109
123,180
- 86,980
36,200
10,109
877 - CFD 2018-01 CAPITAL RESERVE
-
790
79,390 -
-
80,180
TOTAL SPECIAL REVENUE
$ 157,370,275
$ 59,820,660
$ 2,016,800 $ 1,367,000
$ 58,934,920
$ 158,905,815
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
606 - AD 86-2 R/C DRAINAGE DISTRICT
607 - CFD 2000-01 SOUTH ETIWANDA
612 - CFD 2001-01
614 - CFD 2003-01 PROJECT FUND
615 - CFD 2003-01 CULTURAL CENTER
617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
TOTAL CAPITAL PROJECTS
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
705 - MUNICIPAL UTILITY
706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
711 - FIBER OPTIC NETWORK
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
714 - COMP EQUIP/TECH REPLCMENT FUND
TOTAL INTERNAL SERVICE FUNDS
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
285 - FIRE TECHNOLOGY FEE FUND
288 - FIRE PROTECTION CAPITAL FUND
TOTAL SPECIAL REVENUE
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
$ 13,988
280 $
- $ - 10 $
14,258
1,188,558
23,300
- - 430
1,211,428
(41,128)
-
- - -
(41,128)
63
-
- - -
63
627,468
59,790
- - 1,090
686,168
182,193
1,760
- - 60
183,893
12,763
1,920
- -
14,683
50,431
560
-
50,991
1,888
40
- -
1,928
6,421
130
- -
6,551
$ 2,042,645 $
87,780 $
$ - $ 1,590 $
2,128,835
$ - $ 416,220 $ 1,401,770 $ - $ 1,817,990 $ -
15,864,654 13,866,510 - 1,508,650 10,618,710 17,603,804
628,569 305,310 - 591,530 342,349
5,573,827 111,560 - 2,020 5,683,367
11,677,150 252,930 934,840 - 1,421,210 11,443,710
$ 33,744,200 $ 14,952,530 $ 2,336,610 $ 1,508,650 $ 14,451,460 $ 35,073,230
$ 1,824,666 $ 552,490 $ 300,000 $ - $ 913,770 $ 1,763,386
1,370,268 637,240 539,540 - 751,960 1,795,088
$ 3,194,934 $ 1,189,730 $ 839,540 $ $ 1,665,730 $ 3,558,474
$ 299,970,726 $ 166,542,910 $ 7,745,770 $ 7,628,100 $ 168,621,110 $ 298,010,196
$ 26,582,950 $ 32,721,970 $ - $ 2,036,930 $ 30,685,040 $ 26,582,950
3,615,883 6,262,320 - - 6,738,900 3,139,303
11,910 431,090 2,036,930 - 2,468,020 11,910
360 960 - - 210 1,110
28,348,699 8,030,970 - 117,670 5,935,250 30,326,749
$ 58,559,802 $ 47,447,310 $ 2,036,930 $ 2,154,600 $ 45,827,420 $ 60,062,022
$ 58,559,802 $ 47,447,310 $ 2,036,930 $ 2,154,600 $ 45,827,420 $ 60,062,022
$ 358,530,528 $ 213,990,220 $ 9,782,700 $ 9,782,700 $ 214,448,530 $ 358,072,218
Fiscal Year 2020/21 Preliminary Budget Page 216
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2020/21 Preliminary Budget
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2020
June 30, 2021
Change
Change Reason for Changes >$500,000 and 10%
CITY OF RANCHO CUCAMONGA
GENERALFUND
Use of Changes in Economic Circumstances
Reserve in the amount of $700,000 due to COVID-
19 pandemic; use of capital reserve in the amount
of $10,000 for medical equipment for Animal
001 - GENERAL FUND
$ 22,432,382
$ 21,722,382
$ (710,000)
-3.17% Center
TOTAL GENERAL FUND
$ 22,432,382
$ 21,722,382
$ (710,000)
-3.17%
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 4,213
$ 4,213
$ -
0.00%
006 - CVWD REIMBURSEMENTS
835,331
695,341
(139,990)
-16.76%
008 - CNTY OF S. B. REIMBURSEMENTS
33,765
33,765
-
0.00%
016 - COMM DEV TECHNICAL SRVCS FUND
2,160,957
2,518,537
357,580
16.55%
017 - LAW ENFORCEMENT RESERVE
3,900,813
3,608,843
(291,970)
-7.48%
018 -TRAFFIC SAFETY
142
142
-
0.00%
020 - CITY TECHNOLOGY FEE FUND
1,694,031
1,847,241
153,210
9.04%
022 - MOBILE HOME PARK PROGRAM
173,389
166,759
(6,630)
-3.82%
023 - SB1186 CERT ACCESS SPEC PROG
131,439
168,359
36,920
28.09%
025 - CAPITAL RESERVE
69,799,859
66,155,049
(3,644,810)
-5.22% Use of funds accumulated over a period of time
073 - BENEFITS CONTINGENCY
2,452,351
1,423,211
(1,029,140)
-41.97% Use of funds accumulated over a period of time
TOTAL OTHER GENERAL FUNDS
$ 81,186,290
$ 76,621,460
$ (4,564,830)
-5.62%
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 526,163
$ 530,973
$ 4,810
0.91%
101 -AD 93-1 MASI COMMERCE CENTER
313,363
316,443
3,080
0.98%
105 - AB2766 AIR QUALITY IMPROVEMENT
551,100
484,620
(66,480)
-12.06%
109 - PUBLIC ART TRUST FUND
137,420
140,180
2,760
2.01 %
110 - BEAUTIFICATION
563,003
577,303
14,300
2.54%
111 - PARK LAND ACQUISITION
3,735,007
4,504,577
769,570
20.60% Results of operations, for use in future period
112 - DRAINAGE FAC/GENERAL
3,597,562
3,620,692
23,130
0.64%
113 - COMMUNITY/REC CENTER DEVELPMNT
1,348,203
1,685,003
336,800
24.98%
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
253,772
258,932
5,160
2.03%
115 - HENDERSON/WARDMAN DRAINAGE
983,475
983,115
(360)
-0.04%
116 - ETIWANDA DRAINAGE
1,985,078
1,888,958
(96,120)
-4.84%
118 - UPPER ETIWANDA DRAINAGE
604,643
616,283
11,640
1.93%
119 - PARK IMPROVEMENT
1,809,290
2,045,470
236,180
13.05%
120 - PARK DEVELOPMENT
8,001,590
7,738,310
(263,280)
-3.29%
122 - SOUTH ETIWANDA DRAINAGE
1,106,083
1,127,323
21,240
1.92%
123 - LIBRARY IMPACT FEE
781,481
904,111
122,630
15.69%
124 - TRANSPORTATION
28,608,673
30,397,983
1,789,310
6.25% Results of operations, for use in future period
125 - ANIMAL CENTER IMPACT FEE
157,030
183,180
26,150
16.65%
126 - LOWER ETIWANDA DRAINAGE
642,441
654,811
12,370
1.93%
127 - POLICE IMPACT FEE
610,287
724,217
113,930
18.67%
128 - ETIWANDA NO. EQUESTRIAN FACIL.
717,395
731,195
13,800
1.92%
129 - UNDERGROUND UTILITIES
11,266,508
11,495,038
228,530
2.03%
130 - LMD #1 GENERAL CITY
1,246,143
1,238,913
(7,230)
-0.58%
131 - LMD #2 VICTORIA
3,647,498
3,609,418
(38,080)
-1.04%
132 - LMD #3A HYSSOP
28,749
22,369
(6,380)
-22.19%
133 - LMD #3B MEDIANS
2,171,641
2,159,851
(11,790)
-0.54%
134 - LMD #4R TERRA VISTA
6,501,713
6,427,813
(73,900)
-1.14%
135 - LMD #5 ANDOVER
27,669
23,199
(4,470)
-16.16%
136 - LMD #6R CARYN COMMUNITY
593,009
584,909
(8,100)
-1.37%
137 - LMD #7 NORTH ETIWANDA
1,247,916
1,097,056
(150,860)
-12.09%
138 - LMD #8 SOUTH ETIWANDA
77,905
73,725
(4,180)
-5.37%
Fiscal Year 2020/21 Preliminary Budget Page 217
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2020/21 Preliminary Budget
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2020
June 30, 2021
Change
Change Reason for Changes>$500,000 and 10%
139 - LMD #9 LOWER ETIWANDA
1,311,380
1,451,490
140,110
10.68%
140 - LMD #10 RANCHO ETIWANDA
1,284,957
1,186,997
(97,960)
-7.62%
141 - LMD #1 CAPITAL RESERVE FUND
314,270
370,530
56,260
17.90%
150 - GENERAL CITY STREET LIGHTS
-
-
-
0.00%
151 - SLD #1 ARTERIAL
386,090
213,840
(172,250)
-44,61%
152 - SLD #2 RESIDENTIAL
752,074
753,974
1,900
0.25%
153 - SLD #3 VICTORIA
1,473,092
1,553,842
80,750
5.48%
154 - SLD #4 TERRA VISTA
506,747
503,057
(3,690)
-0.73%
155 - SLD #5 CARYN COMMUNITY
(158,737)
(192,317)
(33,580)
21.15%
156 - SLD #6 INDUSTRIAL AREA
452,708
453,078
370
0.08%
157 - SLD #7 NORTH ETIWANDA
94,820
94,820
-
0.00%
158 - SLD #8 SOUTH ETIWANDA
2,089,418
2,101,068
11,650
0.56%
174 - STATE GAS TAX
10,139,357
10,654,337
514,980
5.08%
176 - MEASURE I 1990-2010
49,557
54,777
5,220
10.53%
177 - MEASURE I2010-2040
1,461,982
1,220,652
(241,330)
-16.51%
178 - SB 140
36,736
36,736
-
0.00%
179 - ROAD MAINT & REHAB ACCT
3,027,526
3,768,256
740,730
24.47% Results of operations, for use in future period
182 - AB 2928 TRAFFIC CONGEST RELIEF
294,405
294,405
-
0.00%
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
(1,433)
-
0.00%
188 - INTEGRATED WASTE MANAGEMENT
4,102,116
4,403,006
300,890
7.33%
194 - PROPOSITION I STATE FUNDING
256,638
261,568
4,930
1.92%
195 - STATE ASSET SEIZURE
67,730
28,240
(39,490)
-58.31%
196 - CA ASSET SEIZURE 15%
241
301
60
24.90%
198 - CITYWIDE INFRASTRUCTURE IMPRV
25,869,523
26,929,983
1,060,460
4.10%
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,450,068
1,623,548
173,480
11.96%
209 - FEDERAL SAFETEA-LU
-
1,070
1,070
0.00%
211 - PROP I - SLPP
3,152
3,222
70
2.22%
214 - PEDESTRIAN GRANT/ART 3
-
-
-
0.00%
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
(96)
-
0.00%
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
15,650
30,510
14,860
94.95%
225 - CA RECYC/LMER REDUCTION GRNT
53,043
53,283
240
100.00%
227 - USED OIL RECYCLING PROGRAM
41,734
41,314
(420)
-1.01%
234 - SAFE ROUTES TO SCHOOL PROGRAM
431
431
-
0.00%
239 - FEDERAL GRANT FUNDS-DREIER
15
15
0.00%
258 - SENIOR OUTREACH GRANT
(5,267)
(5,267)
0.00%
272 - FREEDOM COURTYARD RSRC GRANTS
48
98
50
104.17%
274 - STATE GRANTS FUND
(223,235)
(223,235)
-
0.00%
290 - LIBRARY FUND
7,543,749
7,785,289
241,540
3.20%
291 - CA STATE LIBRARY
108,061
107,531
(530)
-0.49%
292 - STAFF INNOVATION FD (CA ST LB)
256,416
255,596
(820)
0.00%
302 - LIBRARY SERVICES & TECH. ACT
37,106
37,086
(20)
-0.05%
310 - PUBLIC LIBRARY BOND ACT-2000
32,704
32,704
-
0.00%
329 - LIBRARY CAPITAL FUND
787,510
379,630
(407,880)
-51.79%
340 - DRUG ABATEMENT ACT
29,220
29,220
-
0.00%
354 - COP'S PROGRAM GRANT -STATE
577,589
543,389
(34,200)
-5.92%
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
33
0.00%
361 - JUSTICE ASSISTANCE GRANT(JAG)
6
6
-
0.00%
381 - HOMELAND SECURITY GRANT -POLICE
306
526
220
71.90%
383 - EMPG
2
2
-
0.00%
396 - HOUSING SUCCESSOR AGENCY
6,073,793
2,136,093
(3,937,700)
-64.83% Funding of affordable housing project
838 - AD 91-2 REDEMPTION -DAY CANYON
66,988
75,898
8,910
13.30%
847 - PD 85 CAPITAL REPLACEMENT
325,882
410,542
84,660
25.98%
848 - PD 85 RED HILL AND HERITAGE PARKS
2,167,564
2,264,044
96,480
4.45%
868 - CFD 2000-03 PARK MAINTENANCE
393,992
273,372
(120,620)
-30.61%
875 - CFD 2017-01 NO. ETIWANDA
-
1,800
1,800
0.00%
876 - CFD 2018-01 EMPIRE LAKES
10,109
10,109
-
0.00%
Fiscal Year 2020/21 Preliminary Budget Page 218
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2020/21 Preliminary Budget
877 - CFD 2018-01 CAPITAL RESERVE
TOTAL SPECIAL REVENUE
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
606 - AD 86-2 R/C DRAINAGE DISTRICT
607 - CFD 2000-01 SOUTH ETIWANDA
612 - CFD 2001-01
614 - CFD 2003-01 PROJECT FUND
615 - CFD 2003-01 CULTURAL CENTER
617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
TOTAL CAPITAL PROJECTS
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$ %
July 1. 2020
June 30, 2021
Change Change Reason for Changes >$500.000 and 10%
-
80,180
80,180 0.00%
$ 157,370,275
$ 158,905,815
$ 1,535,540 0.98%
$ 13,988 $
14,258 $
270
1.93%
1,188,558
1,211,428
22,870
1.92%
(41,128)
(41,128)
-
0.00%
63
63
-
0.00%
627,468
686,168
58,700
9.36%
182,193
183,893
1,700
0.93%
12,763
14,683
1,920
15.04%
50,431
50,991
560
1.11 %
1,888
1,928
40
2.12%
6,421
6,551
130
2.02%
$ 2,042,645 $
2,128,835 $
86,190
4.22%
700 - SPORTS COMPLEX
$ -
$ -
$ -
0.00%
705 - MUNICIPAL UTILITY
15,864,654
17,603,804
$ 1,739,150
10.96% Results of operations, for use in future period
706 - UTILITY PUBLIC BENEFIT FUND
628,569
342,349
$ (286,220)
-45.54%
708 - RCMU CAPITAL REPLACEMENT FUND
5,573,827
5,683,367
$ 109,540
1.97%
711 - FIBER OPTIC NETWORK
11,677,150
11,443,710
$ (233,440)
100.00%
TOTAL ENTERPRISE FUNDS
$ 33,744,200
$ 35,073,230
$ 1,329,030
3.94%
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT $ 1,824,666 $ 1,763,386 $ (61,280) -3.36%
714 - COMP EQUIP/TECH REPLCMENT FUND 1,370,268 1,795,088 424,820 31.00%
TOTAL INTERNAL SERVICE FUNDS $ 3,194,934 $ 3,558,474 $ 363,540 11.38%
TOTAL CITY OF RANCHO CUCAMONGA $ 299,970,726 $ 298,010,196 $ (1,960,530) 11.72%
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
$ 26,582,950
$ 26,592,950 $
0.00%
282 - COMMUNITY FACILITIES DIST 85-1
3,615,883
3,139,303
(476,580)
-13.18%
283 - COMMUNITY FACILITIES DIST 88-1
11,910
11,910
-
0.00%
285 - FIRE TECHNOLOGY FEE FUND
360
1,110
750
208.33%
288 - FIRE PROTECTION CAPITAL FUND
28,348,699
30,326,749
1,978,050
6.98%
TOTAL SPECIAL REVENUE
$ 58,559,802
$ 60,062,022 $
1,502,220
2.57%
TOTAL R.C. FIRE PROTECTION DISTRICT $ 58,559,802 $ 60,062,022 $ 1,502,220 2.57%
TOTAL ALL FUNDS $ 358,530,528 $ 358,072,218 $ (458,310) -0.13%
Fiscal Year 2020/21 Preliminary Budget Page 219
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 220
RANCHO
CUCAMONGA
CALIFORNIA
DEPARTMENTAL
BUDGET
DETAILS
Fiscal Year 2020/21 Preliminary Budget Page 221
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 boards and
Mission Statement
The Mission of the City Council of Rancho Cucamonga is to:
• Ensure and advance the quality of life for the community through inclusive decision
making.
Core Values
• Providing and nurturing a high quality of life for all
• Promoting and enhancing a safe and healthy community for all
• Building and preserving a family -oriented atmosphere
• Intentionally embracing and anticipating the future
• Equitable prosperity for all
• Working together cooperatively and respectfully with each other, staff and all
stakeholders
• Continuous improvement
• Actively seeking and respectfully considering all public input
All is used in its most inclusive sense - residents, businesses, non profits, faith -based,
educational, etc.
Vision Statement
• Our vision is to build on our success as a world class community to create an equitable,
sustainable, vibrant city rich in opportunity for all to thrive.
Fiscal Year 2020/21 Preliminary Budget Page 222
City Council
Department Budget Summary
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2018/19 2019/20 2020/21
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
$ 148,361
21,939
(52,580)
117,720
$ 144,670
24,800
(51,360)
$ 148,330
25,700
(41,560)
118,110 132,470
Subtotal
-
-
All Funds
Personnel Services
148,361
144,670
148,330
Operations and Maintenance
21,939
24,800
25,700
Capital Outlay
-
-
-
Cost Allocation
(52,580)
(51,360)
(41,560)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 117,720
$ 118,110
$ 132,470
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
5.0
5.0
5.0
Total Staffing
5.0
5.0
5.0
Fiscal Year 2020/21 Preliminary Budget Page 223
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 2020/21 Budget Highlights
• Maintain an accurate record of City Council proceedings and official City documents
• Administer the November 2020 Presidential Municipal Election following all Federal,
State, and local statutes and policies, including Filing Official/Officer responsibilities
related to Fair Political Practices Commission (FPPC) filings
• Administer the Oath of Office
Fiscal Year 2020/21 Preliminary Budget Page 224
City Clerk
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 2,790
$ 2,810
$ 2,830
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(820)
(850)
(890)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,970
1,960
1,940
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,790
2,810
2,830
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(820)
(850)
(890)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,970
$ 1,960
$ 1,940
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
1.0
1.0
1.0
Total Staffing
1.0
1.0
1.0
Fiscal Year 2020/21 Preliminary Budget Page 225
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 2020/21 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
California Municipal
Treasurers Association
Fiscal Year 2020/21 Preliminary Budget Page 226
City Treasurer
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 2,764
$ 2,810
$ 2,830
Operations and Maintenance
13,304
15,010
15,120
Capital Outlay
-
-
-
Cost Allocation
(5,140)
(5,400)
(5,650)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
10,928
12,420
12,300
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,764
2,810
2,830
Operations and Maintenance
13,304
15,010
15,120
Capital Outlay
-
-
-
Cost Allocation
(5,140)
(5,400)
(5,650)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 10,928
$ 12,420
$ 12,300
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
1.0
1.0
1.0
Total Staffing
1.0
1.0
1.0
Fiscal Year 2020/21 Preliminary Budget Page 227
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 and operates and is involved
with original programming on the government access channel RCTV-3. 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 2020/21 Budget Highlights
• Continue development of Public Art Strategic Plan
• Take an organizational approach to data collection and performance measurement
• Evaluate the most recent Quality of Life Survey data in order to understand new and
continuing programming and service needs of our community
• Communicate with our Community effectively and equitably, especially during the COVID-
19 pandemic
Fiscal Year 2020/21 Preliminary Budget Page 228
City Management
Department Budget Summary
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2018/19 2019/20 2020/21
Operating Budget
Personnel Services
$ 2,379,375
$ 2,652,130
$ 3,034,820
Operations and Maintenance
411,694
497,550
495,960
Capital Outlay
-
-
-
Cost Allocation
(510,280)
(532,860)
(571,390)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
2,280,789
2,616,820
2,959,390
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
8,502
9,730
9,740
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
8,502
9,730
9,740
All Funds
Personnel Services
2,379,375
2,652,130
3,034,820
Operations and Maintenance
420,196
507,280
505,700
Capital Outlay
-
-
-
Cost Allocation
(510,280)
(532,860)
(571,390)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 2,289,291
$ 2,626,550
$ 2,969,130
Staffing Summary (Budgeted)
Full Time
19.0
19.0
22.0
Part Time
0.4
0.8
-
Total Staffing
19.4
19.8
22.0
Fiscal Year 2020/21 Preliminary Budget Page 229
City Management
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 230
City Management
Services to the Community
Fiscal Year 2020/21 Preliminary Budget Page 231
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 its 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 the dedicated
men and women of the Police Department. 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
persons, as well as identifying the presence of narcotics.
Traffic Safety. This division investigates traffic collisions, provides proactive enforcement to
reduce collisions, and performs dedicated DUI enforcement. The traffic division also presents the
DUI education program "Every 15 Minutes " to local high schools.
Investigations. This division works in conjunction with patrol and performs felony case follow-
up, tracks sex registrants and emerging crime trends.
Victoria Gardens. The Department's satellite station is located at the Victoria Gardens Regional
Mall. Personnel assigned to the mall conduct retail theft investigations and work proactively with
the various retail establishments to prevent crime.
Crime Prevention. This division works to educate the public on various crime trends, and
coordinates programs and events such as Neighborhood Watch, Citizen Advisory Group and
National Night Out.
Specialized Units. Included in this division are the Multiple
Enforcement Team (MET), Solution Oriented Policing (SOP)
Team, and School Resource Officers (SROs). The SOP team
works to address quality of life issues, and also provides active
shooter training to the community and local public safety agencies.
FY 2020/21 Budget Highlights
• Completion of the West Side Public Safety Facility which
includes both Police and Fire personnel
• Continue interaction with the homeless and transient population to limit quality of life
crimes such as loitering, panhandling, and trespassing
• Continue to host events educating the public on human trafficking, teen self-defense and
internet safety through the Crime Prevention Unit
• Add additional ALPR cameras to the intersections of Archibald Avenue and 19th Street;
Etiwanda Avenue and Arrow Route; and Milliken Avenue and Kenyon Way
Fiscal Year 2020/21 Preliminary Budget Page 232
Police (Contract)
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ -
$ -
$ -
Operations and Maintenance
39,110,735
42,106,900
44,858,800
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
210,460
220,160
10,270
Subtotal
39,321,195
42,327,060
44,869,070
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
895,639
1,167,960
689,360
Capital Outlay
185,135
521,260
425,140
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,080,774
1,689,220
1,114,500
All Funds
Personnel Services
-
-
-
Operations and Maintenance
40,006,374
43,274,860
45,548,160
Capital Outlay
185,135
521,260
425,140
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
210,460
220,160
10,270
Total Cost
$ 40,401,969
$ 44,016,280
$ 45,983,570
Staffing Summary (Budgeted)
Safety Personnel
Non -Safety Personnel
Total Staffing
139.0
41.0
180.0
141.0
141.0
41.0
41.0
182.0
182.0
Fiscal Year 2020/21 Preliminary Budget
Page 233
Police (Contract)
Performance Statistics
UMER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 234
Police (Contract)
Patrol
Emergency Response
3 K9's
Volunteers
Citizen Advisory
Crime Prevention 'PEA
PIO
Neighborhood Watch
Targeted Proactive Enforcement
to Reduce Collisions
Traffic SafetY � _ Bicycle Safety Classes
Dedicated DUI Enforcement
Felony Case Follow-up
Investigatio:ns1j Crime Analyst
Pawn Shop Liason
Victoria Gardens Retail Theft Investigations
Multiple Enforcement Team
CFS/APS
Crime Free Multi -Housing
Special Units Solution Oriented Policing Team
Active Shooter Program
School Resource Officers
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 2020/21 Budget Highlights
• Complete the West Side Public Safety Facility.
• Continue the design -build process for the future Fire Station 178
to be located on Town Center Drive, east of Haven Avenue.
• Retrofit Fire Station 177 on Hellman Avenue with solar panels.
• Update the Local Hazard Mitigation Plan.
• Complete a Community Wildfire Protection Plan.
• Complete an Emergency Evacuation Plan.
• Update the CalFire Wildland Agreement.
• Procure a mass notification system to improve the District's ability to communicate emergency
information to the public.
• Replace the 1997 Type 1 Heavy Rescue apparatus.
• Continue to fund proposed operations and capital projects while holding Community Facilities
District (CFD) assessment levels.
• For the eighth consecutive year, Fire Prevention Permit and Inspection Fees continue to be
suspended.
Fiscal Year 2020/21 Preliminary Budget Page 236
Fire District
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 25,062,151
$ 26,984,790
$ 30,807,730
Operations and Maintenance
6,498,652
7,792,770
8,684,240
Capital Outlay
-
-
Cost Allocation
-
-
-
Debt Service
77,830
399,990
399,990
Transfer Out
2,388,007
1,966,610
2,036,930
Subtotal
34,026,640
37,144,160
41,928,890
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
703,437
556,310
757,750
Capital Outlay
2,541,598
3,960,500
5,204,550
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
158,630
107,420
117,670
Subtotal
3,403,665
4,624,230
6,079,970
All Funds
Personnel Services
25,062,151
26,984,790
30,807,730
Operations and Maintenance
7,202,089
8,349,080
9,441,990
Capital Outlay
2,541,598
3,960,500
5,204,550
Cost Allocation
-
-
-
Debt Service
77,830
399,990
399,990
Transfer Out
2,546,637
2,074,030
2,154,600
Total Cost
$ 37,430,305
$ 41,768,390
$ 48,008,860
Staffing Summary (Budgeted)
Full Time
115.0
115.0
121.0
Part Time
3.5
3.5
3.5
Total Staffing
118.5
118.5
124.5
Fiscal Year 2020/21 Preliminary Budget Page 237
Fire District
Performance Statistics
UME R CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 238
Fire District
Emergency Response
Emergency
Management
Community Risk
Reduction
Community Affairs
Administration
Fire Supression Structural Wildi;
Front Country
Fire Investigations
Emergency Medical Services
Technical Rescue Haz Mat Tacti
Response
Response Planning
Ready RC
Mitigation
Preparedness
Response
Recovery
Community and Business Eme
Response Training
Volunteer Coordination
Prevention Inspections
Weed Abatement/Brush Clearance
Public Education
New Contruction Plan Review
Public Information
Special Events
Community Outreach and
Engagement
Personnel Management and
Planning/Finance
Apparatus and Equipment
Maintenance Facility
Facility Maintenance
Animal Care and Services
Department Budget Summary
Overview of Department
The City of Rancho Cucamonga has an innovative Animal Services Department RANCHO CUCAMONGA
whose mission is Creating PAWsitive impact by enriching the lives of animals ANIMAL
and people. The Animal Services Department cares for more than 5,000[KCENTER
homeless pets annually and responds to more than 6,000 calls for service related - cmating Pwghtvimpw
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
,.o 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 2020/21 Budget Highlights
• Manage the effects of COVID-19 by:
o reducing public hours to visit with the animals
o reducing labor cost by defunding three vacant full-time positions
and several vacant part-time positions.
• Enhance programs while being fiscally prudent through efforts such as:
o streamlining the adoption process
o increasing foster homes and 501(c)(3) rescue partnerships
o piloting office pets for the day programs
o continuing partnerships with Western University College of
Veterinary Medicine and other community organizations.
• Update five-year strategic plan
Fiscal Year 2020/21 Preliminary Budget Page 240
Animal Care and Services
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 2,769,291
$ 2,970,860
$ 2,684,950
Operations and Maintenance
461,488
445,350
466,780
Capital Outlay
24,015
-
10,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,254,794
3,416,210
3,161,730
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
720
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
720
-
All Funds
Personnel Services
2,769,291
2,970,860
2,684,950
Operations and Maintenance
461,488
446,070
466,780
Capital Outlay
24,015
-
10,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 3,254,794
$ 3,416,930
$ 3,161,730
Staffing Summary (Budgeted)
Full Time
22.0
22.0
19.0
Part Time
12.8
15.9
14.9
Total Staffing
34.8
37.9
33.9
Fiscal Year 2020/21 Preliminary Budget Page 241
Animal Care and Services
Performance Statistics
UMER CONSTRUCTION
CONTENT WAL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 242
Administration
Administrative ServicesLM Lost
ReunitinOwnersets with
Community Cat Programs
Community Outreach
W Volunteers
Community ProgramswW _
and Information
Foster Care
Kitten Nursery
Animal Care and Animal Spay and Neuter
Services Programs
Veterinary Services
Animal Health and Wellness
7—�nl
�Animal Care
al Care and
Adoptions
Adoptions
Field Service Officers
Field Services �Dispatcher
Animal Licensing
Animal Care Foundation
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 2020/21 Budget Highlights
• Defund one part-time position due to the economic impacts of the COVID-19 pandemic
• Implement a new electronic agenda management system (PrimeGov) for City Council,
Planning Commission, and various other City committee meetings
• Increase the capacity, utilization, and training of the City's document imaging system
(Laserfiche) by departments for imaging current, vital, permanent records, ensuring
preservation and accessibility of records by staff and the public
• Continue providing secure storage of active and inactive records in accordance with
Department Records Manual and state law and guidelines
• Conduct the bi-annual review of the City and Fire District's Conflict of Interest Codes as
required by law and adopt updates if necessary
Fiscal Year 2020/21 Preliminary Budget Page 244
Records Management
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Adopted Preliminary
Actuals Budget Budget
2018/19 2019/20 2020/21
$ 533,535 $ 602,410 $ 603,360
140,227 122,840 897,340
(240,840) (219,800) (221,050)
432,922 505,450 1,279,650
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
533,535
602,410
603,360
Operations and Maintenance
140,227
122,840
897,340
Capital Outlay
-
-
-
Cost Allocation
(240,840)
(219,800)
(221,050)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 432,922
$ 505,450
$ 1,279,650
Staffing Summary (Budgeted)
Full Time
5.0
5.0
5.0
Part Time
0.5
0.5
-
Total Staffing
5.5
5.5
5.0
Fiscal Year 2020/21 Preliminary Budget Page 245
Records Management
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL. BE "AN ABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 246
Preservation
Retention
... _ Disposition
Records
Public Records Requests
Recorded Documents
Maintenance of Municipal
Code
Agenda and Minute
Preparation
Legal Notices
Bond Releases
Contracts
Records Legislation Claims/Subpoenas
Management Bid openings
Appeals
Conflict of Interest Code
Board and Commission
Recruitments
Administration
Legal Noticing
' Nomination Filing
Candidate Handbook
Election Municipal Elections
Ballot Measures
Receive Petitions
Disclosure of Campaign
Finances and Economic
Interests
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 2020/21 Budget Highlights
• In response to the economic impacts of COVID-19, reduce
operating costs through the closure of Lions East, Lions West,
RC Family Resource Center, RC Sports Center and Victoria
Garden's Cultural Center
• Continue to operate the James L. Brulte Senior Center, located
at Central Park
• Continue to provide the community with Wi-Fi access,
computers, restrooms, and other services at Central Park while
adhering to CDC guidelines
• Virtual classes and services, such as the "Virtual Recreation
Center", will continue to be offered to allow safe connection
with our residents
• Complete minor Capital Improvement Projects while facilities
are closed
• Expand Volunteer Program to solicit, train and retain community resources to offset
expenses and expand service delivery
Fiscal Year 2020/21 Preliminary Budget Page 248
Community Services
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 3,954,490
$ 4,738,150
$ 5,361,190
Operations and Maintenance
784,963
823,900
2,758,220
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
4,739,453
5,562,050
8,119,410
Other Funds
Personnel Services
2,847,111
3,152,750
104,550
Operations and Maintenance
1,959,220
2,092,690
71,330
Capital Outlay
104,345
600,000
2,936,760
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
4,910,676
5,845,440
3,112,640
All Funds
Personnel Services
6,801,601
7,890,900
5,465,740
Operations and Maintenance
2,744,183
2,916,590
2,829,550
Capital Outlay
104,345
600,000
2,936,760
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 9,650,129
$ 11,407,490
$ 11,232,050
Staffing Summary (Budgeted)
Full Time
46.5
45.5
29.0
Part Time
102.9
93.6
63.0
Total Staffing
149.4
139.1
92.0
Fiscal Year 2020/21 Preliminary Budget Page 249
Community Services
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 250
Community
Services
Administration
Central Park
Lions Centers
RC Family Resource Center
RC Sports Center
Special Events
VG Cultural Center
Contract Classes
Park Services
Library Services
Department Budget Summary
Overview of Department
The Library Services Department's mission is to:
• Ignite Curiosity
• Transform Lives
• Create Community
The Department supports and encourages education and the love of reading in a welcoming atmosphere
with a knowledgeable, service -oriented staff.
Programs and services being offered at the Archibald Library and Paul A. Biane Library include:
• Curbside Pickup Services
• Public access to computers and printers (Biane Library)
• Virtual Storytimes and Bookclubs
• Delivery of materials for homebound residents
• Robust digital collections including books, audiobooks, and
magazines
• Virtual Library providing 24/7 access to research databases, online
homework tutoring, language learning software and local history
information
Beloved services that will be returning when the Library is able:
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.
Enhanced interactive activities highlighting Science,
Technology, Engineering and Mathematics (STEM), art and
early learning development.
FY 2020/21 Budget Highlights
• Add two new modules to the existing Integrated Library System (ILS): Acquisitions and Analytics.
The Acquisitions module will provide streamlined, digital workflows for acquiring new titles in all
formats. The Analytics module will provide enhanced system analytics with more accurate and
granular reporting on the use of the Library's physical collection that will inform data -driven
collection development decisions.
• Further development of the Second Story and Beyond® interactive discovery space and expansion
of programming.
• Add a new streaming video service to its Virtual Library via Hoopla.
• Add a laptop dispensing kiosk to the Archibald Library's digital device lineup.
• Add additional RC Kits and launch the Library of Things, circulating materials to assist with
household DIY projects (hammers, screwdrivers, levels, etc.), provide popular hobby equipment,
and more.
Fiscal Year 2020/21 Preliminary Budget Page 252
Library Services
Department Budget Summary
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2018/19 2019/20 2020/21
Operating Budget
Personnel Services
$ 3,273,861
$ 3,751,760
$ 3,681,450
Operations and Maintenance
1,292,856
1,514,690
1,563,710
Capital Outlay
-
5,000
5,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
500,000
500,000
Subtotal
4,566,717
5,771,450
5,750,160
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
38,931
33,460
26,750
Capital Outlay
-
575,000
925,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
11,428
-
-
Subtotal
50,359
608,460
951,750
All Funds
Personnel Services
3,273,861
3,751,760
3,681,450
Operations and Maintenance
1,331,787
1,548,150
1,590,460
Capital Outlay
-
580,000
930,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
11,428
500,000
500,000
Total Cost
$ 4,617,076
$ 6,379,910
$ 6,701,910
Staffing Summary (Budgeted)
Full Time
28.5
27.5
26.0
Part Time
27.6
28.1
28.6
Total Staffing
56.1
55.6
54.6
Fiscal Year 2020/21 Preliminary Budget Page 253
Library Services
Performance Statistics
UMER WNSTr UCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 254
Library Services
Adult/Teen Services
Children's Services
Literacy Services
Second Story
Administration
Technology Services
Outreach Services
Passport Services
Programming
Information Services
Collection
Grants
Special Projects
Programming
Information Services
Collection
Grants
Special Projects
Adult Literacy
Back 2 Basics
Finance
Staff Development
Personnel
Technology Centers
Website
Social Media
Digital Collection
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 2020/21 Budget Highlights
• Facilitate and support several key technology projects that will modernize work practices
in Administrative Services and throughout the various City departments
o Upgrade the City's financial software
o Implement electronic routing of accounts payable invoices and credit card
reconciliations for approval
o Continue implementation of the Performance Management System and Learning
Management System in Human Resources
• Provide administrative support for the Community Parks and Landscape Citizens'
Oversight Committee
• Continue to conduct procurement tasks in accordance with public procurement best
practices
Fiscal Year 2020/21 Preliminary Budget Page 256
Administrative Services
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 892,233
$ 915,000
$ 874,340
Operations and Maintenance
3,639,037
3,764,030
3,652,290
Capital Outlay
-
-
-
Cost Allocation
(1,270,940)
(1,419,320)
(1,458,710)
Debt Service
12,538
106,450
106,450
Transfer Out
5,544,281
4,425,230
2,994,960
Subtotal
8,817,149
7,791,390
6,169,330
Other Funds
Personnel Services
1,867,920
1,115,390
1,287,340
Operations and Maintenance
2,790,678
2,295,930
2,398,970
Capital Outlay
6,778,604
4,920,180
3,578,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
364,490
1,390,020
1,356,710
Subtotal
11,801,692
9,721,520
8,621,020
All Funds
Personnel Services
2,760,153
2,030,390
2,161,680
Operations and Maintenance
6,429,715
6,059,960
6,051,260
Capital Outlay
6,778,604
4,920,180
3,578,000
Cost Allocation
(1,270,940)
(1,419,320)
(1,458,710)
Debt Service
12,538
106,450
106,450
Transfer Out
5,908,771
5,815,250
4,351,670
Total Cost
$ 20,618,841
$ 17,512,910
$ 14,790,350
Staffing Summary (Budgeted)
Full Time
5.0
5.0
4.0
Part Time
1.0
1.4
0.7
Total Staffing
6.0
6.4
4.7
Fiscal Year 2020/21 Preliminary Budget Page 257
Administrative Services
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE "AA.ABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 258
Administrative Services
Services to the Community
Fiscal Year 2020/21 Preliminary Budget Page 259
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, 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.
• Revenue Management: The Revenue Management Division 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. Other responsibilities of the Division
include coordinating and managing business licensing, revenue collection, and cashiering
functions for the City.
• 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.
FY 2020/21 Budget Highlights
• In response to the economic downturn from the COVID-19 pandemic, defund a vacant Account
Technician position
• In conjunction with DoIT, facilitate the update of the City's financial system to an HTML-
based platform, increasing user access and overall functionality
• Transition to electronic accounts payable to improve the workflow of cash disbursements and
significantly reduce the number of physical records
• Continue to audit the City's hotels, on a rotating basis over four years, for compliance with the
City's Transient Occupancy Tax (TOT) Ordinance
Fiscal Year 2020/21 Preliminary Budget Page 260
Finance
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 2,219,642
$ 2,470,960
$ 2,531,240
Operations and Maintenance
101,495
62,070
67,600
Capital Outlay
-
-
-
Cost Allocation
(610,740)
(655,650)
(708,050)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,710,397
1,877,380
1,890,790
Other Funds
Personnel Services
349,638
399,900
445,820
Operations and Maintenance
2,162,203
2,583,690
2,547,630
Capital Outlay
21,219
-
-
Cost Allocation
-
-
-
Debt Service
124,816
791,550
784,510
Transfer Out
656,076
351,590
354,830
Subtotal
3,313,952
4,126,730
4,132,790
All Funds
Personnel Services
2,569,280
2,870,860
2,977,060
Operations and Maintenance
2,263,698
2,645,760
2,615,230
Capital Outlay
21,219
-
-
Cost Allocation
(610,740)
(655,650)
(708,050)
Debt Service
124,816
791,550
784,510
Transfer Out
656,076
351,590
354,830
Total Cost
$ 5,024,349
$ 6,004,110
$ 6,023,580
Staffing Summary (Budgeted)
Full Time
21.0
23.0
23.0
Part Time
2.3
1.2
0.3
Total Staffing
23.3
24.2
23.3
Fiscal Year 2020/21 Preliminary Budget Page 261
Finance
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 262
Finance
Accounting and
Financial Reporting
Budget Management
Business Licensing
Special Districts
Revenue Management
Accounts Payable
Accounts Receivable
Cashiering
Fixed Assets
General Ledger
Payroll
Prepare Comprehensive Annual
Financial Report (CAFR)
Coordinate City's Annual Budget
Generate Quarterly Budget
Uodates for Citv Council
Issue and Renew Business
Licenses
Ensure Compliance with City's
TOT and Admissions Tax
Ordinances
Administer 37 Special Districts
in the City
Manage Special District
Formations
Daily Cash Management
Investment of Excess Funds
Investment Reporting
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 2020/21 Budget Highlights
• Teamed up with The Counseling Team International to offer TeleHealth, an employee
assistance program, to provide employees access to mental health professionals using
videoconferencing as a result of COVID-19
• Continue to manage the City's volunteer intern program, which provides work experience
for students and helps City departments manage projects to enhance City programs and
services
• 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
• Rolled out NEOGOV's LEARN platform, a learning management system that will track
staff certifications and training, as well as conferences attended
• Continue to foster and facilitate employee development, organizational development and
succession planning through innovative and cooperative programs
• Through a partnership with Kaiser, continue to expand the City's current health and
wellness program as a result of a Citywide employee wellness survey
• Continue to administer and proactively track legislative changes to the Affordable Care
Act (ACA) and CARES Act
Fiscal Year 2020/21 Preliminary Budget Page 264
Human Resources
Department Budget Summary
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2018/19 2019/20 2020/21
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)
$ 1,052,850 $ 1,098,970 $ 1,025,910
332,282 361,080 323,780
(407,620) (442,500) (449,120)
977,512 1,017,550 900,570
1,052,850 1,098,970 1,025,910
332,282 361,080 323,780
(407,620) (442,500) (449,120)
$ 977,512 $ 1,017,550 $ 900,570
Full Time 9.0 9.0 8.0
Part Time 0.5 0.5 -
Total Staffing 9.5 9.5 8.0
Fiscal Year 2020/21 Preliminary Budget Page 265
Human Resources
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 266
Talent Management Attract
Develop/Motivate
Retain
Benefits Management
Policies and Procedures
Employee Experience
Organizational
H u m:a :n Development
:Resources
Labor Relations
Risk Management
Employee Wellness
Culture
Diversity
Enhance Employee Lifecycle
MOU/Negotiations
Liability
Workers' Compensation
Safety/Loss Control
Insurance
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.��'r
Operations. �.
FY 2020/21 Budget Highlights
• In response to the financial impacts of the COVID-19 pandemic, defund two vacant
positions, one Information Technology Technician and one GIS Specialist
• Investment of over $100,000 in enhanced cybersecurity measures, including multi -factor
authentication for all City user accounts using Okta identity services and the application of
machine learning and Al tools, to provide holistic threat detection and mitigation in the data
center using VMWare App Defense
• Continue to keep Citywide user training and awareness at the forefront of cybersecurity by
requiring all users to complete security training using the SANS Secure the Human platform
• Expand the City's use of drones to assist with community development, construction
inspection, hazard mitigation, and public safety response
• Implement improved business practices to enhance the secure handling of personal
identifying information (PII) and Payment Card Information (PCI), potentially lowering
future payment card processing fees
• Continue to support the expansion of municipal fiber optic network services in cooperation
with the Rancho Cucamonga Municipal Utility
• Replacement of legacy physical servers to ensure operational continuity and take full
advantage of the City's dual data center architecture
• Continue development of workforce automation tools, including work order management
and reporting, using ESRI GIS and Microsoft Office 365 platforms already in use Citywide
Fiscal Year 2020/21 Preliminary Budget Page 268
Innovation and Technology
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 2,761,272
$ 2,977,060
$ 2,845,460
Operations and Maintenance
2,536,196
2,859,570
2,831,620
Capital Outlay
-
-
-
Cost Allocation
(1,588,350)
(1,768,940)
(1,892,910)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,709,118
4,067,690
3,784,170
Other Funds
Personnel Services
2,826
52,000
-
Operations and Maintenance
1,523,025
420,260
108,620
Capital Outlay
-
285,350
116,000
Cost Allocation
-
-
-
Debt Service
30,272
537,080
527,340
Transfer Out
1,063,222
-
-
Subtotal
2,619,345
1,294,690
751,960
All Funds
Personnel Services
2,764,098
3,029,060
2,845,460
Operations and Maintenance
4,059,221
3,279,830
2,940,240
Capital Outlay
-
285,350
116,000
Cost Allocation
(1,588,350)
(1,768,940)
(1,892,910)
Debt Service
30,272
537,080
527,340
Transfer Out
1,063,222
-
-
Total Cost
$ 6,328,463
$ 5,362,380
$ 4,536,130
Staffing Summary (Budgeted)
Full Time
23.0
23.0
21.0
Part Time
-
-
-
Total Staffing
23.0
23.0
21.0
Fiscal Year 2020/21 Preliminary Budget Page 269
Innovation and Technology
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAAABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 270
Innovation and
Technology
Applications
Systems
Geographic Information
Services (GIS)
Operations
Procurement
Enterprise Application
Management
User Interface Development
Data Hosting Solutions
Network Security and
Management
Data Center Management
Information Security Practices
Spatial Data Visualization
Business Intelligence
Development
Enterprise GIS
Help Desk Requests
End User Support
Hardware Implementation
Procurement of Goods and
Services
Bid Management
Disposal of City Assets
(surplus)
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 2020/21 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 key capital projects
• Provide effective coordination and monitoring of all Economic and Community
Development programs and budgets that cross -over department lines.
• 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.
• 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 2020/21 Preliminary Budget Page 272
Economic and Community Development
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 401,671
$ 401,010
$ 426,610
Operations and Maintenance
266,274
404,340
375,660
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
667,945
805,350
802,270
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
425,345
658,660
151,880
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
425,345
658,660
151,880
All Funds
Personnel Services
401,671
401,010
426,610
Operations and Maintenance
691,619
1,063,000
527,540
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,093,290
$ 1,464,010
$ 954,150
Staffing Summary (Budgeted)
Full Time
3.0
3.0
3.0
Part Time
-
-
-
Total Staffing
3.0
3.0
3.0
Fiscal Year 2020/21 Preliminary Budget Page 273
Economic and Community Development
Performance Statistics
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 274
Economic and
Community
Development
Oversee Services of:
Building and Safety
Engineering
Planning
Public Works
Assist in Implementing
City Council's Goals
Oversight of Key Capital
Projects
Foster Economic
Development through
Focused Programs that
Promote the Quality of
Life and Economic
Health of the
Community
Housing
Works to ensure decent affordable
housing and services are provided
to families and residents of low to
moderate income
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 2020/21 Budget Highlights
• Continue to enhance online services and communication to the public
• Continue to integrate Building and Safety, Planning, and Engineering to create a seamless
flow of information and process in Community Development
• Develop community outreach through informative videos about inspections, permits, and
code requirements
Fiscal Year 2020/21 Preliminary Budget Page 276
Building and Safety Services
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 1,600,436
$ 1,796,340
$ 1,655,910
Operations and Maintenance
150,187
120,610
110,140
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,750,623
1,916,950
1,766,050
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
8,528
42,240
48,480
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
8,528
42,240
48,480
All Funds
Personnel Services
1,600,436
1,796,340
1,655,910
Operations and Maintenance
158,715
162,850
158,620
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,759,151
$ 1,959,190
$ 1,814,530
Staffing Summary (Budgeted)
Full Time
16.0
16.0
15.0
Part Time
0.5
0.5
0.5
Total Staffing
16.5
16.5
15.5
Fiscal Year 2020/21 Preliminary Budget Page 277
Building and Safety Services
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 278
Building and Safety Services
Services to the Community
Fiscal Year 2020/21 Preliminary Budget Page 279
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 2020/21 Budget Highlights
• Continue design and right-of-way phases of the Etiwanda Grade Separation Project.
• Construction of Phases I and Design of Phase 2 of the Advanced
Traffic Management System (ATMS).
• Continue design and permitting phases for the replacement of the three
independent bridges at the entrances to the equestrian center at Heritage
Park with a single use -separated concrete bridge.
• Build out and expansion of the RC Fiber Network.
• Improvements planned for seven school crosswalk locations using
Federal funding from the Community Development Block Grant
program.
• Pavement rehabilitation, resurfacing, and slurry seal various roads and
streets.
Fiscal Year 2020/21 Preliminary Budget Page 280
Engineering Services
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Actuals
2018/19
$ 2,057,782
263,616
Adopted Preliminary
Budget Budget
2019/20 2020/21
$ 2,464,020 $ 2,153,370
316,750 199,930
Subtotal
2,321,398
2,780,770
2,353,300
Other Funds
Personnel Services
4,121,168
4,831,160
4,624,780
Operations and Maintenance
14,269,335
11,303,190
12,899,700
Capital Outlay
8,904,227
67,683,190
19,058,600
Cost Allocation
-
-
-
Debt Service
475,751
939,610
934,840
Transfer Out
1,578,680
1,726,150
1,727,040
Subtotal
29,349,161
86,483,300
39,244,960
All Funds
Personnel Services
6,178,950
7,295,180
6,778,150
Operations and Maintenance
14,532,951
11,619,940
13,099,630
Capital Outlay
8,904,227
67,683,190
19,058,600
Cost Allocation
-
-
-
Debt Service
475,751
939,610
934,840
Transfer Out
1,578,680
1,726,150
1,727,040
Total Cost $
31,670,559 $
89,264,070 $
41,598,260
Staffing Summary (Budgeted)
Full Time
37.0
39.0
35.0
Part Time
1.9
1.2
0.8
Total Staffing
38.9
40.2
35.8
Fiscal Year 2020/21 Preliminary Budget Page 281
Engineering Services
Performance Statistics
iJMER CONSTRUCTION
CONTENT WILL BE AVAAABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 282
Engineering
Services
Land Development &
Transportation
Capital Project
Management
Environmental
Programs
Rancho Cucamonga
Municipal Utility
Permit Processing
FAA- Tract/Parcel Maps
Public and Private Improvement
Design Review
Traffic Signal Coordination
Vehicle/Pedestrian Safety
Transportation Planning
Project Administration
CIP Budget Implementation
Inspection Services
Project Design
Integrated Waste
Storm Water
Household Hazardous Waste
Billing/Payment Processing
Program Administration
Customer Outreach
Clerical/Administration
Budget/Finance
Streetlight Management
RC Fiber Program
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.
FY 2020/21 Budget Highlights
• Due to the financial impacts of the COVID-19 pandemic, two full-time staff positions
have been defunded.
• Assist our local economy to recover from the COVID-19 closures, and then thrive in the
new environment.
• Evaluate new ways to establish long-term and innovative development standards as a
result of the changing post COVID business model.
• Continue work on P1anRC, the comprehensive update to the General Plan.
• Develop and execute a business assistance program utilizing $604,820 in CDBG funding
provided by the CARES Act.
• 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.
• Develop a plan to address housing growth that meets our desire for high -quality
development for the City.
• Implement a new customer service system for Community Development services to
provide an excellent customer service experience.
• Invest in staff through training and innovation to reduce attrition and develop the Planning
team to address development challenges as an infill city.
Fiscal Year 2020/21 Preliminary Budget Page 284
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
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
Full Time
Part Time
Total Staffing
Adopted Preliminary
Actuals Budget Budget
2018/19 2019/20 2020/21
$ 964,708 $ 1,490,770 $ 1,334,860
1,420,764 320,060 298,910
2,385,472 1,810,830 1,633,770
330,925
322,430
269,030
424,575
513,330
526,050
855,917
1,116,640
4,467,410
1,611,417
1,952,400
5,262,490
1,295,633 1,813,200 1,603,890
1,845,339 833,390 824,960
855,917 1,116,640 4,467,410
$ 3,996,889 $ 3,763,230 $ 6,896,260
14.0 13.0 11.0
0.8 0.8 -
14.8 13.8 11.0
Fiscal Year 2020/21 Preliminary Budget Page 285
Planning
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 286
Planning
Ecomomic Development
Public Information
Land Use Entitlements
Development Review
Environmental Review (CEQA)
Historic Preservation
Community Development Block Grant
(CDBG)
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 15 City 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 534
roadway miles and 3,964 catch basins and 188 vehicles, over
140 On and Off road equipment, graffiti removal, and 220
signal -controlled intersections/crossings; and Administration/Project Management: Manage
departmental support services, contracts, safety and risk management, budget, and capital
maintenance projects.
FY 2020/21 Budget Highlights
• Absorb increased costs of approximately $106,000 due to minimum wage increases that
impact contract labor services, such as janitorial, security guard, and landscape
maintenance services
• Provide maintenance services to the Public Safety Facility serving the western part of the
city anticipated to be completed in early 2021
• Take a holistic approach to water management and focus on the goal to reduce overall city
water consumption by identifying areas where water consumption can be reduced through
water audits
• Replace the deteriorating rubberized playground surfaces at Rancho Summit Park in CFD
2000-03, meeting requirements of the National Playground Safety Standards
• Install two additional signals at Hellman Avenue at 6th Street and East Avenue at
Highland Avenue
• Other projects include: traffic signal equipment replacements, Civic Center HVAC Plant
Replacement, Animal Care and Adoption Center roof replacement, sports lighting
structural upgrades at Old Town Park, and converting underutilized space in the fleet shop
to rentable office space
Fiscal Year 2020/21 Preliminary Budget Page 288
Public Works Services
Department Budget Summary
Adopted
Preliminary
Actuals
Budget
Budget
Funds Summary
2018/19
2019/20
2020/21
Operating Budget
Personnel Services
$ 4,685,425
$ 5,561,710
$ 5,133,260
Operations and Maintenance
5,355,316
6,601,730
5,950,770
Capital Outlay
-
475,000
200,000
Cost Allocation
(839,810)
(976,160)
(1,015,740)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
9,200,931
11,662,280
10,268,290
Other Funds
Personnel Services
4,198,371
4,851,180
4,370,870
Operations and Maintenance
9,500,491
11,820,060
10,980,270
Capital Outlay
208,597
2,939,850
787,500
Cost Allocation
-
-
-
Debt Service
20,500
142,570
142,570
Transfer Out
278,650
571,520
684,290
Subtotal
14,206,609
20,325,180
16,965,500
All Funds
Personnel Services
8,883,796
10,412,890
9,504,130
Operations and Maintenance
14,855,807
18,421,790
16,931,040
Capital Outlay
208,597
3,414,850
987,500
Cost Allocation
(839,810)
(976,160)
(1,015,740)
Debt Service
20,500
142,570
142,570
Transfer Out
278,650
571,520
684,290
Total Cost
$ 23,407,540
$ 31,987,460
$ 27,233,790
Staffing Summary (Budgeted)
Full Time
129.0
130.0
121.0
Part Time
34.1
34.1
13.2
Total Staffing
163.1
164.1
134.2
Fiscal Year 2020/21 Preliminary Budget Page 289
Public Works Services
Performance Statistics
UNDER CONSTRUCTION
CONTENT WILL BE AVAILABLE SOON
Fiscal Year 2020/21 Preliminary Budget Page 290
Public Works
Services
Facilities Maintenance
Parks and Landscape
Maintenance
Street Maintenance
Administration
City Buildings
Fire Stations
Sports Lighting
Urban Forestry
Water Management
Parkways, Medians and Trails
V
rk Facilities and Amenities
Park Landscape and Sports Turf
Traffic Signals and Safety
Lighting
Street Sweeping
Graffiti Removal
Storm Drain Maintenance
City Fleet Maintenance
Concrete and Asphalt
Clerical/Administration
Safety/Training
Capital Projects
Contracts
Budget/Finance
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Fiscal Year 2020/21 Preliminary Budget Page 292
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL
IMPROVEMENT
PROGRAM
Fiscal Year 2020/21 Preliminary Budget Page 293
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Fiscal Year 2020/21 Preliminary Budget Page 294
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Capital Improvement Program
Summary by Department
The City's Capital Improvement Program (CIP) for Fiscal Year 2020/21 will provide needed
infrastructure improvements city-wide. The CIP summarizes the projects planned for the upcoming
fiscal year by Department.
Following is the total budgeted by Department for Fiscal Year 2020/21:
Community Services $ 3,638,520
Engineering Services 20,081,490
Fire District 3,334,500
Library Services 925,000
Public Works Services 3,913,500
Total Capital Improvement Program 31.893.010
Some of the more significant capital improvement projects for each Department are discussed below.
Community Services projects include:
The Central Park AN Replacement project will replace existing audio/visual equipment at the
two main banquet halls at Central Park.
The Central Park Dog Park project will add a new Dog Park to the City, an amenity determined
through the City's Fiscal Year 2018/19 Central Park Master Plan Update, which included
community workshops and surveys.
The Parks Master Plan represents the Citywide master plan of parks and recreational facilities.
Engineering Services projects include:
■ The 4t" Street Pavement Rehabilitation project should restore the existing road surface from
Haven Avenue to Ontario Mills Drive to a substantially new condition, extending pavement
life, use, and rideability.
■ The Day Creek Channel Bike Trail project from Jack Benny Drive to Baseline Road will
provide a paved pathway for pedestrians and bicyclists for both recreational and commuting
uses.
■ The Etiwanda Avenue Grade Separation project from Whittram Avenue to Napa Street will
provide an elevated four lane roadway crossing that should improve safety and traffic
circulation.
■ The Foothill Boulevard Pavement Rehabilitation project should restore the existing road
surface to a substantially new condition, extending pavement life, use, and rideability.
■ The Heritage Park Bridge Replacements project will replace the main three parallel bridges
with one multi -use bridge (separated uses) that span the Demens Creek Channel at Heritage
Community Park.
■ Local Street Pavement Rehabilitation at Various Locations.
■ School Crosswalk Improvements project should enhance school crosswalks at seven locations
by modifying access curb ramps, installing solar powered flashing beacons (at specified
locations), and installing high visibility crosswalks.
Fiscal Year 2020/21 Preliminary Budget Page 295
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Capital Improvement Program
Summary by Department
Fire District projects include:
Fire District Town Center Station 178 project will result in a station that serves the center of
the Rancho Cucamonga community and will be the primary draw -down unit for each adjacent
fire station. It will house an all-risk apparatus and crew that will work on a 24/7/365-day cycle.
Public Safety Facility Fiber Extension will connect the new Public Safety Facility to the
existing Rancho Fiber backbone.
Fire District Solar Station 177 project will install a solar photovoltaic system at the Hellman
Fire Station 177.
Library Services projects include:
■ Paul A. Biane Library Second Story and Beyond Project will build out the second floor of the
Paul A. Biane Library at Victoria Gardens. Second Story is envisioned as a interactive
discovery space combined with traditional library services to create a new type of learning
experience that will appeal to children and users of all ages.
Public Works Services projects include:
■ Citywide Concrete Repair project should repair sections of concrete sidewalks, curb/gutters
and drive approaches damaged by tree roots, etc. in the public right of way. Project Location
is Area I between Hellman to Carnelian and Highland to Banyan and Area 4 between Vineyard
to Hellman and Arrow to Foothill.
■ Civic Center HVAC Plant Replacement project will install new interior and exterior lighting
controls, along with HVAC controls, for all City buildings.
■ LMD 2 Water Conservation/Landscape Renovation project is a continuation of previous year's
turf removals and replacement with drought tolerant landscaping to reduce water usage.
■ LMD 4R Water Conservation/Landscape Renovation project is a continuation of previous
year's turf removals and replacement with drought tolerant landscaping to reduce water usage.
■ Roof Repair project will replace existing roof at the Animal Care and Adoption Center.
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.
Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2020/21 are
included in the following pages.
Fiscal Year 2020/21 Preliminary Budget Page 296
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21
Preliminary Budget
Capital Improvement Program
Detail by Department
Department / Project Description
Community Services
Central Park A/V Replacement
Central Park - Dog Park
Cultural Center Courtyard - Redesign
Cultural Center - Lighting Control System
Garcia Park - Ball Field Lights
Parks Master Plan
Engineering Services
4th Street - Pavement Rehabilitation
6th Street Cycle Track
9th Street Sidewalk Improvements from Baker Avenue to 700 feet
East of Baker
ADA Ramps at Various Locations
Advance Traffic Management System - Phase 2
Base Line Road Utility Underground
Civic Center East Lot - Electric Line Extension
Day Creek Channel Bike Trail from Jack Benny Drive to Base Line Road
Etiwanda Avenue East Side Widening
Etiwanda Avenue from Foothill Boulevard to Wilson Avenue
Etiwanda Avenue Grade Separation
Fire Station 3 - SCE Exit to RCMU
Funding Source Amount
Capital Reserve $
220,000
Gas Tax R&T 7360
201,760
State Grant
2,686,760
2,888,520
Capital Reserve
190,000
Capital Reserve
50,000
LMD 9
40,000
Park Development
250,000
Community Services Total:
3,638,520
Gas Tax R&T 7360
450,000
Measure I
500,000
950,000
Infrastructure
170,690
Infrastructure
96,200
Safe Route
90,800
187,000
Measure I
100,000
Transportation
612,000
Underground Utilities
40,000
Municipal Utility
197,000
AB 2766
216,000
Ped Grant/Art 3
401,200
617,200
Transportation
152,000
Measure I
100,000
SB I - TCEP
11,000,000
Municipal Utility
57,500
Fiscal Year 2020/21 Preliminary Budget Page 297
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21
Preliminary Budget
Capital Improvement Program
Detail by Department
Department / Project Description
Foothill Boulevard @ Etiwanda Avenue - Traffic Signal Installation
Foothill Boulevard from Grove Avenue to San Bernardino Road
Foothill Boulevard - Pavement Rehabilitation
Grind and Patch Asphalt Pavement at Arterial Intersection
Hellman Avenue - Sidewalk Improvements
Heritage Park Bridge Replacements
Local Street Pavement Rehabilitation at Various Locations
Pecan Avenue from Whittram Avenue to Arrow Route - Street
Improvements
School Crosswalk Improvements
South East Corner at Foothill Boulevard and Etiwanda Avenue -
Sidewalk Survey
Synchronization at 10 Traffic Signals
The Resort Parkway (North) - Distribution
Vineyard Avenue @ San Bernardino Road - Traffic Signal Modification
Whittram Avenue from Etiwanda Creek to Hickory Avenue - Pavement
Rehabilitation
Youngs Canyon Road - Extension from Koch Place to Cherry Avenue
Fundiniz Source
Gas Tax R&T 7360
Gas Tax R&T 7360
Road Maintenance & Rehab
Gas Tax R&T 7360
Community Block Grant
PD 85
Fire Capital Projects
Measure I
Road Maintenance & Rehab
Community Block Grant
Community Dev Block Grant
Community Dev Block Grant
Transportation
Municipal Utility
Transportation
Fire Capital Projects
Community Dev Block Grant
Amount
100,000
370,000
1,850,000
30,000
72,200
100,000
100,000
200,000
490,000
550,000
1,040,000
700,000
247,300
10,000
361,800
5,000
90,000
150,000
240,000
71,800
AD 88-2 600,000
Engineering Services Total: 20,081,490
Fiscal Year 2020/21 Preliminary Budget Page 298
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21
Preliminary Budget
Capital Improvement Program
Detail by Department
Department / Project Description
Funding Source
Amount
Fire District
Fire District - Solar Station 177
Fire Capital Projects
137,500
Fire District - Towne Center Station - 178
Fire Capital Projects
2,900,000
Public Safety Facility Fiber Extension
Fire Capital Projects
165,550
Fiber Optic Network
47,300
Transportation
23,650
236,500
Station 175 - Fiber
Fire Capital Projects
30,250
Station 176 - Fiber
Fire Capital Projects
30,250
Fire District Total:
3,334,500
Library Services
Paul A. Biane Library - Second Story and Beyond Project Library Capital Fund 925,000
Library Services Total: 925,000
Public Works Services
Biane Library - Carpet Replacement
Capital Reserve
20,000
Central Park - Refurbished Design
Capital Reserve
12,000
Citywide Concrete Repair
General Fund
200,000
Measure I
100,000
300,000
Citywide HVAC & Lighting Controls
Capital Reserve
50,000
Civic Center - HVAC Plant Replacement
Capital Reserve
1,500,000
Fleet Shop - Rental Space
Capital Reserve
150,000
LMD 2 - Light Pole Replacements
LMD 2
25,000
LMD 2 - Water Conservation/Landscape Renovation
LMD 2
400,000
LMD 4R - Water Conservation Landscape Renovation
LMD 4
400,000
Old Town Park - Sports Lighting Structural Retrofit
LMD 1
40,000
Paseo Lighting Retrofits
LMD 2
25,000
Replace Rubberized Playground Surface
CFD 2000-03
148,000
Fiscal Year 2020/21 Preliminary Budget Page 299
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21
Preliminary Budget
Capital Improvement Program
Detail by Department
Department / Project Description
Roof Repair
Tennis Court - LED Light Project
Traffic Signal Battery Backup System Replacement
Traffic Signal Modifications - Various Locations
Victoria Groves Park - RR Roof Replacement
Fundine Source Amount
Capital Reserve
250,000
LMD 10
65,000
Gas Tax R&T 7360
127,500
Equip/Veh Replacment
150,000
277,500
Gas Tax R&T 7360
176,000
LMD 2
75,000
Public Works Services Total:
3,913,500
Total Capital Improvement Projects: $ 31,893,010
Fiscal Year 2020/21 Preliminary Budget Page 300
RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
Fiscal Year 2020/21 Preliminary Budget Page 301
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 available 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, with the exception of the
Reserve for Changes in Economic Circumstances. The usage of that specific reserve is
governed by the City's Fund Balance Policy.
■ 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, unless the
current economic climate has triggered the use of the Changes in Economic Circumstances
Reserve. 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.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 2020/21 Preliminary Budget Page 305
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 Pgyouts
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 2020/21 Preliminary Budget Page 3o6
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Financial Policies
w 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 2020/21 Preliminary 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 2020/21 Preliminary Budget Page 3o8
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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".
Fiscal Year 2020/21 Preliminary Budget Page 309
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Financial Policies
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. Ceilings 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 Ceilinfz
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 Obligations excluding Mello -Roos Special Taxes):
1. 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 Risk: 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 2019/20 is $1,036,588,356 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 2019/20:
Assessed value
Debt limit (3.75% of assessed value)
Debt applicable to limit:
General obligation bonds
Legal debt margin
$ 27,642,356,156
1,036,588,356
$ 1,036,588,356
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Debt Service Obligations
The following schedule summarizes the City's debt service obligations for Fiscal Year 2020/21:
FY 2020/21 1
Outstanding
Issue Maturity Interest Principal at
Fund Date Description Date Rates Principal Interest Total 06/30/2021
Fiber Optic 2019 Lease
Enterprise Revenue Bonds, 3.000 -
Fund 2019 Series A 2039 5.000% $ - $ 449,456 $ 449,456 $ 9,875,000
Fiber Optic 2019 Lease
Enterprise Revenue Bonds, 2.850 -
Fund 2019 Series B 2025 3.125% $ 425,000 $ 60,375 $ 485,375 1,585,000
Fiber Optic Enterprise Fund Total $ 425,000 $ 509,831 $ 934,831 $ 11,460,000
Internal
Service Fund 2019 Capital Lease
Note: Amounts Unaudited
2023 4.715% 1 470,310 57,020 527,330 1 995,689
Total $ 895,310 $ 566,851 $ 1,462,162 $ 12,455,689
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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:
The amount of budgeted expenditures is equal to or less than the amount of
budgeted revenues plus available fund balance.
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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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.
Fiscal Year 2020/21 Preliminary Budget Page 325
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
List of Acronyms
ADA
Americans with Disabilities Act
HdL
Hinderliter de Llamas
AQMD
Air Quality Management District
HHW
Household Hazardous Waste
BERT
Business Emergency Response
HR
Human Resources
Training
HVAC
Heating, Ventilating, and Air
BYB2RC
Bring Your Business 2 Rancho
Conditioning
Cucamonga
IAQ
Indoor Air Quality
C.A.N.I.N.E.
Campus Awareness, Narcotic
IESBDC
Inland Empire Small Business
Intervention, Narcotic Education
Development Center
CAFR
Comprehensive Annual Financial
IPM
Integrated Pest Management
Report
KIDS
Kids Interactive Discovery Space
CAL -ID RAN
California Identification System
LED
Light -Emitting Diode
Remote Access Network
LMD
Landscape Maintenance District
CDBG
Community Development Block
PCI
Pavement Condition Index
Grant
PD
Park District
CDTFA
California Department of Tax and
PEPRA
Public Employees' Pension
Fee Administration
Reform Act
CERT
Community Emergency Response
PERS
Public Employees Retirement
Training
System
CFD
Community Facilities District
PSVN
Public Safety Video Network
CIP
Capital Improvement Program
RCLS
Rancho Cucamonga Library
CNG
Compressed Natural Gas
Services
CONFIRE
Consolidated Fire Agencies, Joint
RCMU
Rancho Cucamonga Municipal
Power Authority
Utility
CPI
Consumer Price Index
REGIS
Rancho Enterprise Geographic
CPR
Cardiopulmonary Resuscitation
Information Systems
CSD
Community Services Department
ROPS
Recognized Obligation Payment
CVWD
Cucamonga Valley Water District
Schedule
EIR
Environmental Impact Review
SANBAG
San Bernardino Associated
ESRI
Environmental Systems Research
Governments
Institute
SBCERA
San Bernardino County Employee
FLSA
Fair Labor Standards Act
Retirement Association
FTE
Full Time Equivalent
SBOE
California State Board of
FY
Fiscal Year
Equalization
GFOA
Government Finance Officers
SCE
Southern California Edison
Association
SLD
Street Lighting District
GIS
Geographic Information Systems
TOD
Transit Oriented Development
GOTMD
Greater Ontario Tourism
TOT
Transient Occupancy Tax
Marketing District
VLF
Vehicle License Fees
Fiscal Year 2020/21 Preliminary Budget Page 327
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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.
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.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
025 Capital Reserve - Established to account for key reserves of the General Fund
including City infrastructure, City facilities capital repairs, and self-insurance.
073 Benefits Contingency - Established to account for the accumulation of resources
for the future payment of employee leave benefits paid to employees upon
separation from the City.
SPECIAL REVENUE FUNDS
Special Revenue Funds account for revenues derived from specific sources which are
required by law or administrative regulation to be accounted for in a separated fund. Funds
included are:
100 Assessment Districts Admin - Established to account for revenues and
expenditures associated with the management of all City assessment districts.
101 AD 93-1 Masi Commerce Center - Established to acquire the necessary
infrastructure from the developer after the completion and acceptance of the
approved improvements. Financing was provided by the sale of bonds pursuant to
the provisions of the Improvement Act of 1915.
105 AB2766 Air Quality Improvement - Established to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2766 which imposed
an additional registration fee on motor vehicles. These revenues are to be used to
reduce air pollution from motor vehicles and for related planning, monitoring,
enforcement, and technical studies (Vehicle Code Section 9250.17 and Health and
Safety Code Chapter 7, Part 5 of Division 26, commencing with Section 44220).
106 MSRC Air Pollution Reduction Grant - Established to account for the revenue
and disbursement of funds received from the Mobile Source Air Pollution
Reduction Committee (MSRC). These revenues are to be used to fund projects that
reduce air pollution from motor vehicles.
110 Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are
made.
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.
Fiscal Year 2020/21 Preliminary Budget Page 329
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
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.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
127 Police Impact Fee - Established to account for police impact fees charged to
developers.
128 Etiwanda No. Equestrian Facility - Established to account for in lieu fees
collected for the Etiwanda North Specific Plan for the future construction of an
equestrian facility.
129 Underground Utilities - Established to account for fees collected from developers
for future undergrounding of overhead utilities.
130 LMD #1 General City - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
131 LMD #2 Victoria - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
132 LMD #3A Hyssop - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
133 LMD #311 Medians - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
134 LMD #4R Terra Vista - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
135 LMD #5 Tot Lot - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
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.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
150 General City Streetlights - Established to account for installation and
maintenance of City -owned street lights.
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.
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.
174 State Gas Tax - 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 provides the financing.
176 Measure I 1990-2010 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
177 Measure I 2010-2040 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
179 Road Maintenance and Rehab Acct - Established to account for the revenue and
disbursement of funds used for road maintenance, rehabilitation, and critical safety
projects of the City network system. The City's share of Road Maintenance and
Rehabilitation Account funding provides the financing.
181 SB 1 - TCEP - Established to account for the receipts and disbursements of SB 1
Trade Corridor Enhancement Program (TCEP) funds which provide for the design
and construction of the Etiwanda Grade Separation Project.
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.
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 1B State Funding - Proposition 1B (Prop 1B) provides state funding
to cities and counties to fund the maintenance and improvement of local
transportation facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of
the property.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
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 1B - SLPP - Established to account for the State -Local Partnership Program
utilizing Proposition 1B 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.
Fiscal Year 2020/21 Preliminary Budget Page 334
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
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
Gardens 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.
272 VG Cultural Freedom Courtyard RSRC Grant - Established to account for
revenues and expenditures to support the operation and construction of the
Freedom Courtyard.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
274 State Grants - Established to account for the revenues and expenditures of State
grants which are not required to have segregated funds. For Fiscal Year 2020/21,
the State Grants Fund accounts for funds from Proposition 68 for the construction
of a dog park at Central Park.
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.
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.
Fiscal Year 2020/21 Preliminary Budget Page 336
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
340 Drug Abatement Act - Established to account for funds from the injunction to
abate and prevent the continuance or reoccurrence of public nuisance as defined
under the Drug Abatement Act in the California Health and Safety Code sections
11570 through 11587.
354 COPS Program Grant -State - Established to account for a grant awarded as the
result of the approval of State Assembly Bill 3229. The grant is a one-year award
with no matching fund requirements.
361 Justice Assistance Grant (JAG) - Established to account for the revenues and
expenditures associated with Federal JAG grants.
370 OTS-"Drink, Drive, Lose" Grant - This grant was awarded by the State of
California Office of Traffic Safety to provide supplementary funding for overtime
costs incurred during sobriety checkpoints. The overall goal of the project is to
reduce the number of victims killed and injured as a result of alcohol -involved
crashes.
373 COPS Secure Our Schools Grant Fund — Established to account for the grant
money use in partnership with public schools to improve school safety.
374 Cops Hiring Program Grant - This is a multi -year grant awarded by U.S.
Department of Justice to provide partial supplementary funding to hire a new
sworn officer. The grant must be used to enhance community policing activities.
380 Homeland Security Grant- Fire - This grant from the State Homeland Security
Grant Program is administered by the San Bernardino County Office of
Emergency Services. The grant is funded by the Federal Department of Homeland
Security. The funds will be utilized to purchase terrorism and weapons of mass
destruction (WMDs) response equipment and supplies in conjunction with an
appropriate level of training cost funding for national security. There are no
matching funds required for this grant.
Fiscal Year 2020/21 Preliminary Budget Page 337
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
838 AD 91-2 Redemption -Day Canyon - Established to account for assessments
received under the Improvement Bond Act of 1915. Assessments received are
restricted for payment of principal, interest and penalties thereon, upon
presentation of proper coupons.
847 PD 85 Capital Replacement Fund - Established to account for resources
designated for capital repairs and replacement for PD 85.
848 PD 85 Redemption Fund - Established to account for assessments received under
the Refunding Act of 1984 for 1915 Improvement Act Bonds and
Landscape/Lighting Act of 1972. Assessments received are restricted for payment
of principal, interest and penalties thereon, upon presentation of proper coupons.
868 CFD 2000-03 Park Maintenance - This fund is used for the maintenance of parks
and parkways located within the Community Facilities District No. 2000-03. The
District is located south of Summit Avenue on the east and west sides of Wardman
Bullock Road.
875 CFD 2017-01 No. Etiwanda - This fund accounts for special taxes related to the
North Etiwanda Community Facilities District No. 2017-01 which provides for the
maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the North Etiwanda CFD.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
876 CFD 2018-01 Empire Lakes - This fund accounts for the special taxes related to
the Empire Lakes Community Facilities District No. 2018-01 which provides for
the maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the Empire Lakes CFD.
877 CFD 2018-01 Capital Reserve - This fund accounts for the capital reserves of the
Empire Lakes Community Facilities District No. 2018-01 to be used for the future
replacement and construction of public infrastructure and improvements through
the boundary of the Empire Lakes CFD.
Fiscal Year 2020/21 Preliminary Budget Page 339
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
CAPITAL PROJECTS
Capital Projects Funds are used to account for financial resources for the acquis ion or
construction of major capital facilities other than those financed by proprietary and trust
funds.
600 AD 82-1 6th Street Industrial - Established to account for revenues and
expenditures used in the construction of streets, storm drainage, and utility
improvements within the AD 82-1 project area.
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 Facilities Act of 1982.
614 CFD 2003-01 Project Fund - Established to account for the funds to construct
integral to development of the Victoria Gardens Mall along Church Street, East of
Interstate 15, South on Arrow Route, and Day Creek Boulevard.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary 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 1982.
680 CFD 2006-01 Vintner's Grove - Established to account for monies deposited by
developers for initial consulting and administrative costs and expenses related to a
proposed public financing district.
681 CFD 2006-02 Amador On Route 66 - Established to account for monies
deposited by developers for initial consulting and administrative costs and
expenses related to a proposed public financing district.
Fiscal Year 2020/21 Preliminary Budget Page 341
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
ENTERPRISE FUNDS
Enterprise Funds are used primarily to account for "business -like" activities that are
primarily financed through user charges
700 Sports Complex - Established to account for personnel and operating costs
directly associated with the operation of the baseball facility, which is the home of
the Rancho Cucamonga Quakes.
702 REGIS Connect - Established to account for costs associated with the
development of the Rancho Cucamonga Enterprise GIS Connect Program which
provides services to the City and agency partners that are in need of their expertise.
705 Municipal Utility - Established to account for the costs of labor and materials
used in the operation, maintenance, construction and consumption of electric
services to certain major commercial/industrial developments within the City.
706 Utility Public Benefit Fund - Established to account for 2.85% of electric retail
revenues to fund qualifying energy efficiency and renewable energy programs,
research and demonstration projects and services to low income electricity
customers.
708 RCMU Capital Replacement Fund - Established to account for the capital
replacement of RCMU infrastructure and improvements in future years.
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.
Fiscal Year 2020/21 Preliminary Budget Page 342
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2020/21 Preliminary Budget
Description of Funds by Fund Type
Fund # Fund Description
714 Comp Equip/Tech Replcment Fund - Established to account for the
accumulation of resources and the costs associated with replacing and maintaining
the City's computer equipment and technology.
Fiscal Year 2020/21 Preliminary Budget Page 343
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2020/21 Preliminary Budget Page 344
City of Rancho Cucamonga
Fiscal Year 2020/21
Proposed Budgets
Budget Study Session
June 11, 2020
ri
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The Roaring 20s —
Pandemics, Business Closures and the
Fiscal Year 2020/21 Budget
WE'RE `
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2019 Budget Message Recap
• Locally:
• Real estate was once again at an all-time peak
• RC unemployment in March 2019 was 3.20%
• Employment reached an all-time peak
• Housing continued to be a driver for local growth
• 2020 seemed to be off to a good start, until the end
of February 2020
COVID-19 Global Pandemic
• First known health -related impacts occurred on
February 291n
• Within weeks, state and regional lock downs
occurred in an effort to limit the spread of the virus
— "flattening the curve"
• Transitioned from a health care crisis to a full-
blown economic disaster
2020 Local Economic Forecast
• Early 1920s were know as the Roaring Twenties
• Dramatic social and political change
• A time of huge growth as the wealth of the nation more
than doubled
• The "consumer society" which exists to this day came
into being
• Anti -immigrant hysteria
• Economy eventually collapsed in the Great Depression
• An economic contraction still remembered some hundred
years later and ended with the advent of WWII
2020 Local Economic Forecast
• Early 2020s started off much the same
• Dramatic political change with increasing polarization
and tribalism
• Consumer society run rampant
• Anti -immigrant hysteria was on the rise
• Longest modern period of economic expansion since
WWII
• Coronavirus brought it all crashing to a halt with an
economic contraction unmatched in its breadth,
depth and ferocity
2020 Local Economic Forecast
• Recent job losses have equaled or
exceeded levels in less than two
months which would have taken
two years or more in prior crises
• Reversal of capital spending happened in four
weeks or less at a level that in the 2008-09 global
crisis took a full year
All Employees -US, Thousands
Bureau of Labor Statistics
155,000
150,000
1451000
140,000
135,000
130,000
125,000
1201000
115,000
o� o� ti�
,yo e� rp rp f� rp do ep ep Iry
2020 Local Economic Forecast
• During 2008-09, the biggest impacts of the financial
crisis fell on developed markets and emerging
markets were largely spared the worst of things
• This current crisis is literally impacting the entire
world, regardless of development level
• Experts reasonably predict that the recovery to
2019 per capita GDP levels could take five years or
more
2020 Local Economic Forecast
Regional Economy
• There is little precedent for this current downturn
• The longer the current business closures continue,
the greater the damage
• Businesses and families will fall behind on financial
obligations which can result in further negative
consequences down the road
• Lack of consumer and business spending is disrupting
global supply chains which can have major downstream
consequences for business recovery
• Many businesses will not return; becomes clearer every
2020 Local Economic Forecast
Regional Economy
• BUT, the economy was relatively healthy before this
began, with no major structural bubbles
• Will see a shakeout in stressed sectors like
restaurants and the move to more online retail is
likely to accelerate
• Second half of the year
• Slowdown in business investment
• Long-term business travel is likely to change
• Full recovery will take at least until 2022, and likely
•- setbacks • - way
fj
CITY
F
2020 Local Economic Forecast
Local Hospitality Sector
• Hospitality market: Two -scenario forecast
• Quick V-shaped recovery (optimistic)
• Longer U-shaped recovery (pessimistic)
• Best -case scenario
• Travel restrictions lifted in July 2020
• Recovery period begins in late 2020 into early 2021
• Worst -case scenario
• Travel restrictions not really lifted until December 2020
• Recovery period doesn't begin until the first quarter of
2021
2020 Local Economic Forecast
Local Hospitality Sector
• Key variable —business travel
• In past recessions, business travel led the way to
recovery first, followed later by leisure travel
• If current pandemic sparks a more permanent use of
virtual solutions as a replacement for some amount of
business travel, the recovery will be delayed
• Locations which are dependent on business travel may
take longer to recover
• For FY 2018/19, Rancho Cucamonga budgeted $4.5
million in TOT (General Fund's fifth largest revenue
2020 Local Economic Forecast
Local Hospitality Sector
• GOCVB customized a report for Rancho Cucamonga
and Ontario hotels
• Historic activity (2012): Occupancy in the low 70%
range, ADR of $100.00
• Forecast for 2020: Occupancy in the mid-40%
range, ADR of $115.00
• Occupancy and room rates will not likely recover
until the latter part of calendar year 2022
• Revenue per average room will likely be somewhere
around what it was between 2012 and 2016
Monthly Forecast - Ontario CVB
City of Rancho Cucamonga, CA
90%
80 %
70%
60 %
a
50%
r6
40%
u
p 30%
20%
10%
0%
RevPAR Cycle - Ontario CUB - City of Rancho Cucamonga, CA
May. 2020
$145
jqct 18
$135
O 0 0 A Apr18
O
4" Oct 17
tir
0
0 Oct 20
Apr 17
s1x5
-
0 OQ
Oct 16
,.
a S115
r 1
Apr16
Oct 15
Apr 15
$105
Octa
Apr
13
p^13
tn�
Legend
! Historical Data
i Forecasted Data
New hotels are under
construction:
• Hampton Inn (Hilton)
• Tapestry Hotel (Hilton)
Scope of Local Revenue Loss
Transient Occupancy Tax (TOT)
• TOT for FY 2020/21 is projected at $1.83 million,
which compares to $1.84 million adopted in the FY
2012/13 budget
• Represents eight years of revenue gains lost in less
than three months
• In 2012/13, the City had nearly 1/3 fewer hotels
than it does now
• Last year, for comparison, budgeted TOT revenues
were $4.61 million
2020 Local Economic Forecast
Local Sales Tax
• HdL Companies (HdL) provides sales tax consulting
• Forecasted revenues assumes the stay-at-home order is
lifted at the end of May 2020
• Many marginal or overly leveraged businesses will not
survive shutdown even with federal subsidies
• A return to previous spending levels is not anticipated to
happen immediately but will evolve over time
• HdCs models assume the virus is largely contained by
the end of September and tax declines bottom out in
early 2021
• A prolonged recovery (late 2023 or early 2024) is
possible, and likely
2020 Local Economic Forecast
State Budget
• A major impact on local recovery is the health of
the State budget
• Governor is projecting a State budget deficit of $54
million with continuing deficits until FY 2023/24
• Legislative Analyst's Office (LAO) estimates the
State is currently in a deep recession, the impacts
of which depend on its depth and duration
• LAO forecasts two middle of the road scenarios
• U-shaped recovery
L-shaped recover
Calculating the Budget Pro6iern
(In Billions)
so WIN
&fidget Problem Lower Fpeven M
$18 b4ft $39 blll M
U-Shaped Recession
_10 $18 Billion Budget Problem
Remove Lower
Jawary Other
Mae Federal PrMc & 5pendhg
Funding for
Medicaid Programs
--- Loh+aer
Fleserve
Higher DepWs__�---
ODVID �9 Low+ar >g
`� ---� on K-1 A Education
-40
$50
a Net of SFEU balance and federal rahrrft ernenls
Budget Problem
$31 blllfon
L-Shaped Recession
$31 Billion Budget Problem
Remove Lower
January Dthar
More Federal � 5perxinp--
FurxAng for
ModicM Programs
--- Lower
fmserue
Depos7ts
Hi�1Qf
spanav
_�---
Lower SperKlirxl
---�--
on K-14 Education
COWD-19 - carnnavirm disease 2019 arrd SFEU = 3KnW Fund for Eoorrmic UnowaliuWs.
2020 Local Economic Forecast
State Budget
• Depending on the recovery scenario used, the State
budget problem is $18 billion to $31 billion in scope
• All predictions agree the State fiscal challenges will
not likely end soon, extending well beyond the end
of the pandemic
• Budget reserves for California are �$16 billion —will
help with a recovery but are insufficient to plug the
budget hole
• Legislature just passed a budget that kicks can
)down the road until October 2020
2020 Local Economic Forecast
State Budget
• It will be difficult for local agencies to prosper while
the State is in trouble
• For California's public schools, Governor Newsom's
budget proposes a $6.5 million cut to schools' main
source of funding as well as other reductions
• Single -year reductions to public education are equal to
or greater than the Great Recession a decade ago
• Proposed cuts will arrive as schools expect to incur
additional physical and labor related costs to safely
reopen their doors in the fall or next spring
• 7 in 10 California schools were spending more money than they
were receiving before the pandemic
Scope of Local Revenue Loss
Sales tax revenue
• FY 2020/21 is estimated at $28.74 million,
compared to FY 2019/20's budget at $32.55 million
• Sales tax revenue in FY 2016/17 was $28.86 million
• Sales tax is Rancho Cucamonga's largest revenue
source
• Main areas of impact are General Consumer Goods,
Restaurants and Hotels, Building and Construction,
and Fuel and Service Stations —all of which are
forecast to be down approximately 20% for FY
2020/21
Scope of Local Revenue Loss
Sales tax revenue
• Essentially, Rancho Cucamonga has lost
approximately four years of sales tax gains
• Similar to losses incurred during the Great Recession in
2008-2010
• Similar to first full year of revenue from Victoria Gardens
• For each month businesses were closed down
during March and April 2020, the City was losing
over $1 million per month in taxable sales
Of particular concern is the impact of the shutdown
nn already struggling brick and mortar retailers
Scope of Local Revenue Loss
Sales tax revenue
• Some of the early impacts of this pending retail
implosion include:
• Hertz, JCPenney, Neiman Marcus, Pier 1, AMC Theater
and Tuesday Morning filed for bankruptcy
• Macy 's and Zales are teetering on bankruptcy
• Victoria's Secret/Pink is closing 25% of its stores
• TO Fridays, Red Robin, Starbucks and GNC are closing
locations
• This decline hits at the same time as another trend,
which is the shift to online sales
L o coI 'I % Sal es Tax by C al endar Year
$1. D0,d00K
V.2130.000K
$1_ODO.DOOK
Brick $ Mortar
11. % OF-Dwth 2012 -2419 �
$BOO.000K
Online — — — $500.000K
23C-G% 6rcwth 2012 -
$200.000K
$OK
MG M1 '132 '03 134 15 1G '137 '08 M9 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19
Prick 8 Mortar - Statewide General Consumer Goads fronn Paint -of -Sale locations
Online - Statewide General Consumer Goads from Fuffillnnent Cerfters and Countjr Use -Tax Peal Allocations
Scope of Local Revenue Loss
Otherrevenues
• Cities have experienced direct revenue losses on a
scale (breadth) and scope (depth) not seen before
• Lost recreation and cultural arts fees
• Lost planning/building/engineering fees and permits
• Lost parking revenue
• Lost business licensing revenue
• Lost electricity and water charges
• Lost franchise fees for utilities and refuse
• Lost utility user charges
Personnel Costs and Staffing Levels
Part-time staff
• FY 2019/20 Budget: 178 FTEs for part-time staff
• FY 2020/21 Budget: 122 FTEs (32% reduction)
• 60 FTEs are conditional
• Salaries for part-time staff were reduced $1.3
million for FY 2019/20
• Salaries for part-time staff for FY 2020/21 are down
nearly $1.6 million from adopted to proposed
$2.9 million is staffing for CSD and the Library which is
conditional upon a lifting of the current health orders
'mpacting mass gatherings
PART-TIME SALARIES - ALL FUNDS
$6,000,000 $5,8 2.970
$s, 000, 000
$4, 000, 000
$3, 000, 000
$2, 000, 000
$1, 000, 000
$4,043,460
5-
FY 18/19 Budget FY 19/20 Budget FY 19/20 Est. FY 20/21 Proposed
Actual
Personnel Costs and Staffing Levels
Full-time staff
• Full-time staff have also been negatively impacted
• FY 2019/20 FTEs: 387, excluding Fire District
• FY 2020/21 FTEs: 349, excluding Fire District
• Budgeted positions decreased by 38 positions
overall, one position was previously eliminated
during FY 2019/20 as part of a departmental
restructuring
• 10% reduction
SUMMARY OF FULL-TIME PERSONNEL REDUCTIONS
Number
of
Bargaining
Savings/
Proposed Action Status
Position
Positions
Unit
Department
122211
Fully Defund
Vacant
Administrative Assistant
1.0
General
Animal Care and Services
$ 71,030
Fully Defund
Vacant
Animal Caretaker
1.0
General
Animal Care and Services
74,290
Fully Defund
Vacant
Animal Services Officer II
1.0
General
Animal Care and Services
101,730
Fully Defund
Vacant
Administrative Assistant
1.0
General
Building and Safety Services
71,030
Fully Defund
Vacant
Public Services Technician 1
1.0
General
Building and Safety Services
88,450
Fully Defund
Vacant
Administrative Assistant
1.0
General
Community Services
71,030
Fully Defund
Vacant
Community Services Coordinator
1.0
General
Community Services
106,370
Fully Defund
Vacant
Community Services Manager
1.0
Mid -Manager
Community Services
140,630
Fully Defund
Vacant
Community Services Superintendent
1.0
Mid -Manager
Community Services
149,340
Fully Defund
Vacant
Community Theater Producer
1.0
General
Community Services
106,370
Fully Defund
Vacant
Theatre Technician 111
1.0
General
Community Services
92,980
Fully Defund
Vacant
Engineering Technician
1.0
General
Engineering Services
101,740
Fully Defund
Vacant
Executive Assistant 1
1.0
General
Engineering Services
93,420
Fully Defund
Vacant
Public Works Inspector 11
1.0
General
Engineering Services
114,070
Fully Defund
Vacant
Account Technician
1.0
General
Finance
92,980
Fully Defund
Vacant
Administrative Assistant
1.0
General
Human Resources
71,030
Fully Defund
Vacant
GIS Specialist
1.0
General
Innovation and Technology
109,610
Fully Defund
Vacant
Information Technology Technician
1.0
General
Innovation and Technology
87,590
Fully Defund
Vacant
Library Technician
1.0
General
Library Services
80,060
Fully Defund
Vacant
Lead Maintenance Worker
1.0
Teamsters
Public Works Services
96,290
Fully Defund
Vacant
Maintenance Worker
7.0
Teamsters
Public Works Services
557,410
Total Defunded -Vacant Status
27.0
2,477,450
Fully Defund
Filled
Administrative Assistant
1.0
General
Community Services
60,800
Fully Defund
Filled
Artistic Producer-MainStreet Theatre
1.0
General
Community Services
106,390
Fully Defund
Filled
Community Services Coordinator
1.0
General
Community Services
90,280
Fully Defund
Filled
Cultural Center Manager
1.0
Mid -Manager
Community Services
145,020
Fully Defund
Filled
Theatre Technician 111
3.0
General
Community Services
248,010
Fully Defund
Filled
Management Analyst II
1.0
Supervisory/Professional
Comm. Services/Library Services
135,540
Fully Defund
Filled
Administrative Assistant
1.0
General
Engineering Services
71,040
Fully Defund
Filled
Administrative Assistant
1.0
General
Planning
58,330
Total Defunded - Filled Status
10.0
915,410
Total Defunded 37.0 $ 3,392,860
Personnel Costs and Staffing
Leve I s
• These reductions roughly track actual workload
impacts for the customer -facing Community
Development departments
• Activity is down about 20% across departments
• Phone calls have been increasing
• There's a significant downward trend for Engineering
• Planning has been relatively constant on activity, but
application submittals have fallen off
• Doesn't bode well for future construction activity
Personnel Costs and Staffing
Leve I s
• Staffing levels are critically important for several
reasons
• Are nearly always the single biggest expenditure item for
any local government
• For Rancho Cucamonga, personnel costs (excluding police and
fire) typically constitute 23% of our budget
• When combined with police and fire (both personnel intensive
departments) that percentage increases to 74%
• Staffing levels should ideally be relatively matched to
both workloads and ongoing revenues
Personnel Costs and Staffing
Levels
• Closely tied to the staffing level are PERS employer
contributions
• We are in year three of a multi -year rate increase
which was expected to level off in FY 2022/23
City of Rancho Cucamonga
Estimated CaIPEIRS EmpIoyerCosts
(In Millions)
$10.0 $8.0
$9.1
$8 5
$8.0 $7.2
$6.0 1 .5 $5.8
$4.0
$2.0
FY 20 20/2 1 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
0 Normal Cost UAL
Personnel Costs and Staffing
Levels
Fire District- Miscellaneous
Estimated CaIPEIRS EmpIoyerCosts
(In Millions)
$0.60
$0.50 $0.44 $0.46
$
$0.40 0.41
$0.30
$0.20
$0.10
FY 2D2D121 FY 2021122 FY 2022/23
$0.47 $0.48 $0.49
FY 2023/24 FY 2024/25 FY 2025/26
■ Normal Cost UAL
Fire District - Total
Estimated CaIPERS Employer Costs
(In Millions)
$8.0 $7.3 $7.5
$7.0 $6.1 $6.7 $6.9 $6.9
$6.0
$5.0 $3.3 $3.6
$4.0
$3.0
$2.0
$1.0
5-
FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
■ Normal Cost UAL
Personnel Costs and Staffing
Levels
• Adverse activity in the stock market can translate
into lost earnings at CaIPERS (for the fiscal year
ending 6/30/2020)
• Losses are then passed on in the form of higher
rates to employers in FY 2022/23
0
CaIPERS costs are increasing 16% from FY 2019/20
to FY 2020/21
CaIPERS
Personnel Costs and Staffing
Levels
• Two more years of minimum wage hikes are on the
horizon in January 2021 and January 2022
• Each minimum wage hike costs the City just over
$100,000 in additional costs both direct (staffing) and
indirect (contracts and salary compaction issues) per
month
• As the CaIPERS pressures combine with the
economic impacts of a recession and increasing
wages, the City will again look to restructure and
re -organize its workforce to reflect the dynamics
and demands of a new business environment
Impacts to City Services (*fornow)
• The following major service and program impacts are
anticipated for FY 2020/21:
• City Hall is open for walk-in public access on a reduced hour basis
Monday through Thursday. Appointments are encouraged and most
services are available remotely.
• Animal Center is open by appointment only for emergencies, animal
drop offs, and by appointment only for adoptions.
• Archibald Library (Wednesdays and Fridays, 10am-6pm) and Biane
Library (Tuesdays, Thursdays, and Saturdays, 10am — 6pm) are open for
curbside pickup of materials only. The Tech Center at Biane Library is
open Tuesdays, Thursdays, and Saturdays, 10am — 6pm. No walk-in
access is allowed at either library, and all in -person programs are
cancelled including Passports.
Impacts to City Services
• Central Park is open Monday through Friday from 10am — 6pm for very
limited senior services and distribution of commodities. Wellness Pass
is closed along with walk-in services and all rentals at that location
canceled.
• Lions East/West is closed and all programming or services at that
location canceled.
• Sports Center is closed and all programming or services at that location
canceled.
• Cultural Center at Victoria Gardens is closed and all rentals at that
location canceled.
• Lewis Family Playhouse is closed and all shows or rentals at that location
canceled.
Impacts to City Services
• Family Resource Center is closed and all programming or services at that
location canceled.
• All Fire and Police Stations remain open but walk in access is prohibited
or restricted.
• All City Parks are open but large group gatherings and organized sports
activities remain prohibited. Playgrounds are still restricted, however,
tennis courts and outdoor basketball courts and the skate park
have been reopened.
• Community Services in -person Programs and Classes are canceled.
• City Council and Planning Commission meetings remain closed to public
access.
• More changes are possible throughout the year
Impacts to City Services
• FY 2020/21 is a year during which several
evolutions of the budget may be necessary
• Further adjustments at the end of the first quarter,
at mid -year and perhaps even in the third quarter
will be necessary
• The City will be extremely cautious in filling new
full-time vacancies for those openings resulting
from retirements, promotions or career
advancement in other agencies
Impacts to City Services
• Additional tactical budget strategies in use for FY 2020/21
include monitoring and limiting use of overtime, review of
ongoing expenditures, review of fees for service, limited
debt, capital and equipment spending, increased employee
contributions toward retirement benefits and reorganization
of service delivery, as well as other strategies
• These tactical approaches ensure the City is able to provide
fiscally sustainable services on an ongoing basis until the
economy returns to its pre -recession levels in three to four
fiscal years, while also recognizing that fixed costs will
continue to increase even during this downturn
Infrastructure and Major Capital
Improvement Projects/Programs
• Beautification
• Removal of additional grass areas in LIVID 4R (Terra Vista
area) to replace them with drought tolerant landscaping
($400,000)
• In LIVID 1, prepare updated specifications for the
foundations of the lighting fixtures in Old Town Park
with the goal of replacing them to maximize their useful
life ($40,000)
• Drought tolerant landscaping replacement at parks,
parkways and medians throughout LIVID 2, on the
eastern side of Rancho Cucamonga ($400,000)
Infrastructure and Major Capital
Improvement Projects/Programs
• Facilities
• Upgrade the architectural lighting control systems in the
Cultural Center lobby, Celebration Hall, and theatre halls
and house lighting ($50,000)
• Continue work on the design of the Second Story
interactive Children's Museum exhibit space at the Biane
Library using the current $925,000 design contract
• Replacement of the roof at the Animal Center ($250,,000)
• Replace three 150-ton chillers and related pumps at the
Civic Center ($1,500,000)
Infrastructure and Major Capital
Improvement Projects/Programs
• Miscellaneous
• Install Solar Photovoltaic System at the Hellman Fire
Station 177 ($1371500)
• Construct a Class IV protected bike lane on 6th Street
improving accessibility to the RC Metrolink
Station utilizing a $1.7 million ATP Cycle 4 Grant in
partnership with SBCTA (with a 20% City match to be
paid over next two fiscal years) }.z
Infrastructure and Major Capital
Improvement Projects/Programs
• RCMU/Fiber Optic
• Construct a distribution line extension to service City Hall's
east parking lot with RCMU electricity, lowering overall
long-term operating costs ($197,000)
• Extend an RCMU distribution line to service Fire Station 3
($57,500)
• Connect the new West Side Public Safety Facility to the
City's networks via the existing Rancho Fiber backbone
($236,500)
Infrastructure and Major Capital
Improvement Projects/Programs
• Parks
• Continue work on the State grant funded $3 million dog
park at Central Park
• Design the replacement of the pedestrian and vehicular
bridges at Heritage Park ($200,000)
• Replace rusted and declining light poles that have been
wet -set in concrete in Ellena and Vintage Parks ($25,000)
• Replace deteriorated rubberized playground surfacing at
Rancho Summit Park with new rubberized playground
surfacing ($148,000)
• Invest in a Parks and Recreation Master Plan ($250,000)
Infrastructure and Major Capital
Improvement Projects/Programs
• Streets
• Rehabilitate the pavement on 4t" Street from Haven
Avenue to Milliken Avenue, in conjunction with the City
of Ontario ($950,000)
• Pavement rehabilitation and widening on Pecan Avenue
between Whittram Avenue and Arrow Route in
conjunction with the Etiwanda Grade Separation project
($700,000)
• Construct sidewalk, curb and gutter on the south side of
9th Street and install bicycle/skateboard racks at Los
Amigos Elementary School ($187,000)
Infrastructure and Major Capital
Improvement Projects/Programs
• Traffic
• Design of the Advanced Traffic Management System
Phase 2 which will install Closed Circuit Television (CCTV)
cameras, video detection system (VDS), fiber optic cable
and conduit, communication networking equipment
($612,000)
• Synchronize ten traffic signals through the installation of
fiber optic cable and conduit, communication
networking equipment, upgrading and integrating the
signals into the Traffic Management Center (TMC)
located at City Hall ($361,800)
Infrastructure and Major Capital
Improvement Projects/Programs
• Cyber Security
• Implement several initiatives to continue fortifying the
City's digital estate including:
• enacting multi -factor user identity management to safeguard
account credentials;
• activating Network Access Control (NAC) to prevent
unauthorized devices from connecting to the City's data
network; and
• conducting the City's first -ever cybersecurity response exercise
in coordination with the Fire District's Office of Emergency
Management
Infrastructure and Major Capital
Improvement Projects/Programs
• General Plan
• The General Plan team will be working closely with the
community to develop the Plan's Vision and Guiding
Principles
• The Vision and Guiding Principles will form the
foundation for developing, analyzing, and selecting a
preferred land use and circulation alternative
• The team will work with the community to evaluate a
range of alternatives and craft a preferred direction for
the next generation of development and investment in
our community
The team will then begin creating the General Plan
CITY OF RANCHO CUCA
� r�
Operating Budgets
• Operating budgets for the City are comprised of the
following:
• Operating Budget (basic municipal operations)
• City General Fund
• Library Operational Fund
Fire District Operational Funds
• Special Districts (restricted funding sources for specific
operational purposes)
• Complete budget includes various other special
funds which are restricted from use for general
municipaloperations
700,16
��
City Operating Budgets
City General Fund, Fire District Funds and Library Funds
$3,106,100 51,279,650
$8,119,410
. 55,750,160
512,744,860
$802,270
51,766,050
52,353,300
S1,633,770
$10,268,290
53,161,730
■ Governance
■ Records Mgmt.
■ Comm un ty Services
Library Services
Admin. Services
■ Eton. and Comm Dev.
• Building & Safety Services
■ Engineering 5ervices
■ Planning
. Public Works Services
■ Animal Care & Services
Poke
FFe
• Total Operating Budget increased
by just over $6.5 million, or 5%
• $2.5 million of this increase is due
to the combining of CSD special
funds into the General Fund
• Excluding these added activities,
the Operating Budget grew 3.06%,
smallest percentage growth since
the City exited the Great Recession
• Police and Fire are two largest cost
centers
• Combined with Animal Care and
Services, public safety makes up
over 65% of the Operating Budget
(63% in the prior year)
• Fire District is a legally separate
subsidiary district
5150,DDO,DDD
S140,000,DDo
S130,000,000
5120,000,000
5110,ODD,000
5100,000,000
590,000,000
S90,DD0,000
$70,DD0,000
560,DD0,0 DD
$50,000,000
o� 8' do titi titi .y3 ,ya tih ti10 ti� ti� tig �o titi
4 4 4 4 4 4 4 4 4 4 4 4 4 4
■ General Fund ■ Library Fund z Fce District
City General Fund — Major
Revenues
(13.09%)
(27.56%)
Propertytax
Vehicle license fees $21,223,690
$10,082,200
(3.6196)
Business
(3 7.33°0)
Sales tax
$28,744,580
(9.679SJ
Franchise fees
$7,445,070
(6.35%)
Development
fees
$4,892,500
licenses
90
(2.3896)
TOT
$1,835,53o
i •• I totol GeneralI revenues
�r� r CITY OF RAN
r
M ��
City General Fund — Major
Revenues
• Sales tax is the primary revenue source at $28.7
million, down about $3.8 million or 11.7% from the
prior year
• Decrease is primarily due to economic impacts of
COVID-19 pandemic
• Growth in sales tax remains a concern as brick and
mortar revenues continue to flatten and more
shopping moves online
City General Fund — Major
Revenues
$34,000,000
$32,000,000
$30,000,000
$28,617,960
$28,000,000
$26,000,000
$24,000,000
Sales Tax
$32,552,480
\-12%
$28,744,580
$22,000,000
$20,000,000 '
FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
City General Fund — Major
Revenues
VLF and Property Tax In -Lieu of VLF Property Taxes*
$11,000, 000
$10,000, 000
$9,000,000
$5,000,000
$7,000,000
$6,000,000
$SX0,000
$4,000,000
$3,000,000
$2,000,000
$1,000, 000
O y
l<L 1 `, ti311
A �1� 1� ly1�O p_' yb ' y� ,�
5° N, 'l1N _N\ N" tiO iy
tio,1 tiol
Fk `1 Fk
*Includes Property Transfer Tax
$8,000,000
$7,500,000
$7,000,000
$615DQ000
$fi,000,000
$5,500,000
$5,000,000
City General Fund — Major
Revenues
Franchise Fees
6e oro\°a \tio yo\oti y1\titi \y� y�`y& y�\ti5 `tie y�\tip y�\tiro lb
�01 �o\yti
Transient Occupancy Taxes
$5,0ao,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000 '
$1,000,Goo
°ro ,°� \tio ,tip ,titi \ti3 1tio- a�tiy h�~� ro�~� ,tiro ro�~� ,tio 1ti�
o°ro off' oti° oti~ oti oti' oti oti oti oti oti oti' otio
yti �ti iti yti
iti yti iti iti i� yti iti iti �ti
4 4 4 F F
$4,613,410
City General Fund — Major
Revenues
Business Licenses
$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
o�'01 �xl° y°�titi yy�titi 4\13 �3\,�, 5 ��0 KII �\ti� \,� \,P
,y° ,y° .y° do .yo
�� <k <k <k
Development Fees
e e ,tip lti� \'� ,ti, �\ti, \,� ,tip lti� \,� ,,P ltiti
°titi °titi °tip °ti °,� °tip °tip °tip °ti° °p
Development Fees were last increased in 2018
City General Fund
Use of Reserves
is The last time the City used reserves to balance its
Operating Budget was FY 2010/11
• Used $903,130 during the Great Recession
• Over the ensuing years, the City cultivated a regular
habit of adding to reserves, accumulating a total
budgeted contribution to reserves of $5.7 million in
six years
• For FY 2020/21 we anticipate using $700,000 in
reserves to cushion the dramatic revenue loss
1 � rFor FY 2019/20, estimate usage of $417,860 in reserve
CITY OF RANCHO CUCAMO�
� r�
Library Fund
• The Library Staff are an entrepreneurial group
always trying new ideas and programs
• Never was this more evident than during the
pandemic
• Rancho Cucamonga was one of only a handful of public
libraries in the State that remained open
• Provided enhanced curbside pickup and drop off
services, book deliveries, enhanced e-book access and a
computer lab that remained open
• Work continues on the Library's Second Story
Library Fund
56,000,000
$5,000,000
$4, 5o0,o0U
$4,000,000
$3,5oa,oan
Changes in Operating Budget - Library Fund
�1 , AN 'b\ ,,c5\
- l
Fire District Operating Funds
• The Fire District budget for FY 2020/21 is $41.9 million,
a 12.8% increase over the prior fiscal year
• This growth is largely attributable to the addition of six
new Firefighter positions that were added midway
through FY 2019/20 in order to provide 4-person
staffing on each of the District's two ladder trucks
• Major revenue sources include property tax (73.5%) as
well as assessment revenues from CFD 85-1 (14.9%)
and CFD 88-1 (1.0%)
• Prudence is the watchword of the day as we wait to see how
property related values hold up through the pandernic
CITY OF RANCHOmloi* r
lww—
C
ok
r�
Fire District Operating Funds
Changes in Operating Budget - Fire District
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
lie le,lie Ive ati ati ati ati
Special Districts
• A new approach will eventually be needed to ensure
fiscal stability for the West -side parks and landscape
districts
• The FY 2020/21 proposed budget includes $100,000 for west
side parks public engagement to assist with this effort
• The list of deferred and unfunded maintenance items continues
to grow
• In four of the City's newer districts, rate increases are
recommended this year
• Only recommended to maintain a structurally balanced budget
for those districts and keep pace with rising commodity, utility
or contract labor cost increases
Special Districts
SPECIAL DISTRICTS WITH RATE ADJUSTMENT MECHANISM
District
Current
Assessment
Recommended
Assessment
Maximum
Assessment
Notes
LIVID 2
$
503.80
$
503.80
$
534.49
No change recommended
LIVID 4-R
$
397.15
$
397.15
$
471.84
No change recommended
LIVID 6-R
$
438.75
$
451.92
$
451.92
Increase to reflect an increase in operational costs
LIVID 9
$
311.92
$
436.69
$
622.21
Rate has been artificially low for several years in
order to spend down excess reserves; rates being
restored to sustainable level overtime
LIVID 10
$
736.62
$
758.72
$
957.93
Increase to reflect an increase in operational costs
CFD 2000-03B
$
1,387.73
$
1,470.90
$
1,470.90
Increase to reflect an increase in operational costs
Fiscal Summary
• Following is a summation of all FY 2020/21 City
budgets:
• City General Fund $ 90,104,500
• Library Services $ 51750,160
• Fire Protection District* $ 471982,020
• Special Funds (including CIP)** $ 80,740,050
*Includes Fire District Capital Fund budget in the amount of $6,053,130
**Includes increase of $382,500 for LIVID 2 (Fund 131) and decrease of $37,000
for Underground Utilities (Fund 129) capital projects budget corrections
Item for Discussion —
Ho Ho Parade
• What is the Ho Ho Parade?
• A community event allowing positive interaction
between public safety, elected officials and the general
public. Timing of parade coincides with the holiday
shopping season and provides the opportunity to create
personal dialogue with the general public. The exchange
of information can range from complaints to praise
about public safety and allows personnel to share
holiday safe shopping tips.
• Three-day event last held in 2015
Item for Discussion —
Ho Ho Parade
• Cost for three-day event
• Police: $16,.520
• Fire: $2,.060
• Community Services: $1,500
• Parade permit: $250
• Other costs: $3,000
• Total: $23,330
Conclusion
• Rancho Cucamonga is not immune to the effects of the
pandemic and the economic disruption
• We have prepared prudently for this day
• Reserves were set aside beginning back after the Great
Recession to help cushion against another downturn
• What we do now will bear fruit for tomorrow
• Now is the time when we can and should work together
in the best interests of the City, as one commUNITY
• We will make it through this by standing together as one
Rancho Cucamonga
Any Questions or Comments?