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2021/06/18- Special Meeting Agenda Packet
CITY OF RANCHO CUCAMONGA SPECIAL MEETING CITY COUNCIL/FIRE PROTECTION DISTRICT AGENDA June 18, 2021 — 9:00 AM Cultural Center, Celebration Hall 12505 Cultural Center Drive, Rancho Cucamonga, CA 91739 A. CALL TO ORDER Pledge of Allegiance Roll Call: Mayor Michael Mayor Pro Tern Kennedy Council Members Hutchison, Scott and Spagnolo B. PUBLIC COMMUNICATIONS This is the time and place for the general public to address the City Council on any item listed on the agenda. State law prohibits the City Council from addressing any issue not on the Agenda. The 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. C. ITEMS OF DISCUSSION C1. Discussion and Consideration of Proposed Budgets for Fiscal Year 2021/22. (Verbal Report) (Document is available for review at City Hall and the City's website at www.cityofrc.us). (FIRE/CITY) 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 Seventy-Two(72)hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive,Rancho Cucamonga,CA 91730;Celebration Hall, 12505 Cultural Center Drive,Rancho Cucamonga,CA 91739 and on the City's website. Linda A.Troyan,MMC City Clerk Services Director If you need special assistance or accommodations to participate in this meeting, please contact the City Clerk's office at(909)477- 2700. Notification of 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility.Listening devices are available for the hearing impaired. CITY COUNCIL VISION STATEMENT Page 1 "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." CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Table of Contents Page Introduction 1 City Manager's Executive Summary 3 GFOA Distinguished Budget Presentation Award 95 General Information 97 City Officials 99 Organization Chart 101 Functional Units by Fund Type 103 Snapshot of the City of Rancho Cucamonga 105 Population by Age 106 Educational Attainment 107 Principal Employers 108 Principal Sales Tax Remitters 109 Budget Guide 111 Budget Process 112 Budget Process Flow Chart 114 Summaries of Financial Data 115 Financial Summary—Operating Budget 116 Financial Summary—All Funds 117 Notes to Financial Summary 118 Budget Summary 121 Special Districts Summary 122 Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other Maintenance Districts—Changes in Fund Balance 125 Revenue Summaries 127 Revenue and Resource Estimates 129 Revenue Summary by Category—Operating Budget 134 Revenue Detail—Operating Budget 136 Revenue Summary by Category—All Funds 142 Revenue Detail—All Funds 144 Revenues by Fund 165 Expenditure Summaries 169 Expenditure Summary by Department—Operating Budget 170 Expenditure Summary by Category—Operating Budget 171 Expenditure Detail—Operating Budget 172 Expenditure Summary by Department—All Funds 178 Expenditure Summary by Category—All Funds 179 Expenditure Detail—All Funds 180 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Table of Contents Page Summaries of Financial Data (continued) Expenditures by Fund 208 Funded Positions by Department— Summary 213 Funded Positions by Department—Detail 214 Fund Balance Summaries 225 Spendable Fund Balances 227 Summary of Changes in Spendable Fund Balances 231 Departmental Budget Details 235 Governance City Council Overview of Department 236 FY 2021/22 Mission, Core Values, and Vision 236 Three-Year Expenditure Summary by Funding Source/Category 237 Three-Year Staffing Summary 237 City Clerk Overview of Department 238 FY 2021/22 Budget Highlights 238 Three-Year Expenditure Summary by Funding Source/Category 239 Three-Year Staffing Summary 239 City Treasurer Overview of Department 240 FY 2021/22 Budget Highlights 240 Three-Year Expenditure Summary by Funding Source/Category 241 Three-Year Staffing Summary 241 City Management Overview of Department 242 FY 2021/22 Budget Highlights 242 Three-Year Expenditure Summary by Funding Source/Category 243 Three-Year Staffing Summary 243 Performance Statistics 244 Services to the Community 245 Police Overview of Department 246 FY 2021/22 Budget Highlights 246 Three-Year Expenditure Summary by Funding Source/Category 247 Three-Year Staffing Summary 247 Performance Statistics 248 Services to the Community 249 Fire District Overview of Department 250 FY 2021/22 Budget Highlights 250 Three-Year Expenditure Summary by Funding Source/Category 251 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Table of Contents Page Department Budget Details (continued) Three-Year Staffing Summary 251 Performance Statistics 252 Services to the Community 253 Animal Services Overview of Department 254 FY 2021/22 Budget Highlights 254 Three-Year Expenditure Summary by Funding Source/Category 255 Three-Year Staffing Summary 255 Performance Statistics 256 Services to the Community 257 Civic and Cultural Services Records Management Overview of Department 258 FY 2021/22 Budget Highlights 258 Three-Year Expenditure Summary by Funding Source/Category 259 Three-Year Staffing Summary 259 Performance Statistics 260 Services to the Community 261 Community Services Overview of Department 262 FY 2021/22 Budget Highlights 262 Three-Year Expenditure Summary by Funding Source/Category 263 Three-Year Staffing Summary 263 Performance Statistics 264 Services to the Community 265 Library Services Overview of Department 266 FY 2021/22 Budget Highlights 266 Three-Year Expenditure Summary by Funding Source/Category 267 Three-Year Staffing Summary 267 Performance Statistics 268 Services to the Community 269 Administrative Services Administration/Procurement Overview of Department 270 FY 2021/22 Budget Highlights 270 Three-Year Expenditure Summary by Funding Source/Category 271 Three-Year Staffing Summary 271 Performance Statistics 272 Services to the Community 273 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Table of Contents Page Department Budget Details (continued) Finance Overview of Department 274 FY 2021/22 Budget Highlights 274 Three-Year Expenditure Summary by Funding Source/Category 275 Three-Year Staffing Summary 275 Performance Statistics 276 Services to the Community 277 Human Resources Overview of Department 278 FY 2021/22 Budget Highlights 278 Three-Year Expenditure Summary by Funding Source/Category 279 Three-Year Staffing Summary 279 Performance Statistics 280 Services to the Community 281 Innovation and Technology Overview of Department 282 FY 2021/22 Budget Highlights 282 Three-Year Expenditure Summary by Funding Source/Category 283 Three-Year Staffing Summary 283 Performance Statistics 284 Services to the Community 285 Economic and Community Development Administration Overview of Department 286 FY 2021/22 Budget Highlights 286 Three-Year Expenditure Summary by Funding Source/Category 287 Three-Year Staffing Summary 287 Performance Statistics 288 Services to the Community 289 Building and Safety Overview of Department 290 FY 2021/22 Budget Highlights 290 Three-Year Expenditure Summary by Funding Source/Category 291 Three-Year Staffing Summary 291 Performance Statistics 292 Services to the Community 293 Engineering Services Overview of Department 294 FY 2021/22 Budget Highlights 294 Three-Year Expenditure Summary by Funding Source/Category 295 Three-Year Staffing Summary 295 Performance Statistics 296 Services to the Community 297 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Table of Contents Page Department Budget Details (continued) Planning Overview of Department 298 FY 2021/22 Budget Highlights 298 Three-Year Expenditure Summary by Funding Source/Category 299 Three-Year Staffing Summary 299 Performance Statistics 300 Services to the Community 301 Public Works Services Overview of Department 302 FY 2021/22 Budget Highlights 302 Three-Year Expenditure Summary by Funding Source/Category 303 Three-Year Staffing Summary 303 Performance Statistics 304 Services to the Community 305 Capital Improvement Program 307 Summary by Department 309 Detail by Department with Funding Source(s) 313 Appendix 317 Financial Policies 319 Legal Debt Margin 345 Debt Service Obligations 346 Glossary of Budget Terms 347 List of Acronyms 353 Description of Funds by Fund Type 355 r*1FrJ RANCHO CUCAMONGA CALIFORNIA MTRODUCTION Fiscal Year 2021/22 Preliminary Budget Page i THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 2 �• MEMORANDUM City Manager's Office Date: June 2, 2021 To: Mayor and Members of the City Council By: John R. Gillison, City Manager Subject: Fiscal Year 2021/22 Budget PRELUDE "Healthy Discontent is the Prelude to Progress."- Mahatma Gandhi 2020 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 calendar year 2018, modest inflation in the 1-3% range, interest rates in the 24% 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. In February of 2020, all that changed. 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 29th in the State of Washington. 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. That status, allowing for some changes during the middle of summer, would last for over 15 months ultimately, until ending on June 15, 2022. 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. For reasons still not fully understood, many people contract a mild case of the disease and recover in two 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 ultimately needing to be placed on ventilators or other supportive measures typically associated with an intensive care unit. Because of the initial 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 Fiscal Year 2021/22 Preliminary Budget Page 3 shelter-in-place orders for large groups of the populace, effectively 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. Although these orders did, for a while, limit the spread of a virus, the orders themselves came with a severe side effect. 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. Sales tax plummeted. Hotel occupancy dropped into the single digits often leading to full closures. The airline industry almost stopped flying as travel and tourism dried up. Workers in many blue-collar industries were laid off. Knowledge workers in white collar industries were sent home to work remotely. Schools closed and children of all ages were pushed into an unprecedented online learning experiment. Suddenly, landlords of both commercial businesses and single-family occupancies found themselves with a wave of delinquent tenants; tenants that could not be evicted because the legal system was also shut down. At the time, economic forecasts varied tremendously. V shaped recoveries, W shaped recoveries (a double dip) or K shaped recoveries (differentiating income levels) were all the vogue. No one really knew, because 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. With the only precedent for a pandemic of this nature having occurred in the early 1900's, during a much different time, no one really knew what might happen. Locally, we relied on the University of California Riverside Center for Economic Forecasting and Development headed by Professor Christopher Thornberg (one of the founders of Beacon Economics). Mr. Thornberg pointed out that the longer the business closures continue, the greater the damage. Some examples locally include Pier 1, Sears, Office Depot, Souplantation, Steinmart, Slater's 50/50 and many others. Businesses and families would (and did) fall behind on financial obligations, and those results are still being felt today. Lack of consumer and business spending did disrupt global supply chains with major downstream consequences for business recovery; one such example is the global computer chip shortage. We could, and did, see a shakeout in stressed sectors like restaurants and the move to more online retail accelerated five years of growth into one year. Because of the second Fall 2020 wave of COVID infections, businesses were unable to rebuild sales, improve workplace safety or rehire furloughed employees as forecast. Long-term business travel does indeed appear to have changed and the impacts on the hospitality sector have yet to be fully known. The Thornberg forecast for a full recovery in 2022 now appears overly optimistic and likely not see fruition until 2023. Call Mr. Thornberg's forecast a B for accuracy. "Nothing is so painful to the human mind as a great and sudden change." — Mary Wollstonecraft Shelley, Frankenstein At the City of Rancho Cucamonga, although our infection rate remained among the lowest in the County, we were not immune from the effects of the pandemic closures. The Lewis Family Playhouse shut down due to health restrictions. Community Services eliminated nearly all in person classes. Both the Biane and Archibald Libraries moved to pick up and drop off only services for much of the year, with limited appointments later on. City staff in the office were reduced 30-50%, with everyone taking turns working remotely. One of the biggest tasks was administering CARES programs designed to help businesses and residents make it through the Fiscal Year 2021/22 Preliminary Budget Page 4 pandemic. Although the results were amazing on a personal level, from an organizational perspective these programs consumed a lot of time and people effort. Similar efforts were undertaken with respect to public communication and coordination with our business community. Police and Fire were occupied with periods of civil unrest and protests about - national events. Securing our IT infrastructure from outside hackers occupied a lot of time and i �' IK resources. And over it all, loomed the chaotic, ever- changing with no warning, California State COVID regulations that frustrated the public and businesses alike. "What the caterpillar calls the end, the rest of the world calls a butterfly." - Lao Tzu Despite the once-in-a-lifetime setbacks in 2020, City staff found hope in a renewed focus on core services delivered with fewer people and delivered in novel ways. 2020 drew to a close with a political cycle that was very tumultuous and time consuming, resulting in big changes at the national level but virtually no changes at the local level. It has gradually become clear that 2021 is not the old normal. Neither is it a new normal. Rather, it is somewhere in between both extremes; simultaneously, it is a transition year where COVID-19 is still important but perhaps not the dominant factor. Put another way, FY 2021/22 is 1/3 COVID + 1/3 Recovery + 1/3 Brave New World. Disciplined Innovation "Modern economics is a set of formal models and equations purporting to fully determine human behavior, at least in the economic realm. And there is no way that uncertainty can be compressed into determinate mathematical models." - Murray Rothbard As we recover from the pandemic-induced downturn, many things look similar(in some respects) to the recovery which followed the Great Recession in 2009/10. Locally, some of the similarities include: • Substantial property turnover, and development proposals for single-family, multi-family, and mixed-use development, including both for sale and for rent units • Increased commercial and office activity along major corridors in the city including Foothill Boulevard, 41" Street, 6t" Street, Arrow Route, Milliken Avenue, Haven Avenue and Day Creek Boulevard • Substantial investment, both public and private, in new infrastructure including bridges, roads and railroads And yet, as noted in the quote that started this section, there are substantial differences also which don't fully track with traditional models. Some of those differences include: • Greater interest in development in southern Rancho Cucamonga than other portions of the city • Increased interest in development along West Foothill Boulevard and Vineyard Avenue/Carnelian Street Fiscal Year 2021/22 Preliminary Budget Page 5 • Substantial private investment in large scale industrial development including millions of square feet of warehouses between Arrow Route and 41"Street and Etiwanda Avenue and the 15 Freeway • A longer road to recovery for hospitality uses (hotels) than in previous downturns, as a result of changing trends in business travel • Brick and mortar retailers are weaker than ever before due to the inroads made by online shopping • Restaurants, particularly those without a drive-thru component, are struggling to win back market share lost during the pandemic when they were closed • A new General Plan is being developed for Rancho Cucamonga. The General Plan, and related Housing Element, must be approved by early 2022 to meet State deadlines and the documents contain a 20-year planning horizon • Brightline West, a subsidiary of Fortress Investment Group is planning a 220-mile high speed electric rail line from Las Vegas to the Cucamonga Station. This $8 billion project would break ground in 2021 and at its Rancho Cucamonga Terminus would connect with the Metrolink stop at Cucamonga Station and the Ontario Loop (underground tunnel)from Ontario Airport to Cucamonga Station. (more detail is presented later in the budget message on this project) In this new era, where things are changing rapidly, and old models are no longer viable or applicable, it is critical for the City to remain focused, disciplined and not simply become reactive to the internal or external force of the moment. However, that type of thinking requires a systems theory approach. Systems theory is the interdisciplinary study of systems, which are cohesive groups of interrelated, interdependent parts that may be natural, or human made, and are influenced by the environment around the system. Functionally, we see four major systems that influence local government and come together in a critical nexus. The first system is Fiscal Discipline/Resources. This system is comprised of the fiscal resources (and potential resources) available to a local government to meet its needs. These include restricted and unrestricted funds, reserves, major revenue sources and obligations such as bond debt, CalPERS payments, etc. Exercising discipline with respect to how much is spent, what it is spent on, and when it is spent is critical to a local government's long-term viability and the level of services which it provides to residents, businesses, and visitors. This is particularly true in a post-Prop 13 and Prop 218 era where local governments' ability to increase fiscal resources is significantly constrained. The second system is Human Resource Discipline / Resources. As noted later in this message, local governments' primary asset is its human capital. Most services are still delivered through some type of interface, direct or otherwise, with people. Public Works, Public Safety and many community services are examples of this. The management of an agency's human resources has major impacts on their fiscal resources. Increasing staff, increasing salaries for staff, all have substantive impacts on fiscal resources and obligations At the same time, however, without sufficient human resources that are qualified, and property trained, the result will be low morale, burnout, increased turnover, and high levels of inefficiency and ineffectiveness. Exercising discipline in this area is critical to long term success of local government. Fiscal Year 2021/22 Preliminary Budget Page 6 Related to but separate from human resources is System IQ. In this sense, the system refers to the organization structure of the local government itself. How large or small is it? What tasks or functions is it responsible for? Is the organization full service, contract, or a hybrid? What is the span of control within the organization? Are similar functions grouped together for greater efficiencies and reduced bureaucracy or are they separated into distinct silos that have only formal communication and little functional cooperation? Is the organization highly regulated with extensive formal policies that limit and define behaviors or are the participants endowed with more discretion and the organization manages by vision, goals, values, and objectives instead? System IQ is critical because it impacts organization efficiencies (which impact the need for more human or fiscal resources) as well as morale and cycle time. Finally, is a separate system delineated as Innovation IQ. Innovation is the act of changing, altering, transforming a system, process, program, or structure. As opposed to inventing or creating something brand new, innovation is the practical implementation of new ideas to improve something in a way which creates more or wider efficiencies or savings. Key to innovation is creating a meaningful change that in some way fulfills an unmet need, makes things more productive, makes things easier or makes things more cost effective. Innovation can be found in the fiscal discipline, human resource discipline, or system IQ structure but it is a separate system in and of itself. An organization structure will impact the presence or absence of innovation but so too will leaders' intent, the vision and values of the organization, and the individuals occupying critical positions within the organization. Innovation is often sought after in the private sector but is sometimes seen as anathema to the public sector. A McKinsey study on innovation found eight key essentials that determined innovation including: 1) aspiring to innovate; 2) choosing to invest in a balanced portfolio of initiatives with sufficient resources; 3) discovering new insights that translate into innovations; 4) evolving new business models; 5) accelerating or reacting quickly and effectively; 6) scaling innovations appropriately; 7) extending external networks to leverage innovations and 8) mobilizing people so that they are rewarded and organized and motivated to innovate regularly. Where these four(4)different systems intersect is Disciplined Innovation and it is this nexus which is where the best investments will yield disproportional results. This is the theme and focus for the City, post COVID-19 pandemic, as we move into a brave new world. We will balance the risks, opportunities and challenges associated with our local economy, regional and state economy, Federal actions, and other systemic challenges using the Disciplined Innovation paradigm as a lens through which, our various workgroups developed targeted programs, projects, system improvements and innovations that will help us realize the City Council's Vision and Goals. Fiscal Discipline HR Discipline • Disciplined Innovation • System IQ Innovation I Fiscal Year 2021/22 Preliminary Budget Page 7 Local Economy "Today, local economies are being destroyed by the pluralistic, displaced, global economy, which has no respect for what works in a locality. The global economy is built on the principle that one place can be exploited, even destroyed, for the sake of another place."-Wendell Berry Last year in this section, we discussed what appeared to be headed our way as the Spring 2020 COVID-19 shut-down began to wane. Little did we know or realize that in early Fall another, and more severe, shutdown would be headed our way and impact the rest of Winter and early Spring 2021. So, at the risk of deja vu, here we are again as the Spring 2021 COVID-19 shutdown is waning. This time, unlike last year, there is more reason for optimism. With three vaccines approved for emergency use in the United States (since roughly December 2020) for the last six plus months, in California we are, or soon will be in some areas, approaching 50% vaccination rates. Even if immunity turns out to be limited to 12 months or less, there will certainly be booster vaccines in the near horizon and the likelihood of another severe shock, which requires an economic shutdown, appears to be limited. Further, even during the heart of the pandemic, Rancho Cucamonga had among the bottom five lowest infection rates countywide, equaling that of communities less than a quarter our size. In fact, as we write this letter, if Rancho Cucamonga were its own county, we would already be in the yellow tier. 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. Those trends are somewhat changed today. The demand for industrial development is even more intense than it was a year or two ago. As of May 2021, the region has 41.3M SF of inventory, with 489,000 SF under construction and a vacancy rate of 5.30%. Any vacancy rate under 10% is considered essentially fully occupied and drives speculative development for more sites. The current market rent is $.85 per SF and rising, and the current market sale rate is $172 per SF and rising. Rancho has nearly 3M SF of speculative industrial development going through entitlement right now, with another 24M SF that is in the pre-entitlement phase. Sites range from 30,000 SF all the way to 1.5M SF. Local Hospitality Sector The hospitality industry, both hotel and restaurant, has been hard hit by the pandemic. Many restaurants closed and a lot of market share was eroded. The City is already seeing new restaurant tenants looking to strike deals among the many vacant sites rather than build new. It appears it will be at least a year or more until the market reaches its prior highs. In the area there is no new square footage under construction and market rents are little changed from the 4tn quarter of 2020. Until the existing inventory is "eaten up" by new restaurants and retail, the City is unlikely to see new construction. With respect to hospitality, the market is even a bit more challenging but with room for optimism. Back in January, Rancho Cucamonga hotels had occupancy rates in the sub-50% range. Now, as of April 2021, occupancy is over 71%, the average daily rate is up to $124 and hotels are making approximately $95 in revenue per room night. By comparison to adjacent areas, Rancho Cucamonga has about ten points higher occupancy, about $20 higher room rates and about $30 higher revenue per room night. While this is optimistic, as the below historical charts and forecasts provided by the Ontario Convention and Visitors Bureau make clear, it is not until 2022 that we likely return to pre-pandemic levels: Fiscal Year 2021/22 Preliminary Budget Page 8 Annual Performance Occupancy . RevPAR - 2016 84.8 1.2 ♦ 122.91 8.7 ♦ 104.18 10.0 2017 81.3 -4.0 ♦ 133.29 8.4 ♦ 108.42 4.1 2018 81.6 0.3 ♦ 139.17 4.4 ♦ 113.60 4.8 2019 77.5 -5.0 ♦ 137.14 -1.5 ♦ 106.29 -6.4 2020 53.8 -30.6 ♦ 123.28 -10.1 ♦ 66.34 -37.6 2021 71.0 31.9 ♦ 123.87 0.5 ♦ 87.94 32.6 2022 OctNext 12 Months Apr May Jun Jul Aug Sep Dec Jan Feb Mar 76.5 76.3 77.4 78.6 75.7 73.3 71.6 66.6 58.7 66.5 74.4 75.1 • 201.4 125.9 80.8 62.5 24.8 7.3 13.2 18.0 24.0 23.5 12.3 -2.4 100 Projected 80 • • • • Occupancy 0 0 0 vs so Historical Range 40 20 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 126.02 123.96 125.17 126.05 128.85 126.63 130.75 126.22 118.85 128.33 134.04 140.28 ADIR Percent Change 10.3 14.6 8.7 9.1 13.3 6.4 11.1 7.0 2.4 11.9 16.4 17.5 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar • Projected 20 • • • ADR Change 15 10 • • vs 5 Historical T Range (5) vs (10) Historical (15) Average (20) (25) 96.37 94.57 96.90 99.13 97.52 92.87 93.57 84.09 69.82 85.32 99.73 105.34 RevPAR Percent Change 232.4 158.9 96.5 77.3 41.4 14.2 25.8 26.3 27.0 38.2 30.7 14.7 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Projected 250 • RevPAR Change 200 vs 150 Historical 100 Range vs so _ Historical Average (50) (100) Local Property Tax `America is a land of taxation that was founded to avoid taxation."- Dr. Laurence J. Peter. Certainly, few areas constitute as much of a third rail in California politics as the property tax. Property tax is a lagging economic indicator because it is assessed a year in arrears and so major economic changes aren't felt in the property tax collection for 1-2 years after they begin. And yet, for most public agencies, property tax remains a critical revenue source that is generally stable from year to year and reflects the health of a local agency. The City of Rancho Cucamonga experienced a net taxable value increase of 4.6% for the 2020/21 tax roll, modestly lower than the countywide increase of 5.8%. This amounted to about$1.3 billion in assessed valuation. The Proposition 13 adjustment of 2% accounted for$470 million, about 37% of the growth in the City. Residential property is nearly 71% of all property tax value in the City. The current median price for detached single-family residential increased last calendar year by over 8%. Growth in the number of home sales slowed in 2020, with fewer homes coming on the market, even though sale Fiscal Year 2021/22 Preliminary Budget Page 9 prices continue to rise. With the low interest rates currently available, this is likely to continue to increase in 2021. Reflecting these trends, the market continues to push for more moderate and higher end apartment projects. Despite this, and the notoriety of some projects such as Arte Apartments at Hermosa Avenue and Foothill Boulevard, single-family residential comprises over 44,000 units while multi-family residential is just under 21,000 units. —Median Price —Avg Price $700,0 00 $600,000 $500,0 00 $400,000 CL in $300,0 00 m $200,000 $100,000 s0 off' ❑`° a'`'� a'`' o''' a o'` oNb oN Year Parcel Counts ■ detached 50.2% Attached 14.7% ■ Others 2.7% 2 Uni s 0.3% ■ 4 Unite 0.2% Others 0.1% Total: 100.0% As would be expected, the Victoria Gardens Mall remains the highest taxable value property in the City of Rancho Cucamonga, closely followed by Homecoming in Terra Vista, Frito Lay, Schlosser Forge, Goodman Rancho (warehouse) and a number of large warehouse projects owned by several LLC's as well as some apartment buildings. Altogether, the top ten most valuable properties account for just over 6% of the total assessed valuation. Total valuation in the city is right at$29 billion dollars. For the first time, Ontario surpassed Rancho Cucamonga in assessed valuation as the highest assessed value city in San Bernardino County. Between the Fiscal Year 2021/22 Preliminary Budget Page to two agencies is one vast difference. As a pre-Prop 13 city, Ontario receives 15+ cents for every property tax dollar assessed while Rancho Cucamonga, a post-Prop 13 city, receives 5 cents. Property Tax Dollar Breakdown $0-224I Education Rownue Aug entation Fund S 0-1690 Etiwanda Colony Elementary School $0.1565 Chaffey Union High School $0-14M County General Fund $0-124$ Rancho Cucamonga Fire District $0.0511 Rancho Cucamonga General Fund S 0-d429 ChaffeyCommunityCollege S 0-0292 Inland Empire Utilities Agency-Imp C S 0-0261 Flood Control Zone 1 S 0.0154D Inland Erp= -:_:s:=,3eru Midslley 5 0.005179 Superimlen:—:--::-:^s-�,a�ntytidz i 0AM Superhmn:= i 0.00185 Flaad Ccnu: =:'I $1.0000 Looking at the Top 40 net taxable secured value changes, reveals a clear pattern that ties to the industrial development trends discussed previously. Of the Top 10 value changes, which span a range from $9 million to $30 million, seven of the top ten properties were industrial developments. A number of these represent speculative developer purchases of properties, without entitlements, that are now looking to receive approval for large industrial warehouse projects. Working with the City's GIS team, the Top 40 value changes were mapped out. Nearly half of all the top 40 were industrial, and 75% were located south of Arrow Route. This is just one of many reasons why the City Council is paying increased attention to industrial development both to ensure the residents are protected from any adverse environmental impacts and to help improve the fiscal performance of these properties as they evolve to higher and better future uses. Fiscal Year 2021/22 Preliminary Budget Page 11 Local Sales Tax In terms of sales tax, the situation has also changed. In FY 2020/21, the City lost approximately $2.7 million in sales tax. That represented an 8-10% drop in revenue. Although some of that is being recouped in FY 2021/22, we still estimate the City will be $700,000 below where it was in FY 2019/20. With cost escalation not slowing down, the impacts on re-staffing and re-opening programs are significant (especially on top of the TOT declines noted above). Of greater concern are changes in sales tax allocation. With the pandemic having accelerated the shift to online retailers, weaker brick and mortar locations are starting to attrit. In addition, under the Wayfair court decision, out of state retailers remitted sales tax to the County pools, where it was then allocated to underlying jurisdictions based on their share of the County pool. Recently, a large online retailer with warehouses in and out of California, changed their status to an in-state retailer. This change has shifted their sales tax to the locations of the warehouse/fulfillment centers that deliver product to end customers. In so doing, this entity was able to activate previously negotiated sales tax rebate deals with those fulfillment center locations. The result benefits the retailer substantially and, in addition, negatively impacts hundreds of cities in California. Now, going forward, the shares of sales tax most cities were receiving as part of the County pool allocation are reduced, and all the sales tax goes to the very few locations with the privilege of having a fulfillment center, regardless of where the end user resides or who ordered and paid for the merchandise. In the case of Rancho Cucamonga, this impact was in excess of$1,000,000 in sales tax that on an ongoing basis the City will no longer be receiving. While the impact of this is somewhat blunted by the additional out-of-state sales tax collection from Wayfair, it is substantial and resulted in the City reducing expenditures, hiring and other costs accordingly. SALES TAX VS USE TAX - B RADLEY-BU RN Sales Tax applies when the goods are located in California at the time the sales occur This includes a stock of goods held in a California warehouse, fulfillment center or retail stores. OP UseTax applies when title to the goods passes to the purchaser at a point outside of California. Goods that ship to a customer from outside the state are generally subject to use tax. i i&Q c-W-,- Fiscal Year 2021/22 Preliminary Budget Page 12 ALLOCATION OF BRADLEY-BURNS TAX Sales Tax Use Tax PLACE OF SALE{where the sale/order - PLACE OF USE was placed or negotiated} ■ Allocated indirectly through the • Allocated directly to local jurisdiction countywide use tax pool system • If an out of state retailer does not There are certain circumstances have a permanent place of business in this state other than a stock of where local �196� use tax can be tany,ible personal property then local allocated directly. tax will he distributed to the jurisdiction where the inventory is located at the time of sale HdP AMAZON - BRADLEY-BURNS ALLOCATIONS Historical Structure New Structure • Out-of-state * In-state&out-of-state • Warehouses in CA were owned and * Warehouses in CA owned and operated by a a ape rat Amazon - Taxable goods "drop- d" tied in CA are subject to customers *WMj&VaWx "f • Local tax allocated to countywide use tax • Local tax allocated directly based on pool based on where the goods were place of sale and indirectly based on shipped/place of use place of use • Change retroactive to 4Q20 Prr Aryulnsm I644 Ammeon rei woe rt�elrhY�a Ao1Ra LeVelf pear!fer Ur 3'paq idlYldeE HdLe •rlrrr�4'dtl,.tiae.�K,���•++���erjn.tree.�ed bti Companies Fiscal Year 2021/22 Preliminary Budget Page 13 PLIKE OF WE Flo[kv-51KIM ocalTax (Bradley-Burns) Allocation LCICAT10M oFGooiD5 ATTHE T1 ME QF SkL1 Guidelines When sales tax applies JLLLbUTM OF LOCAL 7AX GO Amazon change retroactive to 4Q20 i f L0 CALIFORNIA SALES&USE TAX: Tax Allocation Guidelines for Local Sales and Use Tax This chart is designed to show general scenarios that can impact the California local(1%)sales and use tax allocation- This chart does not exhaust all the sales and use tax law nuances that may determine a taxpayers filing status but rather focuses on the most common processes from sale to delivery- Taxable Transaction PLACE OF SALE Not I,Stare lOnline Gr PR et StiN I LOCATION OF GOODS • Epp "n ATTHETIMEOFSALE _ � - HDW Cl15TDMER � RECEIVES GOOD5 wal tax is allocated Lucal tax is allocated to ALLOCATION OF LOCAL TAX to the countywide the jurisdctlan In which to th pool based on point of the fulfillment canter is which the store is dellN,my located located 'In tFis scecmio erenstm7er does mf owno k k(good;in C.M nioond mr..6—ue nq.Wt.�out Wsfd Moot o(state ca.W-V isnot nWumd W MH o satferspewit brarr irtst hBmdpudy—h—.ftheydonot own o srokr fgoodsotthe timergruk Sou—C.Iff—i•Depamnent ofT&Fee Adrrvsisdr on rtegiiatims 1BO2&16" Fiscal Year 2021/22 Preliminary Budget Page 14 Forecasts for future growth of sales tax are also troublesome in some regards. The City uses HdL Companies (HdL) for these forecasts. 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 services. According to HdL, Restaurants/Hotels, one of the City's biggest sectors, is forecast for a 24% growth but that is offset by a 13%+ decline last year. General Consumer goods, another large area for the City, is forecast to grow 6.8% but, again, with a shift towards online retailing which will not benefit Rancho Cucamonga. Overall, the trend through the end of 4th Quarter 2020 was continued declining market share for Rancho Cucamonga. Local 1% Sales Tax by Calendar Year $1.6B $1.413 $1.2B Brick&Mortar -8.6%Growth 2012-2020 $1.OB $BOOM Online 491.1%Growth 2012-2020 $600M $400M $200M $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 In addition, the State actions in 2020 have resulted in substantial late or missing payments to the City that total nearly another $500,000 in revenue yet to be received from both the 3rd and 4th quarters of 2020. "This is the one big problem with working remotely:no one believes you have a job at all. - Scott Berkun Local Economic Development Opportunities and Challenges Beyond the uncertainties noted above, there is also considerable disagreement about the long- term impacts 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 terms of the private sector, the impacts of remote work on the office sector remain uncertain as well. 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, it appears, may trend towards fewer small individual offices and cubicles and more drop in offices for remote workers, more large inviting flexible spaces for collaborating and team meetings, and enhanced office design flexibility to adapt to quicker shifting trends and needs. Locally, there are no new office buildings under construction or in design. Vacancy rates are still holding in the 9% range and market rent remains in the low $2 per SF Fiscal Year 2021/22 Preliminary Budget Page 15 range with little change over the last year. These conditions are challenging for a city like Rancho Cucamonga with a long-term vision to develop Haven Avenue as its office corridor. Nevertheless, there are some reasons for optimism. As the following slide makes clear, Rancho Cucamonga has become associated with corporate headquarters and innovation. To some degree, remote work is accelerating this trend due to the City's high percentage of knowledge workers with advanced degrees. FIGURE 6-MAP OF FIRM DO CoronaLucerne Valley Rancho Headquarters Upland Cucamonga San Bernardino Per City 0 No Ontario Fontana N Redlands 64-72 Chino Riverside 73-96 Palm Springs Desert97-128 Palm Data,Temecula Source: runchbase Further, while employment in the City dropped a bit more than California as a whole (reflecting our service sector) during the pandemic, it is also recovering faster post-pandemic. Because of the city's high percentage of knowledge-based workers with advanced degrees, who are better positioned to work remotely, the economic impacts of the downturn were somewhat blunted. The Professional Services sector, Finance and Insurance sector and Real Estate sector, as a few examples, are now recovering quickly, and paying quite well, reflecting less impacts from automation and a larger share of higher paying jobs in the city. Relatively speaking, this positions the City better for a recovery than other areas of San Bernardino County or the Inland Empire. Fiscal Year 2021/22 Preliminary Budget Page 16 COMPARISON OF UNEMPLOYMENT RATES: RANCHO CUCAMONfA VERSUS SAN BERNARDINO COUNTY 16% 14X id% 13gi 137L 129C 10% 109d S% 87L 6% 6% 6% a9G 3% 3% 296 09C 2X -2 -2,A -2% -2% -2% - -2% 2% -2% -2% -1.s a9G -NA •35a "` -3•ic d% s9� 4� ti ti tit I'll e 01 "ill, tie .yob 41 �°�� ��'' "1 4P v°� ti°' 011 111�`$` ■San Bernardino County m Rancho Cucamonga DIfferrnca:Ciry vs-County RAN€HO CUCAMONGiI LEVELS OF EMPLOYMEN-F By E€13NOM IC SECTORS; 2010-2420 r EnpkFprWrt 2n'96%S2] ■Frnpi3offat M10 Si%, J[ 0 I GM 2 CM 3,0M 4JXD SJCM 5JM 7A]ID Ern 'A" 1G DW 1L0W L'J 0.i= CURE SECMFIS Mantrla:bLFIng 7,SS7 Rr#alaneW'Hatck 773 rfii'ri Mcrathi.Suppan 5!M[L 9, Dfi Ccrtarr 5 E9 TransPwutae^arWw.,st I Z970 Whokmk Tradt Prntu Il ;l StrAo Ma•.agnm StmM E Inrrn auc SUPPORT SECTORS Gubtrnmrnt Rcrail Tra]t Htilllr ara i 2E] Finanar m Iraurnrf2J Other StNcts 53R Rey Esiam 3 =t�catisny St,�ces 7 r:s,Frenainmmt 3 Further, to the extent remote work, or a hybrid, becomes a permanent fixture, more of our residents will spend less time on the freeway, less time commuting, and this will reduce the morning and evening waves of traffic congestion the city has historically experienced. Finally, the relative embryonic state of the Haven Avenue Office Corridor makes it ideal for new, build-to-suit and speculative office buildings, and could prove to be a competitive advantage in the future compared to existing traditional office markets in the area. The other interesting, and critical market sector is housing. If anything, the statewide housing crisis is even more dire thanks to the modest housing output in 2020 and the rising prices of homes in all size ranges, locations and whether for lease or for sale. Rancho Cucamonga is a move up market for buyers with extra income who can afford to pay more for a premium environment. That has been the case for the better part of the last ten years and recent trends are only exacerbating that difference. For more detail, please refer to the 2020 Budget Message. Fiscal Year 2021/22 Preliminary Budget Page 17 Each year the City works with an economist to commission a market study. Here are the findings of that study: • City of Rancho Cucamonga home prices: Strong appreciation experienced for both single- family detached and attached housing in 2020 vs. 2019 • Single-Family Detached: 2019 to 2020-est. from $606K to $645K, about a 6% rise, and about 4% above the prior peak in 2006 • Attached: 2019 to 2020-est. from $363K to $390K, about a 7% rise, and about 8% above the prior peak in 2006 CITY OF RANCHO CU CAM 0NGA: SINGLE FAMILY DETACHED AND ATTACHED HOUSING PRICES s700.000 $620K $6d5K s600,0ao 6061K 5500,000 5400.000 390K n $9S7K 5363K 5300,000 5200,000 $235K 5100.000 so w 4141 ti 4 v ti w° w 4141111 ti —Prices-Single Family Detached Prices-AMched ry� • Value Ratio: The value ratio adjusts for the size of the residential project homes from year to year. The value ratio rose from $290 in 2019 to $300 in 2020, an increase of 3.4%. Fiscal Year 2021/22 Preliminary Budget Page 18 MY OF RANCHO CLKAMOMA F3EW RE$u KnALL FOOOM59 AUMW W MM UM $35d $3OG $250 $217 $2O0 �1?3 $179 $1 $15� $IO0 $so $0 2DD9 2OLC 20_1 20L2 2013 2014 20_5 20_6 20_7 2OLa 200 201D • When comparing the sizes of the homes, purchasers preferred larger homes in 2020 vs. 2019, COVID-19 may be a contributing factor. • Absorption schedule comparison: 2020 absorption was 391 units, slightly below 2019's expectation of 412 by about -5%, as COVID-19 impacted absorption. • Arte apartments absorbed somewhat faster than forecast while The Resort and Day Creek sales were somewhat slower than forecast. • Lower mortgage rates have offset higher home prices and decreased average mortgage payments. A potential increase in mortgage rates, however, could reduce affordability and negatively impact for sale product. RECENT DECLINES IN MORTGAGE RATES HAVE 51GMIFICANTLY SYa R EEFU€ED MOWMAG E PAYM E HTS hlhL�h to ..L }$fit a1 a M).My ■CHAIC PPM ■CHANrA FROM 20M Long term, we expect to see increasing interest in new residential development activity in Rancho Cucamonga, although not to a level that should create a bubble. Fiscal Year 2021/22 Preliminary Budget Page 19 NEW RESIDENTIAL: FOR-SALE HOMES AND APARTMENTS 4,0❑0 ROBUST/BUBBLE RECESSION DEPRESSION RECENTRECOVERY 3,500 3,00❑ A V 2,500 ER A G 2,000 1,500 1,000 SOO Od 1 144 0. 1.Ut 1 0 1 ■ 1 RanchoCucamonga-SingleFamilyPermlts ■RanchoCucamonga-AttachedPermits ■Rancho Cucamonga-Apartments The City is hopeful that will translate into robust construction of both single-family for sale homes as well as for lease apartments, so that there is plentiful market supply for all interested new residents. The changes noted above, increasing white collar remote workers, COVID-19 driving a desire for more space in the suburbs, greater relative suburban vs. urban affordability, and low interest rates may help shift the traditional millennial demand for apartments into more single- family homes. SOUTHERN CALIFORNIA:MULTI-FAMILY SHARE OFALL BUILDING PERMITS 100 90 The share of multifamily permits has fallen 80 f ro m a peak of 65N in 2❑15 to an estimated 49%in 20210,which is the Zang-run average III. N 70% esx 90% 1❑0&2620-Est.Ave of 494E aex -------------- 4(r% 34% 11 4 30 20°'c 10%__ — — — — — — —n- (r% rn Fiscal Year 2021/22 Preliminary Budget Page 20 MULTI-FAMILY SHARE OF ALL BUILDING PERMITS BY GEOGRAPHY 109% 1 1 1 Sha f.dtWf illy rose sl tkg in j 2909-d peaked In 2ou-Jo15 fl9% I I 79% I 95% I I 69% I I 59% I I 43% 49% I 39% I I 21 20% I I 19% 9% I Emi.&aamdrs Np N N fp� I� Np N N Np Np' N N N N N N N N N N N G S $ O S 6 $ S O G O O O G O O O O O O r'n w CA-Sha of Mslkple Far* —SCAL-Share of kYukFle Family —SB Ca ty-Sham ofMlle Famiy A review of the consensus forecast by 100+ major economists and real estate professionals indicates the most probable scenario is a likely strong increase in 2021. U.S.HOUSING PRICE CONSENSUS FORECAST BY 100+MAJOR FORECASTERS �45 9-4% 9-576 e.xx 5.3% 6 oil 1 1 I 1 1 -5% 1 4x2% -5A% -5.0% -10% �996 -Sf]A96 2aM 2021 2922 21323 2024 292S ■Pessimistic ■Most Probable ■Optimistic Fiscal Year 2021/22 Preliminary Budget Page 21 Regional/State/Federal Economy Certainly, no discussion of the local Why shouldn't you let advanced economy is complete without reference to the larger context in which we all operate. math intimidate you? For that, the City of Rancho Cucamonga generally uses the regional forecasts provided by Christopher Thornberg the Director of the UC Riverside School of Business Center for Economic Forecasting and Development. Mr. Thornberg is also the Founding Partner for Beacon Economics LLC. Based on his most recent forecasts in It's really as easy as pi! early 2021, Mr. Thornberg has forecast that the recession ended in April and that the real issues post-pandemic are Federal debt, inflation, and shifting land use needs. Some of his key points include: Federal government intervention is extremely aggressive and while there is `pork' in the stimulus, it will help stabilize U.S. households and businesses in the short-term. This appears to be the year when the federal government borrows an unprecedented $3 trillion to $4 trillion. If that happens, the potential deficit impacts in the near-term future could be severe. The Federal Reserve has used all its tools in attempting to shore up credit markets even though we are yet to see any credit market disruption; there is little more they can do. The way U.S. financial markets have come to operate was broken prior to the pandemic with the financial system a regular source of crisis in itself. The U.S. financial system is no longer a shock absorber for the nation as it should be, it now causes shocks on its own. Jobs are a lagging indicator and it will take some time in 2021, once vaccines are widely available (as they are now), for jobs to recover the losses of 2020. The biggest lagging indicator: Jobs � 9131 10 1473 �1490 5 0 02001 - zoos 01980 10 z020 -15 20 2S 0 10 20 3010 '0 80 The recovery is also not likely to be equal. Those with a baccalaureate or higher education will recover sooner and to a greater degree from the pandemic downturn than those with only high school education. Fiscal Year 2021/22 Preliminary Budget Page 22 ' K Shaped Recovery? Unemployment by Education 200 18.0 16.0 - 140 - 12.0 10.0 8.0 60 4.0 20 0.0 44m4m4 RRR4p4p 44444 p4p�� 4 d � ti � �Arbebc6d nc5hrbr� e6d SSS88SS8oSssoSs � N N N N N N N N N N N N N N N N —Soch Plus —High School SoCal Labor Market Unemployment Rate Labor Force Growth 25 125 4-20(0006) 120 IF-2,066 20 LA:5,006 595 $115 OC 1,SO'.1.585 5 110 10 105 100 5 95 0 90 .�O s`L q9 3 qP 4. ,�1. q6 1 0 ,�9 9{�� p Nb N1 o o ry9 P�eA�Q��ay Poa,�,A,F�ao 4�`xep43�dr2p Pf ?.e't'9'?4'.�'26'gad'29'.�'?6't'a'2.d't'.�',13',�3'•�S�'•��', —Iniand Fmpire —Los Angeles —Ini"Empire —LogA.g0r s Orange Cwnty—San Diego Orange County—San O'rego The relative affordability of the Inland Empire should help it recover more quickly from the downturn. 116 Housing Costs wad Median Home Prices mmmmm t,000 900 800 d, 00 Inland Empire 1,454 0.0 2.5 22.5 600 500 \�� 400 San Diego 1,868 -1.2 -0.7 18.7 300 200 100 Orange County 1,958 -2.2 -1.8 12.7 0 Las Angeles 2,014 -2.7 -2.9 21.1 —Lo Angeles —Orange San Oiago Additional federal stimulus is not really needed. Thanks to the stimulus already provided, personal savings is at an all-time high. Fiscal Year 2021/22 Preliminary Budget Page 23 r* Policy (Over)reaction AM Household Income Household Savings Billions SAAR 20000 7000.0 19000 6000.0 $1.3 1'r excess 10000 500a.0 Savings rmo aoaD a 16m0 15m0 3000.0 14000 2"0 13m0 lout IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 12000 —Equals:Disposable persond Income 'b d .8 r r r5 5 � d d d —Less:Pe sonal outlays Without attention,the looming Federal Deficit could overwhelm the economies at state and federal levels. Government Debt FY Federal Deficit Total Borrowing(Annual Billions) 500000 SOOD a ....ml��glllu.--.�.�IIII�I IIII��IIII a0m -500000 I 30m -1000000 200D -1500000 -2000000 10pp -2600000 0 -- — aDODDDD -1000 �500000 4g4 � 4$ 4 �4$ R �4 � 4 �4 � 4 4 4 4 4 4 4 4 4 4 4 7 9 4 7 4 R 4 7 4 R 4 7 4 R 4 rn S S ry $ .l-lousebold .Slate Local redeM .Non•rinercial--FlrencmI Now that the Federal Reserve has lowered interest rates to such low levels, there is little else it can do. r} Federal Reserve Policy Fed Balance Sheet 8000000 Effective Federal Funds Rate 1.8 70000M to 6000000 1.4 5000000 12 4000000 1.0 3000000 0.6 0.6 2000000 D.d 10DOOW 02 0 0.0 A tip% e1' �V NV ^ti ^� -ti �ry tip' ti�pry'ti�°•,ytp`d -�s����.�:�.t.-ryo,��,�' � tip' Opp '0 �. Fiscal Year 2021/22 Preliminary Budget Page 24 Everyone will need to keep a close eye on inflation. Core inflation is creeping back up and could become a concern if the trend continues. Rates and Inflation 10 Year Treasury Yields Core PCE Inflation Rate 3.50 3.0 3.00 25 2,50 2.0 200 1.5 1 50 1.0 100 O,so 0.5 0.00 0,0 N N N N N N N N N N N N N N N N The latter concern is one that other economists share. The Wells Fargo Investment Institute forecasts that inflation is likely in 3-5% range through the end of the year, due to shortages of semiconductors, lumber, and other key materials. They see these price increases being short- term and subsiding in about 12-18 months as supply chains stabilize and commodities return more to normal. There is also some thought that deficits may be disinflationary. As interest payments rise on the federal debt, it crowds out other spending categories, leading to higher taxes and a slower economy. Slower economic growth leads to lower inflation and a lower for longer trend in interest rates. Time will tell, of course, and these are all trends to watch as they do affect State and, ultimately, local markets, particularly indicators such as inflation, interest rates and taxes. Insurance/Litigation Challenges Beyond the economy, there are some other regional and statewide trends that directly impact the budget of the City of Rancho Cucamonga. One of those trends, often overlooked in budget discussions, is the municipal insurance market. Before we dive into the discussion, let's cut to the conclusion. Most insurance brokers consider 2021 to be the worst market for municipal insurance in the last 50 years. To be blunt, it's a wreck. So, what does "the worst market in the last 50 years" really mean. Here are some key metrics, all of which are negative: • Swiss Re Institute estimates that there were $83,000,000,000 in global insured } catastrophe losses in 2020, the fifth-costliest year on record • In the US, 2020 saw wildfires, combined with major storms, civil disorders, and social inflation, all in addition to COVID-19, creating tremendous uncertainty in the insurance marketplace. Fiscal Year 2021/22 Preliminary Budget Page 25 • Social inflation, the increase in insurance losses caused by such factors as higher jury awards, more liberal treatment of claims by workers' compensation boards, legislated rises in compensation benefit levels, and new concepts of tort and negligence, has now combined with aggressive litigation trends to drive higher prices and tighter capacity in the excess insurance market • Insurers combined ratio deteriorated to 100.2%from 98.9% a year earlier. Combined ratio is the sum of claim-related losses and general business costs divided by the earned premiums over the period. Any ratio of 100% or higher means insurers lost money on the policies they wrote. • Reflecting the above point, policyholder surplus declined $22.1 billion in the first half of 2020 from an all-time high of$847 billion at the end of 2019. • Net income after taxes for insurers fell to $24.3 billion in the first half of 2020 from $32.8 billion a year earlier in the same period. That is a 25% decline. • Investment earnings are volatile and many of the safest investment vehicles such as agencies, treasuries, and bonds are at near record lows. Bringing this home to the local government level, the wildfires in California in 2019 and 2020 led to catastrophic losses for insurance companies. As it becomes clear that this is not a seasonal change but more likely a permanent environmental shift, property insurance prices, especially in any area prone to wildfire, are rising tremendously, if they are even available at any price. Where policies are available, premiums are rising well over 100% and new individual limits, new aggregate limits and new sublimits are going into place all of which reduce the breadth and scope of coverage. On the employment liability side,workplace discrimination based on disability, race, and sex along with retaliation remain the most frequently filed charges according to the Equal Employment Opportunity Commission. Over 72,000 charges of workplace discrimination were received by the EEOC in 2019 along with over 7,500 charges of sexual harassment. Just slightly over half of all the EEOC charges received included some element of retaliation. The average cost for defending and settling these claims is approaching $160,000 with jury awards routinely in excess of $200,000 and the time to resolve is nearly one year in duration. Hostile work environment, wrongful termination and sexual harassment claims are now all exceeding a half million dollars to defend and settle. On top of the above trends, there are several new trends that are further roiling the California insurance markets. Cyber-attacks have suddenly become front and center with new revelations every day. These attacks often cost millions of dollars to either fix or pay the ransom cost, and leave agencies exposed to fines for data and privacy breaches. Changes in the law related to sexual abuse and sexual misconduct has suddenly"revived"claims which previously had expired, creating a huge unknown risk for agencies. Finally, COVID-19 continues to evolve, and public entities are having to figure out how they support their communities, comply with health orders, and manage health risks to their employees. It is not likely that any of the above trends will either resolve or mitigate in 2021 or even 2022, so this "hard" insurance market is here to stay. Agencies, including Rancho Cucamonga, will have to deal with additional exposures and statutory limits coverage which may not be available at any cost, and certainly not any reasonable cost. Until the industry as a whole returns to profitability, or additional changes in the law reduce the risk of litigation, this is a growing area of risk to municipal budgets. Fiscal Year 2021/22 Preliminary Budget Page 26 Infrastructure and Major Capital Improvement Projects/Programs All week long making a living,Life keeps takin', he keeps giving;Behind the scene, below the grade; Hardly noticed but part of everything But there's nothing wrong with a hard hat and a hammer,•Kind of glue that sticks this world together;Hands of steel and cradle of the Promised Land; God bless the working man"—Alan Jackson, "Hard Hat and a Hammer" One hallmark of Rancho Cucamonga since incorporation has been pro-active investment in new or replacement infrastructure. In good times, or bad, the City recognizes the importance of good infrastructure to a world class residential and business community. Fiscal Year 2021/22 is no exception, as Rancho Cucamonga continues to invest in projects which will ensure and advance the quality of life for the entire community. In line with the City Council's core values, the following projects illustrate how Rancho Cucamonga works to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive. For more specific details on these and other projects projected for Fiscal Year 2021/22, please refer to the Agency Level Workgroup sections. Public Safety • Fire Station 178 is a new two-story station on Town Center Drive and Terra Vista Parkway behind Target. This station, which was required by the Environmental Impact Report for The Resort, is located in the southern portion of Rancho Cucamonga where the city has extensive office, residential and mixed-use development. This $14.8 million project for FY 2021/22 will address systemwide draw-down issues as well as provide a location for specialized equipment used to access these facilities. Station 178 will be the first station built using the design-bid-build model, which is anticipated to be used in years to come for the new Station 179 on 81h Street and future replacement stations, including Station 171 on Amethyst Avenue. • Police Station Operational and COVID-Related Lobby Improvements will also be front and center in FY 2021/22. Since little has changed since it first opened in the early 1980's, the lobby of the Police Station is in need of a redesign. This $170,000 project will provide more functional spacing and separation for staff, allowing two people to work the front counter and enhancing customer service by reducing wait times. • The City continues to invest in its Automated License Plate Reader (ALPR) program. The Police Department receives over 300 ALPR notifications per year, many resulting in arrests for crimes such as possession of stolen property, felony evading, outstanding arrest warrants, possession of dangerous weapons, narcotics, and wanted persons. With the approval of the new budget, the City hopes to move to complete four key intersections in early Fiscal Year 2021/22 at Day Creek Boulevard and Foothill Boulevard; East Avenue and Victoria Street; 4th Street and Etiwanda Avenue; and 8th Street and Vineyard Avenue at a total cost of$401,250. Economic and Community Development • PlanRC, the $2.47 million comprehensive community-based process to update the City of Rancho Cucamonga's General Plan, has been going for over a year now in community visioning, environmental analysis, and compliance with State requirements. The Plan includes a long-term vision for the future that supports health, equity, and stewardship. To implement the vision, the Plan sets forth a comprehensive set of citywide policies and actions around land use, mobility, the environment, and more. Input received on the draft General Plan will be considered and included in the final General Plan which will be presented to the City Council by the end of 2021. Fiscal Year 2021/22 Preliminary Budget Page 27 • City Staff continue to work with SBCTA on the development of the Cucamonga Station which will include a Brightline West high-speed rail station, entrance to the Ontario Loop tunnel to the airport, improved Metrolink access to the east and west, Bus Rapid Transit, local bus service, automobile/ride share, and the 6th Street Cycle Track. • Phase Two of the Advanced Transportation Management System (ATMS) includes improvements at over fifty traffic signals along Milliken Avenue, Arrow Route, Day Creek Boulevard, 19th Street, and Rochester Avenue in order to reduce delays in traffic flow. The proposed budget includes $7.4 million dollars for these improvements, anticipating some Federal funds to support the project. • Design work on the Etiwanda Avenue Grade Separation continues in Fiscal Year 2021/22. This project will ensure truck circulation is not impacted by the ever-increasing railroad traffic from the port. It will do this by providing an elevated four lane roadway crossing over the SCRRA/SBNF railroad tracks. This $75 million project was funded by both Assembly Members Steinorth and Ramos through an SB 1 —TCEP grant; construction is anticipated to begin in Summer 2022. • After taking a strategic pause on industrial development in the South East Industrial Quadrant, or SEIQ, and along Foothill Boulevard, the Rancho Cucamonga City Council will be considering policy recommendations which include a code amendment to industrial zoning to develop new zoning districts, revised entitlement processing, improved and more comprehensive development standards, adjusted parking requirements, more precise land use classifications, and greatly improved measures for sustainability. If approved, these tools will enable the City to develop a robust industrial sector with well planned developments that includes sufficient diversity of uses and appropriate controls to prevent fiscal strains on our tax base and infrastructure over the long-term. • City Staff are currently preforming a comprehensive analysis of service stations to better understand the compatibility of service stations with neighboring land uses, the impact and demand on public safety resources, future industry trends, design, and other appropriate regulations. This analysis and any subsequent implementation measures are anticipated to be reviewed by the City Council sometime during the 2021/22 fiscal year. • The City is working on a design-build project for affordable, for-sale, manufactured / modular housing on a 2.3-acre parcel of land City-owned on the northwest corner of 8th Street and Baker Avenue. The project is intended to be used as a demonstration project that can be replicated throughout the city when and where appropriate. The City intends to use its approximately$2.5 million share of Permanent Local Housing Allocation (PLHA) through the State of California / County of San Bernardino for this project. • RC Fiber, the City's high-speed gigabit fiber system, allows the City to serve a larger number of businesses and residents in the city with stable high-speed internet. For Fiscal Year 2021/22, approximately $2 million of improvements are planned to help grow the number of residential and business customers who will be able to receive reliable, green, and cost-effective power and fiber including new developments forthcoming at The Resort. The goal for FY 2021/22 is to build out the Rancho Fiber backbone extension down Utica Avenue and Haven Avenue south of 6tn Street to prepare for commercial business internet service. This investment will result in the installation of another 18,000 to 20,000 linear feet (LF) of fiber which is in addition to the 104,000 LF in calendar year 2019 and 18,000 LF in calendar year 2020. As of May 2021, RC Fiber has about 300 customers and is anticipated to increase to almost 480 customers by the end of calendar year 2021. Fiscal Year 2021/22 Preliminary Budget Page 28 • Each year Rancho Cucamonga devotes several hundred too thousand dollars to ADA ramp improvements. This ensures the City stays in compliance with the Americans with 70 Good/Excellent Preventive Maint Disabilities Act requirements, while also upgrading older areas of the city. Similarly, millions of dollars are budgeted So Thin AC overlays each year to improve pavement citywide. The goal is to maintain an average Pavement Management System (PMS) Poor Thick AC overlays Rating of 70 or higher with an ultimate goal of reaching 90%. ZS Very Poor/Failed Reconstruction • The Heritage Park Bridge Project is a partnership between the ° City and the Fire District to replace three aging bridges at the PCI Thresholds&Treatments Assigned entrance to the City's Equestrian Center. The new design will consist of a single bridge with space set aside for equestrians, pedestrians, and motor vehicles to safely enter and enjoy the Center. • ADA and COVID building improvements at the Civic Center have been budgeted in Fiscal Year 2021/22, which includes reconfiguration of offices and public areas to allow for more efficient service to internal and external customers, providing additional space between work areas, replacing 30-year-old carpet and lighting, and upgrading ADA access to doors, hallways and bathrooms. Also, the Civic Center needs to replace the HVAC main plant. The current chillers and related pumps have been in service for about 30 years, which is well beyond their expected service life. Without this $1.5 million project, the buildings at the Civic Center will no longer have cool air. Civic and Cultural Services • Further design of the Second Story and Beyond® project will take place this fiscal year. Tenant improvements are anticipated to begin late in the 2021/22 fiscal year. Funding permitting, the complete Second Story and Beyond project could be completed and ready to open to the public in Fiscal Year 2022/23. • The City received a $3 million State Park Bond Grant through Assembly Member Ramos for a new dog park at Central Park. The new park will include three separate dog play areas, agility features, a picnic shade structure, walking paths, a public restroom, nearby parking, and convenient and safe access from Base Line Road with the addition of a signal light at Spruce Avenue. Project completion is scheduled for Spring of 2022. • The proposed budget includes the initial funding for an inclusive playground for children with special needs to replace the existing regular use playgrounds at Beryl Park East. The initial design phase of the project will take place in Fiscal Year 2021/22. • The Civic and Cultural Services Workgroup is working on several studies and analyses to provide best in class programs and services. These include a Community Services Business Plan, a Cultural Arts Master Plan for the Victoria Gardens Cultural Center(focus on preforming art), a Public Art Strategic Plan (focus on public art / placemaking), Parks and Recreation Master Plan, and a value assessment for the Epicenter Adult Sports Complex. • The Victoria Gardens Cultural Center Courtyard Redesign will remake the existing outdoor courtyard at the Lewis Family Playhouse/ Biane Library to add permanent shade for year- round use. Improvements will also include a fixed stage with lighting and audio-visual equipment, along with improvements to facilitate better pedestrian access, updated landscaping for lower water use and easier maintenance, improved irrigation, and lighting, Fiscal Year 2021/22 Preliminary Budget Page 29 and repainting the entire facility. When complete, the redesign will result in a year-round usable courtyard for adult and children's arts and entertainment. • The Library will begin offering contactless access to popular library materials through a materials vending machine 24 hours a day, 7 days a week. The 24/7 Library Materials Kiosk, will be located outside the Family Resource Center, providing expanded access to library materials in a historically underserved area, "book desert", of the community. Administrative Services • The Department of Innovation and Technology (DoIT) has just completed the installation of an F5 network cyber security appliance which will compliment and, in some cases, replace legacy network equipment with state-of-the-art intrusion detection and prevention. F5 is a flexible web application firewall that secures web applications in traditional, virtual, and private cloud environments. Over the upcoming fiscal year, DoIT will invest in optimizing services for the F5 appliance and add new security features to create a secure private cloud environment for the City's data centers. • Finance will begin updating the City's legacy financial system, ONESolution to Central Square Technologies' Finance Enterprise. ONESolution is no longer supported by the vendor, and Finance Enterprise offers additional functionalities beyond what ONESolution provides. Once implemented, Finance Enterprise promises to digitize routine transactions, route them via automatic workflows, eliminate paperwork, and capture more data in everyday transactions to improve data analysis. Personnel Costs and Staffing Levels `Actually, there is no more important task for a leader than to pick people. To make sure you have the very best people working for you"- Colin Powell One of those intersecting circles that makes up our Disciplined Innovation paradigm is Human Resources. Cities are in the service business, and the primary interface for providing those services is through human capital. In Rancho Cucamonga, this interface is the talented and dedicated personnel that make up Team RC. For all the reasons discussed earlier in this letter, our fiscal resources remain significantly constrained as we move into Fiscal Year 2021/22; ongoing revenues have not yet returned to pre-pandemic levels. In turn, this means that services and corresponding staffing levels also remain constrained as we exercise a disciplined, conservative approach to operations. In the public sector, there are high expectations for customer service, revenues are limited in their ability to rise without voter approval and once personnel are hired, they have property rights to their employment. Jurisdictions which are cognizant of these factors take a disciplined approach to scaling up personnel. Nevertheless, in FY 2021/22 the budget does make some adjustments to personnel where dedicated resources (such as special funds) are available, where reorganizations can be done at no net cost or reduced overall cost, or where strategic changes will help the organization improve efficiencies in service to our stakeholders. In Fiscal Year 2019/20, the City budget had 178.60 FTEs for part-time staff; in FY 2020/21 the budget included 122 FTEs (a 32% reduction) of which another 60 FTEs were conditional (approximately 49%), meaning they only existed on the books and would not actually be hired until the Community Services (CSD)and Library Services Departments were able to resume more normal services. For FY 2021/22, the proposed City budget includes 134.83 FTEs for part-time staff, which is 212% more than the actual staffing level at the end of FY 2020/21. Fiscal Year 2021/22 Preliminary Budget Page 30 Part-Time Salaries-All Funds As expressed in dollars, the adjacent chart S6,000,000 illustrates the fact that actual part-time S5,000,000 expenditures in FY 2020/21 were less than half S4,000,000 what was originally budgeted, primarily reflecting S3,000,000 the continued closure of many Community S2,000,000 Services and Library facilities throughout the year. S1,000,oW ■ Most of those conditional FTEs were not hired, S- keeping actual expenditures to $1.4 million for the FY 19/20 Adopted FY 20/21 Adopted FY 20/21 Est. FY 21/22 Proposed Actual year as compared to the $4 million that was ■Community Services .Library ■Other budgeted. Moving into Fiscal Year 2021/22, with the slow and methodical reopening of many facilities and the resumption of programs on the horizon, the proposed budget slightly increases the budget for part-time salaries as compared to the budget for FY 2020/21. These additional resources will include restoring many of the part-time Maintenance Technicians that are critical to our Public Works facilities and parks divisions. As our facilities come back on-line, those maintenance functions have to return in order to keep our parks and buildings in the condition the community expects. The early part of calendar year 2021 has also seen heavy weekend park use as many residents go outside and resume family and friend gatherings for parties and barbecues; it is primarily our part-time staff that keep the trash cans emptied and the park restrooms restocked during busy summer weekends. Nevertheless, the City, like many of the businesses in Rancho Cucamonga and across the country, is finding it hard to bring back/hire part-time staff as we ease out of the pandemic restrictions. Reasons vary from individual to individual. Some of the more frequent reasons the City is hearing from applicants include lack of childcare, delays resuming in-person schooling for children, hesitancy returning to front line work because of fear of coming down with COVID-19, moving out of the area due to high taxes/costs, finding a new full time job over the last sixteen months, or a preference to live off the enhanced unemployment insurance until it runs out. Further constraining recruitments is a high level of public and private competition for those remaining qualified part-time candidates. Until demographics and circumstances shift again, the ability to hire quality Team RC members will partially dictate how and when the City ramps up various programs and services after State pandemic restrictions are lifted. Like our part-time staff, our cadre of full- time staff is expected to remain below Full-Time Staff-City pre-pandemic levels for the immediate 390 future. As the chart illustrates, the Fiscal 380 378 380 Year 2020/21 budget reduced full-time City staffing levels by 10% due to closure 370 of specific facilities and programs. 360 Throughout FY 2021/22, the City's 350 349 management team worked through a 340 343 rigorous process to evaluate staffing needs for the coming year in light of our 330 value on HR Discipline/Resources. 320 Instead of reflexively restoring some FY 18/19 Adopted FY 19/20 Adopted FY20/21Adopted FY21/22Proposec positions that were lost previously, departments took a cross-functional and wholistic approach to considering the greatest needs for the entire organization and evaluating how those services could be delivered and needs met in the most creative, cost-effective ways possible. The end result of these efforts is a proposed FTE count that would increase by six (6) positions, a 1.7% increase in full-time staff. This work also led to a number of minor departmental reorganizations resulting in changes in staffing Fiscal Year 2021/22 Preliminary Budget Page 31 configurations, but no net new personnel. The following chart summarizes these changes, which are discussed more fully in the respective agency workgroup sections of this letter: Summary of Full-Time Personnel Changes Category Position Department New Position Information Technology Technician Innovation and Technology New Position Assistant Engineer Engineering New Position Management Analyst I Bldg&Safety/Comm.Impr./Eng. New Position Community Development Technician II Building and Safety New Position Community Services Superintendent Community Services New Position Park Ranger Community Services Change in Personnel Mana ementAide Animal Care and Services Defund Community Programs Specialist Animal Care and Services Change in Personnel EMS Quality Improvement Nurse Fire Defund EMS Quality Improvement Nurse(PIT) Fire Change in Personnel Human Resources Business Partner Human Resources Defund Human Resources Technician Human Resources Change in Personnel Human Resources Business Partner Human Resources Defund Risk Analyst Human Resources Change in Personnel Assistant City Manager(1/2 year) City Manager's Office Defund Deputy City Manager(112 year) City Manager's Office Change in Personnel Building and Safety Services Director Building and Safety Defund Building and Safety Manager Building and Safety Change in Personnel Management Analyst I City Manager's Office Defund Management Aide City Manager's Office Change in Personnel Management Anal st III Community Services Defund Management Analyst II Community Services Change in Personnel Senior Business License Clerk Finance Defund Business License Clerk Finance Change in Personnel Deputy Director of Finance Finance Manage entAnal stll Finance Defund Finance Manager Finance Defund Revenue Manager Finance Change in Personnel Maintenance Coordinator Public Works Defund Maintenance Supervisor Public Works Change in Personnel Maintenance Supervisor Public Works Defund Signal and Lighting Coordinator Public Works Change in Personnel Lead Maintenance Worker(Full Year) Public Works Defund Lead Maintenance Worker(112 Year) Public Works Not listed in the chart above is the addition of a civilian position in the Sheriff's Department. Specifically, this is a second Crime Analyst dedicated to the City of Rancho Cucamonga. The Crime Analyst will help interpret the reams of data gathered by our dedicated Police Department, which can be used to solve crimes and assist the Deputies in the field. Additionally, the improved data analysis can assist in identifying activity patterns which can be used to predict crimes. Further, the Crime Analyst will help with forensic data analysis that can assist Planning to better engineer improvements in the built environment to reduce crime as well as revised regulations to reduce problem uses that generate a disproportionate drain on police resources. Fiscal Year 2021/22 Preliminary Budget Page 32 "Most of the important things in the world have been accomplished by people who kept on trying when there seemed to be no hope at all."- Dale Carnegie Staffing levels are critically important for several reasons. They are nearly always the single biggest expenditure item for any local government, often accounting for 60 to 90% or more of total budget costs (depending on the presence of public safety). 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%. Closely tied to staffing levels (and salary increases) are CalPERS Employer Contributions. The costs vary for miscellaneous plans (or non-safety) and safety plans. Rancho Cucamonga has two miscellaneous plans, one for the City and one for the Fire District. The Rancho Cucamonga Fire Protection District also has a separate plan for the fire safety group. Rates for all the plans continue to increase as a result of decreased pension system earnings, pension enhancements and annuitants living longer. In particular, the increases are in the UAL or unfunded accrued liability category. All CalPERS agencies are in year four of a multi-year rate increase, focused on the UAL portion of the rate, which is expected to level off in Fiscal Year 2023/24. This is illustrated in the first chart in blue for each plan, which shows the CalPERS rate as a percentage of salary. Converting those rates into dollars, brings the costs from the abstract to the concrete, as shown in the second multicolored chart. Unfortunately, unlike much of the regulatory relief granted to private sector entities during COVID-19, there is no similar rate increase relief for CalPERS. City Miscellaneous Plan City Miscellaneous Required PERS Employer Contribution (Includes EPMC and UAL Contribution as%of Payroll) 30.00% 27.50% 25.90% 26.44% 26891. 25.00% 24.67% 23.43% 22.50% 22.00% 20.00% 18.59% 17.50% 16.69% 15.85% 15.00% 13.47% 14.59% 10.00% FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025!2: City of Rancho Cucamonga Estimated CalPERS Employer Costs (In Millions) $10.0 $9.3 $9.1 $9.3 58.0 57.8 $8.4 $8.8 56.0 54.0 52.0 S FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 ■UAL ■Employer Normal Cost EPMC Fiscal Year 2021/22 Preliminary Budget Page 33 Fire Miscellaneous Plan Fire Miscellaneous Required PERS Employer Contribution (Includes EPMC and UAL Contribution as%of Payroll) 25.00% 22.75% 23.09% 23.31% 23.54% 22.50% 21.91% 20.78% 20.44% 20.00% 17 44% 17.68% 17.50% 16.10% 36.30% 1s.n% 15.00% 12.50% 10.00% FY 2014115 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 20202:: FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 City of Rancho Cucamonga Fire Protection District Miscellaneous Plans Estimated CalPERS Employer Costs (In Millions) S0.60 50.50 50.43 50.46 So.47 $0.48 SO•50 S0.51 S0.40 S0.20 50.19 50.19 S0.30 S0.20 S0.10 S- FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 ■UAL ■Employer Normal Cost EPMC Fiscal Year 2021/22 Preliminary Budget Page 34 Fire Safety Plan Fire Safety Required PERS Employer Contribution (Includes EPMC and UAL Contribution as%Payroll) 55.00% 50.0096 47.20% 47.06% 48.12% 48.52% 45.09% 45.00% 41.46% 39.70'E 40.00% 35.07% 35.90% 35.00% 33.33% 33.52% 31.26% 30.00% 25.00% 20.00% 15.00% FY 2014/15 FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 = 2025/26 City of Rancho Cucamonga Fire Protection District Safety Plans Estimated CalPERS Employer Costs (In Millions) $8•0 $7.1 57.2 56.2 56.6 56.7 56.9 S6.0 s: $0.6 I S2.8 53.0 S4.0 S2.0 S- I I I d i F 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 ■UAL ■Employer Normal Cost EPMC As noted above, one of the major drivers for the CalPERS rates is the Unfunded Accrued Liability (UAL). For both the City Miscellaneous and Tier 1 Fire Safety plans, UAL accounts for roughly 60% of their Total PERS rates. While the UAL for the City Miscellaneous plan is higher in terms of the annual payment, it is spread across a larger employee base; the Tier 1 Fire Safety plan has 67 active members and 78 retirees, while the City Miscellaneous plan has 458 active members and 357 retirees. The Fire Safety plan's total PERS rate is approaching $.50 cents for every dollar in salary (including the UAL payment), while it remains under$.25 cents for every dollar of payroll for the City Miscellaneous plan. The funded status of the City plan is also stronger, at approximately 77% funded, while the Fire Safety plan is 72% funded. Because of the upward pressure on rates created by the Fire Safety UAL, and the desire to improve the funded status of that plan, in FY 2020/21 the Fire District adopted a five-year strategy to prefund its UAL for the District's safety employee plan. Fiscal Year 2021/22 Preliminary Budget Page 35 This chart provides an overview of What i s a UAL? how UAL is determined, and how AQWed Auumpl—s Att"analAu"mpto s pension losses can create new UAL All AR".ryl Not Met-New Not MK-New amortization bases. When the public Au"mpti ons NMt Amprtiut ron base Amortize tion base LDS or the press makes note of pension liabilities and the costs associated DHerenu i.♦m "d ova adn.dpradand.,1hr dd.d with them, they are generally w or ded"fted If—an.9—y'. .,"ir.d.nnualnprmal speaking of UAL although with the A,t,".d Ac—d Accrwd emphasis on headlines, this critical Liability P.M *Pmb'fity A''"° f.,P.y nuance is often dropped from the In t/x jw vox MtM Jw Pox MtM Jor vox so* S.^*• b"'` S""te oak Sk. actual write up. If not proactively Changes to the UAL can occur each year in the corm of an investment gain or loss,a non- managed, increasing UAL results in investment gain or loss,and/or an actuarial/assumption change • Annual changes become a fixed dollar amount owed(or credited)for that year and are escalating pension payments paid back(or credited)over time required from public employers, which then can begin to squeeze organizational budgets and ultimately impact service delivery in financially troubled agencies. Thankfully, both the City and the Fire District are in sound financial positions, and the District has the financial capacity to proactively address its UAL with this five-year plan. The goal of this plan is to bring the funded ratio of the plan from the current 72% funded level to the 85-95% range by making additional supplemental pension payments over the next several years. Prefunding the UAL to this level will both reduce long-term pension costs over time, and level out the impacts on future Fire District budgets by reducing annual pension payments. FY 2021/22 is the second year of this plan, and the budget includes a $3.6 million prefunding payment in addition to the CaIPERS normal costs. Fiscal Year 2021/22 Preliminary Budget Page 36 Agency Work Group Detail Public Safety `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, mare sure my prayers are said. `Cause I've learned that the monsters ain't the ones beneath the bed." - Eric Church, 'Monsters" Public Safety is an Agency Level Workgroup, consisting of the Police Department, Fire Department, Animal Services and Community Improvement Departments. Each of these departments provides critical services to the public including law enforcement,fire and emergency services, animal control care and adoption services, and community and property maintenance and improvement. Within this workgroup is one crystal clear focus on providing world class public safety related services to the residents and business owners in the community. Because of the tremendous opportunities to leverage the unique skills and knowledge in each of the departments, working together to protect Rancho Cucamonga, these areas operate together under the direction of the City Manager. Fire, Animal Services, and Community Improvement operate as in-house departments, while Police services are provided under contract by the San Bernardino County Sheriff's Department. The Public Safety Services Workgroup experienced some very unusual circumstances in 2020. With many businesses shut down, residents confined to their home, and opportunities for large gatherings and face-to-face interaction severely restricted, the Public Safety Services Workgroup experienced unique impacts due to these changed circumstances. Crime was down with respect to many typical property crimes (people were home a lot more)while emergency medical services skyrocketed due to COVID-19. Animal Services found that adoptions plummeted; however, with more people home, fewer animals were lost and those that were generally got rehomed faster. Community Improvement found many people maintaining their property better than ever before and compliance improved significantly because people were home more than ever before. The challenge for all these services in 2021 is to adjust to a year which will be partially pandemic impacted, partially a return to what was normal and partially a discovery effort about what is the new normal. With that said, all the Public Safety Departments are rapidly evolving their services into the 21 st century and 2021 will see a number of these changes begin to take place. One such change involves the location of public safety services. The Police Department has primarily operated out of one main station in the central part of Rancho Cucamonga since the 1990's. In the early 2000's, a small substation was built at Victoria Gardens to primarily provide services to that immediate area. Things are now changing in a substantial way. In late 2020, the West Side Public Safety Center opened at San Bernardino Road and Vineyard Avenue and is now operational for Fire and Police. Fire moved out of their former San Bernardino Road Station 2 in the fourth quarter of 2020. Police are partially operational out of the station as this message is written; however, by the end of 2021 the evidence storage will be up and running at the new location and staff will be providing direct services to the public from this location. The West Side Public Safety Center is a true sub-station and the City now has public safety locations in the west, central and east parts of Rancho Cucamonga. Ultimately, long-term plans include rebuilding and enlarging the Victoria Gardens substation for better public service to a larger area, Fiscal Year 2021/22 Preliminary Budget Page 37 while also constructing facilities in south Rancho Cucamonga near the Cucamonga Station and transit center, and in north Rancho Cucamonga at the Etiwanda Heights Town Center. The distributed police station model will reduce response time, improve community and neighborhood policing efforts, and greatly enhance resiliency during a disaster. Reflecting the focus on appropriate facilities noted above, a capital improvement project for this year will see some important Police Station Operational and COVID-Related Lobby Improvements. Since little had changed since it first opened in the early 1980's, the lobby of the Police Station is in need of a redesign. The improvements were identified several years ago but the COVID downturn disrupted planning and budgeting for the redesign. Now, coming out of the pandemic, is the ideal time to improve things. This $170,000 project will provide more functional spacing and separation for staff, allowing two people to work the front counter. This will reduce customer service wait times while allowing for multiple transactions without compromising either security or privacy for staff and customers. Several years ago, the City began moving towards implementing a robust Automated License Plate Reader (ALPR) program to supplement the amazing efforts of our Deputies. This 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. The Department receives over 300 ALPR notifications per year, many resulting in arrests for crimes such as possession of stolen property,felony evading, possession of dangerous weapons, narcotics, and wanted persons. Fiscal Year 2020/21 will see the completion late in the year of full ALPR implementation at Etiwanda Avenue and Arrow Route; Archibald Avenue and 19t" Street; and Milliken Avenue and Kenyon Way. With the approval of the new budget, the City hopes to move to complete four key intersections in early Fiscal Year 2021/22 at Day Creek Boulevard and Foothill Boulevard; East Avenue and Victoria Street; 4t" Street and Etiwanda Avenue; and 81" Street and Vineyard Avenue. Discussions are also underway for some of the intersections along Church Street where many multi-family living complexes presently exist. Key to the ALPR implementation is the City's dedicated Crime Analyst. More than a decade ago, Rancho Cucamonga was the first station in the County Sheriff Department to have its own dedicated Crime Analyst. In Fiscal Year 2021/22, Rancho Cucamonga will bring on an additional full-time Crime Analyst to help interpret and implement the reams of data from ALPR cameras and other sources, which is part and parcel of modern law enforcement. Another change happened not that long ago, in November 2020, when the Police Department welcomed its newest member, a bloodhound named "Singe." Deputy Gabriel Jasso and Singe continue to train and have become a great team. Singe's training has proven successful, and she ? loves assisting Deputies in the field. When Singe is not training or out on a call, she enjoys taking walks and visiting her friends _ around the station. Singe joins the City's = other Bloodhound, "Nyx," who partners with Deputy Casey Allen. These two - '~ .�- bloodhounds and their partner Deputies comprise the City's well known and established K9 program. Fiscal Year 2021/22 will see a re-invigoration of the Crime Prevention Unit which will resume hosting events to educate and mentor young kids and pre-teens. One example of such a program is Be Brave, Be Ready, Be Aware, Be Victorious, and Be Empowered, or B.R.A.V.E. The Joyful Fiscal Year 2021/22 Preliminary Budget Page 38 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. Another successful, and similar, 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 to make the public aware of how criminals use technology to exploit the innocent, as well as strategies to protect kids from predators. Finally, Fiscal Year 2021/22 will see a new focus by the Solution Oriented Policing team (SOP) consisting of a Sergeant, a Corporal and five Deputies. SOP Deputies manage citywide quality of life issues. For the new year, SOP is moving to the West Side Public Safety Center. With the new location will come a renewed partnership working with the County's Homeless Outreach Proactive Enforcement Team (HOPE), Healthy RC and Community Improvement. SOP Deputies provide resources and housing to transients who request assistance. They also communicate with local businesses and property owners to ensure they aren't negatively affected by vagrants. SOP Deputies partner with Alcohol Beverage Control (ABC) and the Planning and Community Improvement Departments to ensure local establishments remain in compliance and appropriately condition new establishments. SOP also continues to partner with the Sheriff's Department Human Trafficking Task Force to address human trafficking within the city. They conduct regular business checks at hotels and massage parlors to ensure proper licensing and business practices are followed. "Trading punches with the heart of darkness. Going to blows with your fear incarnate. Never gone until it's stripped away. A part of you has gotta die to change. In the morning you gon'need an answer. Ain't nobody gonna change the standard. It's not enough to just feel the flame. You've gotta burn your old self away. Hold on tight a little longer. What don't kill ya, makes ya stronger. Get back up, 'cause it's a hard love. You can't change without a fallout. It's gon'hurt, but don't you slow down. Get back up, 'cause it's a hard love" - NEEDTOBREATHE, "Hard to Love" Working closely with Police is the Rancho Cucamonga Fire Protection District (District). The District's mission is to serve the community through planning, promoting, and demonstrating a readiness to respond to and reduce threats to life and property through the 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. The 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. Fiscal Year 2021/22 Preliminary Budget Page 39 One such cutting edge innovation is Fire Station 8 that will soon take shape in the central area of the city. Construction will begin on new Fire Station 178 in early 2022, located at the corner of Town Center Drive and Terra Vista Parkway. This station _rt . will use a progressive process in which a design- build team works collaboratively under a single contract to provide design and construction services. As part of the relocation of Fire Station 172 to the new Public Safety Facility, Fire Station 178 will provide a central location to enhance the distribution of our fire stations. This strategic location also provides for system wide draw- down and corresponding demands for service. The District further anticipates purchasing an electric fire engine, to be located at Fire Station 178. In support of the City's environmental sustainability efforts, the District is i seeking new ways to reduce its carbon emissions. As the 4 jy( City updates its General Plan, the topics of mobility, ecology and urbanization are important when it comes to AV environmental protection and traffic. The District has purchased electric vehicles over the last few years, and now with advancements in technology will explore the next generation electric fire engine. The electric fire engine will continue to reduce the District's carbon footprint and noise emissions. This new platform employs an innovative electric drive system while also decreasing the overall footprint of the vehicle allowing for better maneuverability. The engine can change on the fly from a low center of gravity street-based fire engine to an off-road height fire engine with 4-wheel drive capability, thus allowing for response capabilities due to our diverse topography. ECNS stands for Electronic Communication Nurse System. ECNS is a concierge level service that distinguishes calls based on medically approved protocols and allows for alternate processing of lower acuity medical calls to ensure that sufficient resources exist in the Emergency Medical System so that there are 911 ambulances and hospital beds for those higher acuity calls at all times of the day, year round. In the County, it was identified that approximately 12% of the calls handled last year could benefit from this service improvement. This system, first implemented in the Reno, Nevada area, ultimately saved more than $5.75 million over a three-year period, while improving medical services for everyone. To help further implement the ECNS program, the District will upgrade the part-time Quality Improvement (QI) Nurse to a full-time position in order to maintain and improve our world-class delivery of Emergency Medical Services (EMS). QI is a critical component of error prevention and management, focusing on improvement efforts to identify root causes of problems, ensuring compliance with protocols, and improving the quality of pre-hospital care. The growing emphasis on EMS and ECNS has only increased the importance of a high level of Quality Improvement, and the District is committed to leading the way on this critical public service. As the District expands stations and personnel, it is simultaneously challenged with a high level of retirements. To ensure the District continues to recruit humble, hungry, and smart employees who fit with the culture, the District will partner with the City to upgrade the Human Resources Technician position to a Human Resources Business Partner. The District has become more strategic and proactive with our recruitments over the past several years to ensure a diverse Fiscal Year 2021/22 Preliminary Budget Page 40 candidate pool. To meet this objective, more personnel time from Human Resources is required to assist with the specialized outreach and total recruitment process. Finally, the District will partner with the City to reinstate an Information Technology Technician that was defunded in FY 2020/21. This position will provide critical support for first responder technology needs, including electronic patient care reporting (EPCR)tablets used to relay medical information from paramedics to hospitals and mobile data computer (MDC) devices used to receive calls for service from emergency dispatch. In addition to deploying and servicing frontline equipment, the IT Technicians provide day-to-day support for both the District and City technology needs including user assistance, resolving service interruptions, and equipment deployments. "Let me tell you a story, about an old friend of mine. Somebody left her in a shopping cart, in a parking lot for us to find. Just a fuzzy black pup, she was hungry and feeling alone. We put her in the back seat and told her we were taking her home. Run, Maggie run, with the heart of a rebel child Oh, run, Maggie run, be just as free as you are wild." -Chris Stapleton, "Maggie's Song" A critical leg of the public safety stool is Animal Care and Control. Tr The Animal Services Department cares for nearly 5,000 homeless pets 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 Department is also responsible for picking up stray and aggressive animals, animal welfare calls, rabies control, and assisting the community with their animal-related concerns. Although challenging, Fiscal Year 2020/21 presented unique opportunities to revise and create programs to meet the needs of the community and achieve the Center's mission of creating =, ' PAWsitive impact by enriching the lives of animals and people. The Department remained open by appointment for general services and continued to respond to animal-related emergencies twenty-four hours a day. Successes include a virtual dog walk, expanded partnerships with orthopedic and emergency veterinarians, updates to the online animal licensing program, drive thru adoption and vaccine clinics, the completion of a five-year strategic plan, employee training and development, and a growth in the number of pets placed in foster homes until they are adopted. The Department continues to budget for high-quality care of the animals, prompt public field assistance, and community programs. The Animal Center's signature Kitten Nursery will be modified to incorporate volunteer foster homes for neonates to reduce the number ® ®' of cats cared for onsite which improves the Center's capacity for care. Using data, the Department will also place a focus on developing cat outreach teams to promote targeted spay and neuter programs in areas with increased kitten intakes. r - Volunteers will continue to play an important role in the Department's operations. To maximize volunteer engagement and support, the Department will update volunteer job descriptions and offer additional training opportunities. The Animal Care Foundation, whose board members are volunteers, will continue to raise private funds to offset the Department's budget. The Animal Care Foundation will also pilot a safety net program to offer resources such as veterinary care, pet food, and grooming to residents, particularly our fragile seniors, who without resources would need to Fiscal Year 2021/22 Preliminary Budget Page 41 surrender their pet to the Animal Center. Finally, with the retirement of the long-time Community Programs Specialist for the City in 2020, Animal Services is upgrading that now vacant position to a Management Aide position. The upgrade, which is less than $2,000 a year in additional costs, will allow recruitment of an individual with a degree and a broader set of administrative skills who can not only run community programs but help out with the other Department administrative and analytical needs. "Should I give up sunsets for merrygold mornings? Should I look for rainbows or wait for the rain?Is happiness on the highway? Or it is parked in the driveway?Should I lean on you, babe? Or should you lean on me? Am 1 looking for comfort?Am I looking for a mistake?Am I looking for you?Am I looking the other way?" — Miranda Lambert, "Settling Down" As with the other departments in the Public Safety Group, Community Improvement is in transition this year adjusting to changes that in some respects are similar to 2020 and in other respects are new and different. The officers of the Community Improvement Division receive and respond to a wide variety of concerns reported in the city, from the aesthetics of commercial and residential property to the life safety concerns of unpermitted construction or substandard housing. Sources of these reports are largely from the public, but one-sixth of reports are from City staff, the Police Department, and the Fire District, demonstrating the strong collaboration effort between departments to resolve concerns and support a safe community. Community Improvement was impacted and responded to the effects of the public health orders in the community during 2020. While not tasked to enforce these orders, we worked with businesses and residents to understand the orders to be able to work within the recommendations. Overall, there was a ten percent reduction in the number of reports and cases to which officers responded. There may be many factors that contributed to this, but it is reasonable to assume that as residents spent more time at home there was more effort on maintenance and home improvements for both DIY and through contractors. To further reduce financial impacts on residents already struggling, administrative citations were limited to those with a life safety component, resulting in a 50% reduction in the administrative penalties issued. As we move forward, it is reasonable that the value of these cost recovery efforts will return to the levels previously seen. As we move forward in 2021, the relaxation of citations and penalties will be phased out. The ability to recover costs is an important aspect of Community Improvement and we have made strong efforts to take actions, such as receiverships and abatements, that allow us to recover the costs expended by the City for enforcement. These actions significantly improve the quality of life for residents of neighboring properties,from the abatement of a stagnant pool to a full receivership with the sale of a vacant, nuisance property. However, there is significant record keeping and communications required to be able to recover these costs. For this purpose, a portion of a new Management Analyst position, shared with Engineering and Building and Safety, will take on a significant portion of these duties allowing field officers to focus on their primary tasks. This is one example of the collaboration and cooperation between Workgroups which ensures that departments do not operate in silos but instead maximize efficiency and response. Fiscal Year 2021/22 Preliminary Budget Page 42 Another example of that cooperation is the issue -- of illegal cannabis cultivation at residential locations. Illegal cannabis cultivation at residential properties remains a growing concern - in the city with almost 50 properties identified and abated in the past year. These incidents generally occur in residential rental properties and result in extensive interior damage, both in . the intentional installation of equipment to the r unavoidable moisture damage. As the abatement of the prohibited plant material takes extensive staff time from the Police Department, the Fire District, and City staff, a User Fee was established in 2018 allowing the City to recover these costs. As this activity continues to increase, it is estimated the City will recover approximately $150,000 in costs in this fiscal year. Finally, another area where we expect significant changes and activity in Fiscal Year 2021/22 is in Short Term Rentals (STR). Short Term Rentals are composed of uses like Airbnb or VRBO where properties, or portions of properties, are rented out for less than 30 days to individuals. STRs have continued to expand in Rancho Cucamonga with several houses creating significant nuisances for neighbors with excessive parking, noise, parties, and other neighborhood impacts. To better track these properties, the City Council approved a permitting process in 2020 along with a part-time Community Improvement Officer to monitor and take enforcement action as necessary. The City has also contracted with Harmari by LTAS to provide software for permitting and investigation of properties without permits. i Harmari Short Term Rental Compliance Service includes full-fledged custom solutions to municipalities worldwide. Their proprietary three stage system is known as the 3 E's of Short-Term Rental Compliance: ESTABLISH, ENFORCE or ENDGAME, and Harmari works with the City through the difficult process step by step. ' Harmari will provide identification and reporting, compliance monitoring, STIR registration, enforcement support through reporting, and tax collection support. We anticipate going live with the new platform in May 2021, and our first permits will be processed as we move into Fiscal Year 2021/22. This program should prove revenue neutral with permit fees, administrative penalties, and TOT recovery offsetting the costs of administration and at the same time preserving the quality of life in the city of Rancho Cucamonga for our single- family residents. Economic and Community Development "They paved paradise and put up a parking lot. With a pink hotel, a boutique, and a swinging hot spot"-Joni Mitchell, "Big Yellow Taxi" `And you can see them there, on Sunday morning. Stand up and sing about what it's like out there. And they call it paradise, 1 don't know why. You call someplace paradise, Kiss it goodbye."- Eagles, "Paradise" Some would argue that before development, the Cucamonga Valley area was itself a form of paradise as the land produced bountiful crops of citrus, grapes, and other produce. And yet, the inevitable march of progress moves on and as people moved eastward, seeking land for houses, the area itself was developing faster and faster in the 1970's and early 1980's. If paradise was going to be paved over, Rancho Cucamonga's founders wanted a say in how it was going to be Fiscal Year 2021/22 Preliminary Budget Page 43 done. By bringing three communities together to create one city, preventing annexation to Ontario or Fontana, the first City Council and Planning Commission sought to instill the local oversight that the County was unable to provide as rapid growth began to change the landscape of the Cucamonga Valley. The World Class Community ideal, first articulated in our early years as a city, has been our guiding light as we have worked to establish Rancho Cucamonga as a truly exceptional place where everyone, from residents to businesses to employees and visitors, have a legitimate opportunity at a great life. From the beginning numerous City Councils and the staff who works for them have worked to create a city that, through the built environment, is safe, clean and attractive, and works efficiently to provide equitable and diverse opportunities for all Rancho Cucamonga stakeholders. The primary responsibility for the built environment falls to the Economic and Community Development Workgroup. Economic and Community Development is an Agency Level Workgroup, consisting of the Planning (including Economic Development), Engineering, Building and Safety, and Public Works Departments. The Planning Department works with residents, business owners and elected officials to build a consensus on how to equitably develop the city on a human scale going forward, both short-term and long-term. The Planning Department administers the City's General Plan and Zoning Map which are the key documents that actually guide physical development (what can go where and under what conditions) in the city. Economic Development, often co-located with Planning, is focused on improving the business environment in Rancho Cucamonga. They provide assistance with business location questions, permit processing issues, real estate acquisition or other types of business assistance. After a business knows where it can go and has addressed any location or relocation issues, the next step is usually Building and Safety. This Department issues building permits and conducts inspections for new construction, additions, and remodeling work. Building and Safety promotes the continued development of a safe and prosperous community by utilizing the Building Codes to protect health and safety and building positive working relationships with the construction industry. The Engineering Department designs and administers capital improvements such as roads, bridges, or traffic signals, including both public and private property, for the efficient, effective, and safe use of everyone. Finally,the Public Works Department operates and maintains public facilities, improvements and infrastructure in a manner that is safe, sustainable, and economical, for the larger benefit of everyone in the city. Together, these departments, which encompass all aspects of public and private development of property, operate under the direction of the Deputy City Manager of Economic and Community Development. The Rancho Cucamonga General Plan is the blueprint that drives Community Development's work. A general plan is a policy document that balances State mandates for development along with existing laws and court decisions, with the needs and desires of residents, business owners, property owners and other stakeholders in the city. The General Plan establishes a framework through the community's values to define the direction for the future, while preserving what makes Rancho Cucamonga special. The General Plan ensures equitable and well-planned development while preparing the City for technological advancements and increasing our resilience in the face of changing economic or environmental factors. What the General Plan sets out, is then executed by Planning and Engineering, built in a safe and efficient manner by Building and Safety, tenanted with new businesses that produce jobs and revenue by Economic Development and maintained and preserved by Public Works. In the spring and into early summer of 2021, the City of Rancho Cucamonga has been revisiting its plan for the future through the Plan RC process, a comprehensive update to the General Plan. The first General Plan was completed in 1981, resulting in some of the early successful developments in Rancho Cucamonga which came to define the community in the 1980's and early 1990's. In the ensuing years, the community's expectations have clarified and evolved, but the commitment to excellence has not waned. Rancho Cucamonga still holds strong aspirations Fiscal Year 2021/22 Preliminary Budget Page 44 for an exceptional built environment complemented by superb services, that exceeds what is accepted or even aspired to in other communities. The City's residents have charged its leaders with establishing Rancho Cucamonga as the economic and cultural capital of the Inland Empire with hopes for a real downtown, more destinations, and more diversity. The City has heard loud and clear in the PlanRC outreach that residents are demanding equity in the types and quality of services, shopping, jobs, and housing available to the community. One example of the next generation residentialcommunity envisioned envisioned by PlanRC is the Etiwanda Heights Neighborhood and ` - Conservation Plan adopted by the City Council " i in early 2020. This land which was annexed officially from the County of San Bernardino in November of 2020, is now being sold by San Bernardino County. Currently, the County is in negotiations to sell the land to a developer using the State of California regulated Surplus Land Etiwanda Heights Neighborhood Act. Once purchased by a private developer, the Conservation land will be subject to development and property taxes and will ultimately be the home for several thousand new residents. The City may begin to see the first inklings of minor additional revenues two to three years from now. Ultimately, however, it will take 10-15 years for the property to fully build out. To this end, one of the key projects for Fiscal Year 2021/22 is to work within the new General Plan guidelines and establish an updated, State Housing and Community Development Department approved, housing program to implement the new Housing Element. Increasing housing production and reducing barriers to development intensity and costs have been a key focus of the State legislature over the last two years. Multiple bills have been passed which the City must comply with in order to receive a certified Housing Element (without which the City is forced to allow housing by right anywhere in the City). This initiative includes: • Approval of a Housing Element that meets Southern California Association of Government (SCAG) Regional Housing Needs Assessments levels of 10,525 units. • Implementing the recommendations of the Inclusionary Housing Committee which includes: ■ Considering an inclusionary housing policy for both ownership and rental developments projects of 10-units or more ■ Requiring multi-family projects provide affordable units onsite ■ Stipulating the percentage of affordable units within a project and targeting income levels no higher than 80% of the County Median Income ■ Including incentive and alternatives such as in-lieu fees, land dedication, and acquisition and rehab opportunities • Revising development standards for multi-family and mixed-use housing to allow reduced parking, increased density and removing perceived barriers to housing construction. • Development of innovative workforce housing solutions on vacant private or City-owned parcels for moderate, low, and very low-income households. Fiscal Year 2021/22 Preliminary Budget Page 45 One such innovative housing solution, is a manufactured / modular housing "demonstration" project on a 2.3-acre parcel of land owned by the City located on the northwest corner of 8th Street and Baker Avenue. By summer of 2021, Staff will recommend to the City Council a contract with a qualified Project Manager to direct a general contractor or appropriate sub-contractors to facilitate the building and selling of manufactured / modular affordable homes. These are not mobile homes, rather a modular building is a prefabricated building that consists of repeated sections called modules. Modularity involves constructing sections away from the building site, then delivering them to the intended site. Installation of the prefabricated sections is completed onsite. Prefabricated sections are sometimes placed using a crane. Unlike mobile homes, modular homes cannot later be moved, and the quality level is equal to semi-custom homes. As these affordable homes are sold, we will ensure that wrap around services are available to the future homeowners to assist them with budgeting, home repairs and other essential parts of home ownership. The City intends to use its approximately $2.5 million share of Permanent Local Housing Allocation (PLHA) through the State of California / County of San Bernardino to support this project in addition to providing the land for the 8th Street Project. Similar to the above-mentioned housing project, the City has a long-held piece of property on the east side of town where the Regina Winey once thrived. The historic property of the Ellena Brothers Winery/ Regina Grape Product Co. is one of five wineries surviving out of some 60 such operations which once dominated the physical, economic, and cultural livelihood of the Cucamonga Valley. Through its Economic Development function, the City is currently seeking a partner who will work with the City to restore and rehabilitate the winery property as a resort- inspired,wine-centric destination that preserves historic features, honors the Cucamonga Valley's past, but is once again a vibrant part of the City's economic future. The City intends to enter into such partnership in the early part of Fiscal Year 2021/22. Fiscal Year 2021/22 Preliminary Budget Page 46 Over the last 40 years, the City has at various times been successful in strategically acquiring key properties throughout Rancho Cucamonga. These acquisitions help advance the City Council's mission and vision by intentionally embracing and anticipating what could be built in the future and controlling critical parcels whose potential to catalyze development exceeds most other parcels. One of the City Council's goals for this year is to develop an Economic Development Strategic Reserve for acquisition and development of such properties. These parcels may range from small infill parcels on San Bernardino Road, appropriate for more modular affordable homes, to larger commercial properties like the one at Haven Avenue and Civic Center Drive that are key to ensuring the transformation of Haven Avenue. Haven Avenue is envisioned by the new General Plan as a combination office and residential/mixed use corridor, with a substantial daytime and nighttime population that is centrally located to shopping and dining opportunities as well as the to the future Cucamonga Station. Haven Avenue may eventually be home to some of the tallest buildings and densest housing developments in the city as it evolves over the next 10- 20 years. Nearby, the Cucamonga Station will include a Brightline West high-speed rail station, entrance to the Ontario Loop tunnel to the airport, improved Metrolink access to the east and west, Bus Rapid Transit to Victoria Gardens and Kaiser Fontana, local bus service, automobile/ride share, and the 6th Street Cycle Track from Haven Avenue to Rochester. It will be anchored on the east end by The Resort, where just this year some 800+ apartments will join approximately 400 single family homes and one day soon, additional unique L r rl retail shops and restaurants. "You got a fast car, I want a ticket to anywhere;Maybe we make a deal;Maybe together we can get somewhere"-Tracy Chapman, "Fast Car" With all the excitement surrounding the planning for new and expanded modes of transportation, we have to remember that our city was initially planned for the automobile and we have grown up to be the Inland Empire's premier suburb. As we plan for the future and respond to our residents desires to become the capital of the Inland Empire with more places to go, more things to do, and more ways of getting around, we need to be very thoughtful about ensuring efficient use of our infrastructure. With ongoing new development, traffic will continue to increase. This is not a bad thing, if well planned for, as lots of cars can be a sign of a bustling downtown and a strong economic engine. There are communities all along Historic Route 66 that USED to have traffic problems - until the traffic stopped and the freeway was built. Now those same towns have no traffic problems; they also have few residents or businesses left either. To this end, Economic and Community Development continues to look at traffic patterns, improved infrastructure, and opportunities for more efficient access throughout the city. In order to support more efficient access across the city, the City Council set a goal to reduce delays for north / south traffic flow on Haven Avenue. To do this, Phase One of our Advanced Transportation Management System (ATMS) was awarded in June of 2020 and included $1,500,000 of improvements along Haven Avenue from 4th Street to 191h Street, Vineyard Avenue from Foothill Boulevard to Red Hill Country Club Drive, and Foothill Boulevard from Grove Avenue to Rochester Avenue. The scope of work included installation of closed-circuit TV cameras, video detection systems, fiber optic cable and conduit, as well as upgrading communication networking to improve signal timing and coordination. Completion of Phase One is estimated for Summer 2021. Fiscal Year 2021/22 includes another $7.4 million dollars for similar improvements at over fifty traffic signals along Milliken Avenue, Arrow Route, Day Creek Boulevard, 19th Street, and Fiscal Year 2021/22 Preliminary Budget Page 47 Rochester Avenue. With the anticipation of the Federal government reintroducing community benefit programs, the City has applied for funding to further build out the ATMS. Another part of an efficient transportation network is the resiliency that comes with multiple route choices to provide for greater choice and ensure that no one choice is over-burdened. One example is in the Southeast Industrial Quadrant. After the City retained an expert third party traffic consultant to prepare a comprehensive study at full city buildout, it was clear that the final result would be a disaster if allowed to run its natural course. In order to ensure traffic circulation in southeast Rancho Cucamonga does not become completely gridlocked, improvements to provide more circulation north / south and east / west are necessary. The first such improvement is the spur crossing on 6th Street which, when completed, will go through and over the railroad tracks. This will include street lighting and crossing improvements to provide for safe vehicle travel. To further reduce gridlock in southeast Rancho Cucamonga, the Etiwanda Grade Separation has been designed to ensure truck circulation is not impacted by the ever-increasing railroad traffic. This $75 million project was funded by both Assembly Members Steinorth and Ramos through an SIB 1 — TCEP grant providing an elevated four lane roadway crossing over the SCRRA/SBNF railroad tracks with a 1,015 long concrete roadway bridge, 700 foot approach ramps, } retaining walls, shared use pedestrian and bike path lanes, street lighting, and includes utility s relocations for new adjacent access roads. , Related to this is an RCMU electric and fiber line extension through the bridge and over the f railroad tracks to serve new businesses south of the railroad tracks. Lastly, the project includes widening Etiwanda Avenue from Whittram Avenue to Arrow Route and full rehabilitation of the pavement. The latter three projects cost an additional $3.5 million dollars. Each year the City installs or upgrades multiple traffic signals citywide at a cost of millions of dollars. Signal projects for Fiscal Year 2021/22 include a new signal at East Avenue and Highland Avenue, as well as upgrades to the left turn phasing at three !. .� intersections along Milliken Avenue to incorporate flashing yellow ® left-turn arrows. Maintenance will also commence for the two signalized intersections and four signalized crosswalks installed as part of The Resort development south. Additionally, this fiscal year is year-two of a six-year project to repair and modify our thirty-year-old plus traffic signal cabinets; we will focus on the cabinets at Archibald Avenue at 61h Street and Milliken Avenue at 6th Street which, when complete, will increase signal reliability. There are several other traffic signal equipment replacements included in the Fiscal Year 2021/22 budget that are on-going, multi-year projects: • 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. • Traffic Signal Cabinet Replacements ($140,000): Traffic signal cabinets are knocked out of service two to three times per year by reckless or intoxicated drivers. Each cabinet costs approximately $60,000 and takes approximately three months to be built. Fiscal Year 2021/22 Preliminary Budget Page 48 • Traffic Signal Emergency Vehicle Pre-empt (EVP) Replacements ($50,000): The EVP equipment is needed to help emergency vehicles reach their destination quickly and safely. • Traffic Signal Video Detection System Replacements ($75,000): The video detection systems are needed to replace aging equipment, as well as those knocked down in traffic accidents and/or damaged in electrical spikes. • Traffic Signal Battery Back-Up System ($277,500): This project will replace outdated traffic signal battery back-up systems. Fiscal Year 2021/22 is year four of a five-year project. When possible, the City also uses the signal projects to lay fiber as part of the build out of a citywide high-speed gigabit fiber system. This system, known as RC Fiber, was started in 2017 after an implementation study revealed that the lack of high-speed broadband, with cost effective access, was a limiting factor for the City in its Economic Development. Working with an outside consultant, City designed a gigabit level fiber network, to be deployed primarily on and south of Foothill Boulevard, and subsequently sold $12.195 million dollars of bonds to build out the network. Now about to embark on its fix fourth fiscal year since the bond sale, RC Fiber has 300 total customers and is focused on growing its customer base as much as feasible each year. For Fiscal Year 2021/22, approximately $2 million of improvements are planned to help grow the number of residential and business customers who will be able to receive reliable, green, and cost-effective power and fiber including new developments forthcoming at The Resort. The goal for FY 2021/22 is to build out the Rancho Fiber backbone extension down Utica Avenue and Haven Avenue south of 6th Street to prepare for commercial business internet service. This investment will result in the installation of another 18,000 to 20,000 linear feet (LF) of fiber which is in addition to the 104,000 LF in calendar year 2019 and 18,000 LF in calendar year 2020. A fiber optic interconnect project is also planned for Fiscal Year 2021/22. The City will invest in another$600,000 plus of improvements which will include interconnecting traffic signals along 61" Street from Hellman Avenue to Haven Avenue and along Hermosa Avenue from 4t" Street to 611 Street. Implementation of this project will improve monitoring of the City's traffic signal system. There are additional improvements the City makes to the built environment each year that help improve equity of access throughout the city. Each year Rancho Cucamonga devotes several hundred thousand dollars to ADA ramp improvements, installing ramps where they are missing, or updating and improving existing ramps as needed. Similarly, millions of dollars are budgeted each year to improve pavement citywide. The goal is to maintain an average Pavement Management System (PMS) Rating of 70 or higher with an ultimate goal of reaching 90%. Next year's pavement plan includes: • Over $2 million of pavement rehabilitation projects throughout the City including on Banyan Street from Milliken Avenue to Rochester Avenue as well as Center Avenue from 6th Street to 8t" Street. • Designing improvements for Foothill Boulevard from Grove Avenue to San Bernardino Road, as well as $2.5 million to rehabilitate Foothill Boulevard from the 15 freeway to the eastern city limits. • Just over$2.6 million in road improvements for Rochester Avenue including from 6t"Street to Arrow Route and Base Line Road to Highland Avenue • Another$2,000,000 plus in local street pavement for various residential locations citywide. Fiscal Year 2021/22 Preliminary Budget Page 49 Additional right of way improvements planned for Fiscal Year 2021/22 include Day Creek Channel Bike Trail which will provide an ADA accessible paved pathway for pedestrians and bicyclists along Day Creek channel from Jack Benny Drive to Base Line Road. The cost is approximately $600,000 and includes a grant covering over half of the costs. Public Works is performing $300,000 of concrete sidewalk, curb and gutter and drive approach repairs in the northwest part of the city similar in scope to what it performs each year in rotating areas of the city. The City will also be applying to remove the Chaparral Heights Mobile Home Park from the FEMA Zone A floodplain designation now that the nearby flood control improvements begun earlier in 2020 are completed. "Saturday in the park, I think it was the Fourth of July. People dancing, people laughing, a man selling ice cream, singing Italian songs" - Chicago, "Saturday in the Park" The City's parks are vitally important to establishing and maintaining the World Class Community quality of life residents expect in Rancho Cucamonga. Parks ensure the health of families and youth and contribute to the economic and environmental well-being of a community and a region. The proposed Fiscal Year 2021/22 budget includes a number of capital park projects and other park improvements to continue to build and preserve a family-orientated atmosphere. One of our largest capital parks projects is the work on a new dog park. The City received a $3 million State Park Bond Grant through Assembly Member Ramos. These funds will enable the City to replace the dog park on the far east of town with a more easily accessible location in Central Park. The new park will [ include three separate dog parks for dogs of all sizes, allowing for '`� •� better maintenance of each park without closing the entire park. �� d Other amenities will include oil - agility features, a picnic shade structure, walking paths, public restrooms, nearby parking, and convenient and safe access from Base Line Road with the addition of a signal light at Spruce. The project is wrapping up the design process and preparing to go out to bid for construction; project completion is scheduled for Spring of 2022. Public Works,togetherwith Community Services, is designing an inclusive playground for children with special needs to replace the existing regular use playgrounds at Beryl Park East. We will be working on the design phase of the project in Fiscal Year 2021/22. The City will also be replacing all the light fixtures on four tennis courts in Beryl Park with LED fixtures to reduce energy and maintenance costs and extend the life of the lighting system all the while providing better lighting performance. These fixtures will reduce energy costs by 30% and reduce maintenance while extending the life of the fixtures. Similarly, the City is replacing the existing sports field lights at Etiwanda Creek Park with new LED fixtures. The old fixtures are prone to breaking or coming loose in high winds and the debris winds up on adjacent school properties. Similarly, the City is looking to replace the light fixtures on the senior baseball field at Heritage Park with new LED fixtures. This will improve the lighting (which is now in disrepair) and allow the old fixtures and bulbs to become spares for the other two junior fields. Additional LED retrofits are planned for paseo lighting in various locations of LMD 2. The retrofit project is budgeted for$300,000 and involves the repair, replacement, or upgrade of poles, wires, and underground connections. Two paseos are scheduled to be completed in the Victoria Fiscal Year 2021/22 Preliminary Budget Page 50 Community in Fiscal Year 2021/22. The first is in the Windrows area between Tipu Place and Grape Place and the second runs along the north edge of Victoria Groves Park and Elementary School. This is the third year of a multi-year project. Also, in LMD 2 we will be replacing rusted out wet set light poles in what will be a multi-year project, focusing on Ellena Park and Vintage Park this fiscal year. The installation of new poles will increase safety and reduce maintenance costs in these parks. The City takes a holistic approach to water management in our parks, paseos, and parkways, looking at the entire landscape, not just the irrigation system, to identify water conservation opportunities. This holistic approach is critical as water is the City's single largest utility cost. Each year, the cost of water increases between 3 and 5%, and in this next year the cost increase will be slightly over 6%. As a result, comprehensive water management is critical to controlling costs in the landscaped areas of the City. One component of this program is the performance of comprehensive water audits of landscape sites. These audits evaluate current horticultural practices, plant palettes, irrigation programs and the physical condition of the landscape and irrigation system. The results of these audits provide a guide for improving the landscape while reducing overall water consumption. A multi-year drought tolerant landscape renovation project is in the works as part of our ongoing water saving effort. In Fiscal Year 2021/22, $1,400,000 has been set aside in LMDs 2 ($700,000) and 4R ($700,000) specifically for turf removal. Once the turf is removed new drought tolerant landscaping will be installed. A conceptual design for additional work is being developed for LMD 6. Together these improvements, paid for by LMD funds from ratepayers, help reduce water use and maintenance costs and minimize future rate increases. No such large scale proactive type improvements are scheduled on the west side of Rancho Cucamonga, however, as ratepayers have not approved an increase in LMD funds since 1985 and there are insufficient reserves to cover the capital costs (instead the focus is on critical maintenance and replacement). Additional funds have been allocated in LMDs 2 and 4R and CFD 2000-03 to dethatch, aerate and overseed turf areas that have compacted over the years or have worn down due to use. Locations include Ellena Park, Milliken Park, Ralph M. Lewis Park, and Olive Grove Park. This process will strengthen existing turf, help reduce soil compaction and improve overall soil and turf health. The City's park facility painting rotation addresses all paintable surfaces of structures and amenities located in a park site at one time. This process ensures that the finishes protecting wood, steel and other materials will be uniform throughout the park. In addition, this project extends the service life of the amenities and minimizes liability, thereby reducing costs and the need for reactive maintenance. Parks are completed on a five-year schedule; parks in LMDs 1, 2, 4R and 10 are scheduled for completion in Fiscal Year 2021/22. Other new parks projects for this year include replacing the roof on the Equestrian Building at Heritage Park with a metal roof. Damaged sections of the pedestrian trail in Heritage Park will also e be replaced. Finally, staff will install minimal solar pathway safety lighting (removing and replacing the original electrical trail lights that long ago stopped working) for improved park security on the _ -r- �■�ii pedestrian trail; the total cost of these improvements is $390,000. The City will continue to keep critical facilities functioning efficiently and effectively which, in this case, requires capital improvement projects like the Civic Center HVAC Plant Replacement. Without this $1.5 million project, the buildings at the Civic Fiscal Year 2021/22 Preliminary Budget Page 51 Center will no longer have cool air. The current chillers and related pumps have been in service for about 30 years, which is well beyond their expected service life. Replacing the three 150-ton chillers and related pumps that serve both City Hall and the Public Safety building will change the system from a constant flow chilled water plant to a variable flow plant. This change will increase energy efficiency and reduce energy consumption and therefore operational costs — with an added bonus of keeping all our visitors to City Hall at a comfortable temperature! ADA and COVID building improvements at the Civic Center have been budgeted in Fiscal Year 2021/22, which includes reconfiguration of offices and public areas to allow for more efficient service to internal and external customers, providing additional space between work areas, replacing 30-year-old carpet and lighting, and upgrading ADA access to doors, hallways and bathrooms. At the Public Works Yard, the underutilized fleet shop will be converted to rentable office space. This project, in conjunction with Economic Development, is intended to provide a We-Work type startup space for micro-businesses in the community looking to establish a foothold and grow their operations. The building is conveniently located on 91h Street and will provide rental space for small startup businesses who might not otherwise afford the cost of space in the City's larger retail or office complexes. I make my living off the evening news;Just give me something-something 1 can use. People love it when you lose, they love dirty laundry"- Eagles, "Dirty Laundry" In our continual quest to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive, staff and City Council spend a lot time engaging with the community and paying attention to trends that have the potential, uncontrolled, to harm the community. This process, however, is not always popular with segments of the business community. And yet, through our Plan RC engagement, we know the importance health, equity and stewardship holds for our residents and to that end, while going through the process to update the General Plan, the City Council took decisive action in 2020 to increase scrutiny on two major trends that, if left unchecked, would have negatively impacted the City's economic and transportation quality. These actions were necessary; however, they were not necessarily popular with the affected industries and the result was negative and baseless criticism of Rancho Cucamonga based on "dirty laundry" not facts. This first of these actions will cumulate in June 2021, when the Council will consider changes to the industrial standards of the development code due to an unprecedented increase in the level of development interest in the Southeast Industrial Quadrant(SEIQ)and along Foothill Boulevard. The SEIQ has been dominated by "legacy" uses and tenants such as Ameron (now redeveloped with a set of industrial buildings by Goodman), Commercial Metals Company (CIVIC), and Reliant Energy (NRG/GenOn) on significantly large properties. These uses/tenants have been present since before the City's incorporation in 1977. Similarly, there are multiple smaller properties in the SEIQ developed with, for example, small manufacturing businesses, - storage yards, and non-conforming -~ residences. Many of these properties are : relatively under-developed, i.e., they are not developed to their maximum potential. In light of these concerns, the Council determined that a strategic pause on industrial development, most notably Z 1,000,000 square foot or larger buildings, - in the SEIQ and along Foothill Boulevard Fiscal Year 2021/22 Preliminary Budget Page 52 was appropriate. During a six month moratorium, Staff reviewed the City's legacy 1980's development standards, considered the work being done on the General Plan and engaged the industrial development community to understand their needs and find common ground to ensure a robust, diverse industrial sector which can provide employment and services for local residents and generate positive economic outcomes for the city. If adopted, the proposed updates that came out of this study will apply uniformly to all industrial zones throughout the city. Some of the key policy recommendations for the code amendment to industrial zoning include new zoning districts, revised entitlement processing, improved and more comprehensive development standards, adjusted parking requirements, more precise land use classifications, and greatly improved measures for sustainability. New infrastructure in terms of additional roads and bridges is also needed. Developing a robust industrial sector with well planned developments that include sufficient diversity of uses and appropriate controls will prevent fiscal strains on our tax base and infrastructure over the long-term, insuring that as we continue to grow, it is to World Class standards. The second action begun in April 2021 after receiving applications for four service station projects all located in the southwest area of the city and receiving multiple inquiries about the possibility of adding alcohol sales at other existing service stations. Staff recommended, and the City Council approved, a moratorium on issuing new building permits and other land use entitlements for service stations (as referred to in the City's code). The increase in the number of applications for service station uses, combined with a decrease in submittals for other types of general commercial uses and the concentration of service stations in one particular area of the city, raised concerns about the impacts on the City's long-term land use and economic development goals, and how service stations benefit or impact the health and wellbeing in the districts in which they are located. The moratorium will allow for a comprehensive analysis of service stations during which staff will analyze the compatibility of service stations with neighboring land uses, the impact and demand on public safety resources, future industry trends, design, and other appropriate regulations. This analysis and any subsequent implementation measures are anticipated to be reviewed by the City Council in the latter part of 2021. The strength in the Community Development Workgroup, and throughout Team RC, is the cross functionality of multiple departments working together for a common goal that ensures and advances the quality of life for the community through inclusive decision making. Many of the projects highlighted above are internally driven, but they co-exist with a substantial number of projects that are submitted by both the residential and development communities. These projects come in through the"Online Permit Center"which is the main platform used across Community Development, but heavily used by Building and Safety staff. In-house staff, including the Department of Innovation and Technology (DoIT), are performing continual changes, fixes, and improvements making the system more controlled and reliable. Entering the second year of total electronic or paperless submittal for permits, the City is finding that further refinement to meet the needs of our customers will branch into specialize workflows for large and unique projects such as The Resort, GenOn, Empire Yards, and Etiwanda Heights. Expanding access within the system to allow larger teams to communicate and make changes in a live environment is another functionality improvement. Also, smaller projects like patio covers, block walls, and swimming pools that require an "over the counter" degree of rapid turn-around need to be refined as we look at increased customer demand in this area. Although many jurisdictions throughout California have made the evolution to electronic programs, Rancho Cucamonga remains ahead of the curve and a leader in digital advancements in this area, allowing us to: • Process all applications online • Review plans online Fiscal Year 2021/22 Preliminary Budget Page 53 • Provide live access on status of an application • Issue permits online • Provide accurate workflow history both internally and externally. As the Online Permit Center remains the foundation of Building and Safety's operations, staff continue to improve and explore better ways to increase efficiency while streamlining the permitting process. Further enhancement of remote inspections is another prime Building and Safety goal as we seek to offer alternate means for the public to schedule and engage with inspection staff. The need to achieve social distancing last year drove this concept quickly to the forefront of customer and staff needs but has become a mainstay in the City's ability to offer an alternative for some inspection types. Presently, approximately 20% of inspection types are eligible for remote inspection which involves an appointment between the customer and inspection staff and a mobile device capable of live, visual, and audio streaming and recording. Images and video clips are then uploaded to the electronic record (permit) and the inspection is then resulted as approved or corrections needed. As Rancho Cucamonga moves to increase the use of image and video inspections, our drone program alsob :T- advances. Besides promotional and instructional ' 1 projects, our drone has been used to inspectltY.:'. buildings with difficult and often dangerous areas to access. With the capability to record and provide live video images of major building components, we are able to verify compliance and store the data as permanent records. _ To refine the ability to communicate more effectively between customers, office support staff, and field inspectors, Building and Safety implemented the texting system "Quiq" last year which has proven to be a huge success. This specialized texting system allows customers who have a scheduled inspection to contact support staff and either provide informational updates about project status or ask questions about inspection time frames as the day progresses. Quiq has been a significant time saving program reducing phone calls and misunderstood dialogue into clear written messages. The City has also implemented this system with the permit technician staff to offer a proven option for customers to communicate regarding submittal and plan check status. Building and Safety, together with Planning and Engineering Services, is committed to achieving a simpler, more cohesive organization. The departments aim to streamline and simplify processes while offering viable options for customers at all levels. One way they are doing this is by working with the Community Affairs Network (CAN) to launch RC Hot Topics in early 2021. This program is designed to educate the public about the community development services provided by the City, thus enabling the public to personally navigate the City website effectively obtaining the information they seek. Explainer videos and inspection videos will continue to provide information through most City social media channels. Community Development is also exploring the idea of a pre-recorded Podcast to address customer questions and discuss topics of public interest as a "conversation". Fiscal Year 2021/22 Preliminary Budget Page 54 We have also learned during the past year that when we proactively manage and meet the needs of our visitors at the public counter, we can efficiently move customers through the process. In Fiscal Year 2020/21, the City worked on physically improving the rotunda. The next step in this process is implementing a visual queuing system in the lobby which will be managed by a new Community Development Technician and will emphasize the concept of appointments to connect customers and staff more efficiently, saving time and _ energy. The vision for the new Community Development Technicians program is to have three ' technicians who will be the first contact when people ti enter City Hall. However, existing resources only - provide for hiring one of these technicians at this time. Through specialized training, the new ~ Community Development Technician will be able to ' address simple questions and inquiries from visitors to City Hall. This individual will direct and guide _ visitors to the new public computer center near the front doors, issue simple permits in simplified workflows, connect customers with applicable staff, and generally create a seamless flow of information at the first point of contact with the public. Three additional positions in the Community Development Workgroup are included in this budget, along with four changes in existing positions. An additional Assistant Engineer is needed due to the high volume of large CIP projects, many of which were highlighted earlier in this document. A Management Analyst I is proposed to support three departments. In Engineering, the Analyst will focus on grant management and reimbursement; in Building and Safety, the Analyst will support budget management and compiling information for analysis, statistics, reports and graphics; finally, in Community Improvement, the Analyst will work on cost recovery efforts, including invoicing, abatement costs, completing demand requests, and compiling the special assessments for abatement costs. A new Community Development Technician II (noted above)will support the needs of the development community and individual owner/builders on site at in the City Hall Rotunda, guiding customers through the plan review and permitting processes. The addition of this technician is a key step of a multi-year vision to provide an even more seamless customer experience in Community Development. In addition to these new positions, this budget includes some restructuring of existing positions. The Building and Safety Manager position has been upgraded to a Building and Safety Director, restoring this Director level position after several years of operations without a Director. The Director brings that high level of leadership and oversight that is critical to the success of the various programs and projects discussed here. In Public Works Services, the Maintenance Supervisor is replaced with a Maintenance Coordinator, reflecting a restructuring in Fire Facilities Maintenance that better fits the current operational needs and responsibilities. The Signal and Lighting Coordinator has been upgraded to a Maintenance Supervisor as a result of the need for the higher level of supervision and technical expertise in the Signals and Lighting Section, where the Department is working toward assuming more of the work using in-house staff resources in lieu of contractors. And finally, a Lead Maintenance Worker at the Stadium that was previously funded for half of a year in FY 2020/21 will be fully funded for FY 2021/22 as baseball and other Sports Complex operations resume. Fiscal Year 2021/22 Preliminary Budget Page 55 Civic and Cultural Services "So, we've been outnumbered, Raided and now cornered. It's hard to fight when the fight ain't fair. We're getting stronger now. Find things they never found. They might be bigger, but we're faster and never scared. You can walk away,say we don't need this. But there's something in your eyes, says we can beat this. Because these things will change. Can you feel it now? These walls that they put up to hold us back will fall down. This revolution, the time will come. For us to finally win. And we'll sing hallelujah, well sing hallelujah."-Taylor Swift, "Changes" Civic and Cultural Services is an Agency Level Workgroup, consisting of the Community Services, Library Services and City Clerk Services Departments. Within this workgroup are two distinct focuses, one on direct programming to the community and one focused on civic engagement. Community Services provides recreational and experiential services; Library Services provides knowledge, research, and related information type services; and City Clerk Services provides election services as well as access to civic records and documents. Because of the opportunities for overlap and co-programming, these departments work together under the direction of the Deputy City Manager of Civic and Cultural Services. This same Deputy City Manager also oversees some separate but related workgroups in the City Manager's Office including Healthy RC, the City's Robert Woods Johnson recognized and award-winning City-community partnership working to build a community where all generations lead vibrant, healthy, happy lives. Entering Fiscal Year 2021/22, the Civic and Cultural Services Workgroup identified significant opportunities to provide new and or more effective and efficient programs and service to the community. These efforts, which will require major changes, had been years in the planning and staff were struggling with how to implement these changes without major disruptions to ongoing services. With the pandemic closures, suddenly it became clear it was going to be possible, and even practical, to change these programs and services; the hurdle was merely a speedbump. Some of these changes include new hours and days of operation, new programs and services, revised services which operate more cost effectively, discontinuing legacy services that have run their course and a renewed focus on the program participants with an eye towards engaging those participants. All of this work requires diligence and collaboration across departments and will result in continuing to stretch the organization to advance our success as a world class community, to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive. One instance where this work has already begun and will continue into Fiscal Year 2021/22 is the complete evaluation of the programs and services offered by the Community Services Department. In order to develop a financially sustainable department that provides programs and services that meet the needs of the community today and in the future, the City entered into two agreements in February 2021. The first is with an expert third party consultant to co-develop a detailed business plan for general community services which will define our core services and develop an appropriate pricing policy and cost recovery model. Cost recovery ensures that Community Services is not subject to a boom-bust cycle which follows economic cycles and reduces competition with public works and public safety services for limited General Fund resources. Performance measures for all programs and services, with a progressive treatment to fees and pricing, will enable a full spectrum of equitable and sustainable service offerings to the community, based on the community's wants and needs. The assessment is expected to be completed in August of 2021 and the new programs, services and pricing models will be implemented throughout the remainder of the fiscal year. Fiscal Year 2021/22 Preliminary Budget Page 56 Along with the assessment of the Community Services Department, a different specialized consultant is performing an assessment of the Victoria Gardens Cultural Center to develop a new sustainable five- to ten-year Cultural Arts Master Plan that will guide the venue's future so that it meets the community's needs, while also ensuring financial self- sustainability. Staff is working with the consultant to engage the public and examine various data to determine short- and long-term impacts of the pandemic, programming models based on market research, competition in the region, and public opinion of the Cultural Center. Once that is done, the next step will be to identify and recommend an operational structure best suited for the venue, and evaluate the potential need and public desire to further expand the City's performance arts presence in the community with new and diverse offerings. Staff anticipates completing this assessment in the late Fall 2021. As it takes anywhere from 3-9 months' time to book acts and stage performances, we do not anticipant opening for a full season at the Lewis Family Playhouse under the new business model until Fiscal Year 2022/23. The Cultural Arts Master Plan noted above is an offshoot of and complementary to the Public Art Strategic Plan. As part of the development of the Public Art Strategic Plan, staff have recently concluded a robust round of community engagement which will shape the outcomes of the Plan. 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. This process in the realm of public art is similar to the way in which the Cultural Arts Master Plan is looking to further expand the City's presence in the performing arts community. The Public Art Strategic Plan, estimated for completion later this year, will ultimately help guide the Public Art Committee with decision-making related to utilizing funds from the Public Art Trust Fund. Together, both Plans will ensure that the City retains its world class reputation for providing cutting edge cultural, public, and performing arts in the Inland Empire. The ongoing evaluation and reinvention of Community and Cultural Services will not stop there. In conjunction with the Public Works Department, the Community Services team will embark upon a Parks and Recreation Master Plan intended to reflect community input, needs and desires for the next 10-year time frame. This $250,000 project differs from the business plan as it will take a deep dive into what condition our parks and community service facilities are in, identify needed improvements or missing amenities, and suggest both capital goals and opportunities to fill programming gaps not currently provided in the community. The final document will guide future development and management of the park and recreation system over the next decade to ensure that today's facilities remain relevant and reflect changing demographic and recreational trends over that time. Fiscal Year 2021/22 Preliminary Budget Page 57 Community Services and Public Works will also engage a third-party consultant to perform a focused evaluation of the complete Epicenter Adult Sports Complex. This facility, long under- utilized, and subsidized by the General Fund at a level now exceeding $2,000,000 a year, will be reviewed to seek out opportunities to partner, contract, and/or lease out the complex in 3 a way that will maximize public services and ongoing public revenues while minimizing day-to-day operational expenses as well as long-term capital replacement. Since inception, this complex has received a yearly subsidy from the General Fund, and despite the installation of solar canopies, as well as the GOALS soccer complex lease, the subsidy continues to grow and major capital needs including a scoreboard and field lights for the stadium will soon challenge the City's infrastructure reserves. The City has been approached multiple times over the past year or so from interested entities wanting to take over programming of the fields for a variety of youth and adult sports enterprises. Many of these proposals have included nominal reinvestment in the facilities but little to no ongoing revenue to the City. Understanding the value of this unique asset will enable the City to explore the viability of reducing this subsidy by entering into an agreement with an outside sports and/or special event entity that will uphold the City's value for promoting and enhancing a safe and healthy community for all. To the northwest of the Epicenter, we continue our work on a new dog park for Rancho Cucamonga. The City received a $3 million State Park Bond Grant in 2019 through the efforts and generosity of Assembly Member Ramos. The bond provides funds to replace the current outdated and undersized Etiwanda Creek Dog Park on the far east of town to a more easily accessible location for Rancho Cucamonga residents at Central Park. The new park will include three separate dog play areas for dogs of all sizes _ which will allow for better maintenance of the entire +f park by rotating the rehabilitation of the grass areas so our canine community can play year- round. Other amenities will include agility features, picnic shade structure, walking paths, public restroom, nearby parking, and convenient and safe access from Baseline Road with the addition of a signal light at Spruce. The project is wrapping up the design process and preparing to go out to bid for construction; project completion is scheduled for Spring of 2022. As promised to the community decades ago, work on completing Central Park remains a priority for the City Council and City staff with the ongoing submittal of grant applications to build out additional segments at Central Park. In March 2021, staff submitted an application for the final round of funding from the Prop 68 Statewide Parks Program for the Central Park Amphitheater. The Amphitheater will create a destination for arts and culture where concerts, youth performances, festivals and community events will fill the parks space; where residents can Fiscal Year 2021/22 Preliminary Budget Page 58 connect with other residents and enhance their quality of life. Grants will be awarded in late Summer 2021. If awarded, the project must be complete and open to the public by March 2025. Prop 68 Per Capita Grant Funds will also be expended by December of 2023 for enhancements along the Pacific Electric Trail near Central Park. These amenities will include new landscaping, small play spaces, benches, and shade to enhance the users experience along the trail. This will complement the new fitness court at the Central Park P Pacific Electric Trailhead which was installed in December of 2020 using one-time Federal CARES ` Act funds. The fitness court contains a variety of bodyweight fitness equipment for the Senior Center Wellness Pass and Pacific Electric Trail users to utilize and thereby supplement their ongoing cardiovascular training with weights and resistance. Together these amenities create attractive spaces for residents to walk to as a fitness and play space beyond the traditional trail transportation amenity. In addition to Central Park, 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. To support the use and activities in the City's diverse park system and to support the quality of life for the residents and visitors, additional park oversight is needed. Current staff levels for the park system include three (3) part-time Park Rangers and five (5) Park Monitors. Park Monitors are part-time employees, usually near the beginning of their career, who answer questions for park users and verify reservations for park amenities are being used appropriately. Park Rangers on the other hand receive abbreviated law enforcement training, have radio connection to the Rancho Cucamonga Police Department, and enforce Park rules including parking, park hours of operation, park safety and usage. In so doing, Park Rangers relieve law enforcement of lower level calls thereby freeing up resources for more critical matters. In Fiscal Year 2021/22, we have included the addition of one (1) full-time Park Ranger and additional part- time hours to ensure park safety and avoid burdening our law enforcement partners. The addition of the full-time Park Ranger will also ensure consistent oversight of the park system. Two other key personnel changes are included in the Community Services Budget to restore necessary leadership to the Department as these important projects launch and implementation of the new departmental business plan begins.A Superintendent position is restored to the budget that was previously unfunded when a vacancy occurred going into the FY 2020/21 budget year. The Superintendent is one of two that has operational oversight of the Department's very diverse set of programs and is essential to implementing the change that is coming out of the business planning efforts in recreation. A new cost recovery model for the Department is anticipated out of this plan, requiring a different level of business acumen than has traditionally been part of the CSD staffing cadre. To meet this need, a vacant Management Analyst II will be upgraded to a Management Analyst III to support the successful recruitment of an individual to lead the roll-out of the new business model and ensure the cost recovery plan is successfully implemented. Fiscal Year 2021/22 Preliminary Budget Page 59 "You've got to get yourself together,- You've got stuck in a moment and you can't get out of. Don't say that later will be better, now you're stuck in a moment and you can't get out of it. And if the night runs over, and if the day won't last. And if our way should falter along the stony pass. And if the night runs over, and if the day won't last. And if your way should falter along this stony pass. It's just a moment-this time will pass." - U2, "Stuck in A Moment" As it becomes clear the pandemic is coming to an end, and will pass, the time and effort required to resume services is more important than ever. We cannot falter. In-person services throughout Civic and Cultural Services will continue to expand during the fiscal year. The Library Services team is preparing to reopen Biane Library for casual patron browsing; service days will be enhanced at the Archibald Library as determined through user surveys, current use patterns and peak gate counts from early 2020. In-person services that were paused in March 2020 at both locations, will be reviewed and evaluated to determine which services warrant revising, reimagining, expanding, or reducing. In 2020, due to the pandemic, most programming shifted to virtual interactions including story times, reading challenges and book clubs. As public health conditions continue to improve and stabilize, staff will look to offer in-person programs in compliance with current CDC and State guidelines while continuing to offer a blend of popular virtual or hybrid programs. As in-person services and programs increase, additional part-time personnel support will be required. A phased plan to expand services has been developed and the related incremental increases to the Department's part-time employee expenses have been included in the Fiscal Year 2021/22 budget request. The Library's collections are shifting in Fiscal Year 2021/22; 2020 brought a big change in how library users consume content. Digital downloads of eBooks, eAudiobooks, television series and films increased 30% in 2020, and while industry experts predict a gradual shift back to use of physical materials, it is unclear to what degree this will happen. The Library has rebalanced the materials budget to reflect the increase in digital borrowing, and staff will closely monitor use during the year, adjusting ratios between print and digital content as changes in borrowing behaviors dictate. All formats of the physical materials collection will be expanded with new and updated titles ensuring an informative, contemporary, relevant, and appealing collection overall. Library Services is also leading the way in Southern California with the introduction of LINK+. LINK+ provides enhanced lending of physical library materials (interlibrary loans (ILL)) between approximately 70 public and academic libraries in California and Nevada. This new service was implemented in February of 2021 and during the first two months of service it facilitated the lending and borrowing of almost 800 items. By comparison, in 2019 traditional ILLs generated fewer than 30 transactions. LINK+ will provide Rancho Cucamonga Public Library cardholders with access to 23 million additional items with most requests arriving within 3-6 business days. Implementation and first year courier expenses (occurring across Fiscal Years 2020/21 and 2021/22) will be covered by a grant from the California State Library, with ongoing expenses ' a supported by the Library Fund. This service will create savings in the Library's materials budget while increasing customer satisfaction as library users gain access to academic publications, out of print materials, back catalogs of favorite author's titles and other materials not typically contained in the Library's collection. Curbside services will continue to be offered in the new fiscal year as use continues at an extremely high level even after in-person browsing r services have begun to return. The Library's curbside services offer convenience for busy library users while creating a contactless Fiscal Year 2021/22 Preliminary Budget Page 6o interaction for those who prefer not to enter enclosed public spaces or want to pick up/drop off their books while running other errands. Those patrons who do choose to enter the library facilities will find a newly adopted single point of service (blended) desk model. Rather than separate reference, children's and other service desks, staff will focus on cross-training to deepen their advisory, user account, and reference interview skills. Providing a blend of services at every service point has increased efficiency, salary savings, scheduling flexibility and most importantly, created better customer experiences. Despite the investments made in the new service counters, the first floor of the Biane Library, opened in 2006, is in need of a facility refresh. Paint is fading, carpet is worn, and hard surfaces are showing their age. Rather than remodeling in a like fashion again, staff will be working with a consultant to develop a multi-year plan to gradually update worn carpeting and furnishings at the Library with the goal of creating a new and improved patron experience. Additionally, with the recent adoption of an "all in one" blended service desk model as noted above, the facility's oversized information desks need to be reimagined and revised. The plan will be developed in conjunction with the Second Story and Beyond' project's space modifications. Further design of the Second Story and Beyond'project will take place this fiscal year as Library Staff continue to work with CambridgeSeven, a children's museum design firm. ' Once the final design is completed and approved, tenant improvements will begin late in the 2021/22 fiscal year and museum exhibits fabrication and installation work will begin- early the following fiscal year. The complete Second Story and Beyond project is scheduled for completion in Fiscal Year 2022/23 with a proposed Fall/Winter 2022 grand opening. The Second Story and Beyond is expected to have a regional draw focused on children ages 0-7 and will include unique interactive museum exhibits that will be themed, and change regularly, in pace with the Library and select highlighted books or series. While design is ongoing, the Library Foundation continues their fundraising efforts to assist with the capital component as well as create an operating endowment so that users can take advantage of an equitable price point while allowing the facility to operate without any City subsidy. Outside the Biane Library, Community Services, Library Services and Public Works will continue to work on the Victoria Gardens Cultural Center Courtyard Redesign. This $3.5 million project will remake the existing outdoor courtyard at the Lewis Family Playhouse / Biane Library to add permanent shade for year-round use. Improvements will also include a fixed stage with lighting and audio-visual equipment, that takes advantage of the shade, for outdoor entertainment particularly during spring, summer and fall --- seasons. An outdoor area for children's activities, including reading, will be installed on the Biane Library side of the courtyard. Final improvements will facilitate better pedestrian access, update landscaping for lower water use and easier maintenance, improve irrigation and lighting, and repaint the entire the facility. When complete, the redesign will result in a year-round usable courtyard for adult and children's arts and entertainment. Fiscal Year 2021/22 Preliminary Budget Page 61 Another unique collaboration that will extend alit civic services in Fiscal Year 2021/22, and which is made possible by staff's ability to 5 ill��i capitalize on one-time opportunities identified during the pandemic, is led by Library Services working with Community Services, the Department of Innovation and Technology (DoIT), and Public Works. The Library will begin offering contactless access to popular library materials through a materials vending machine 24 hours a day, 7 days a week. The 24/7 Library Materials Kiosk, will be located outside the Family Resource Center, providing expanded access to library materials in a historically underserved area, "book desert", of the community. The machine's collection will be refreshed on a regular basis to include new releases, feature films and popular children's materials in both English and Spanish languages. The 24/7 Library will be the Library's initial pilot project for exploring this type of service delivery model. The 24/7 service model is an affordable option for providing around-the-clock access to materials, requiring minimal staff interactions and maintenance of the machine. If it proves popular, the model could be reproduced in other book deserts creating a cost-effective method for expanding services across the city without the capital and staffing expense of constructing additional full-service branch locations. The Family Resource Center, home for the first 24/7 Library Materials Kiosk, continues to support residents by connecting community members to services, providing support during the holidays through food donations, coordinating Back to School supplies and supporting a free Food Pantry every Tuesday. Although service delivery shifted during the pandemic and will be evaluated in the Community Services business plan analysis, the City remains committed to supporting and providing social services and recreational opportunities to meet the needs of the southwest community. The pandemic resulted in many new challenges for our Rancho Cucamonga community, including financial hardship, social isolation, food insecurity, and mental health. Healthy RC and its various community subcommittees spent the last year working collaboratively to continue to improve the quality of life in Rancho Cucamonga. Healthy RC's Healthy Eating Active Living Subcommittee will continue to focus its efforts on food insecurity issues in the community. Financial hardship increased challenges for many Rancho Cucamonga families to access sufficient, nutritious food. The subcommittee mobilized with IEHP to provide food to our Los Amigos School students and families which will continue in the new fiscal year. In addition, the City will continue offering the Bringing Health Home Program which provided access to fresh fruits and vegetables to nearly 200 community members last year. The CASA bilingual Healthy Cooking Program which provided healthy meals to over 300 community members and educated them on healthy meal preparation for their families will continue in the new fiscal year. g Healthy RC's Compassionate Community Subcommittee has been committed to working collaboratively with our diverse community stakeholders to use compassion --� to amplify community dialogue, teach social-emotional skills, and promote compassionate actions. Over the last year, 011 - Fiscal Year 2021/22 Preliminary Budget Page 62 the Subcommittee hosted three Courageous Community Conversations, which provided a safe space for community members to come together to discuss race-related and social justice issues. The Subcommittee will continue to offer opportunities for the community to not only discuss these sensitive topics, but to also empower community members to devise strategies and solutions specifically tailored to Rancho Cucamonga's needs. Last fall, Compassionate Community Subcommittee hosted its first ever citywide symposium, Building a Path to Unity: A Virtual Symposium on Racial Healing, Equity, and Unity, where close to 100 community members participated in interactive discussions and brainstorming sessions to address racial equity in our city. Through Compassionate Community, the City will continue to bring all voices and perspectives together as we strive to find a common ground to foster healing, compassion, and unity. Healthy RC's Mental Health Subcommittee is committed to addressing the mental health needs of our community, particularly as new mental health issues have arisen or have been exacerbated due to the pandemic such as isolation, depression, anxiety, and loss. This past year, the Mental Health Subcommittee hosted over 30 virtual workshops attended by hundreds of youth and adults across the community, including a Veteran Community Workshop Series; Teen Workshops on social media, stress and anxiety, coping skills; Grief and Loss Workshop Series; Cultivating Resiliency and Selfcare Workshops; Suicide Prevention Workshops; among others. The City is committed to continuing its efforts to break the stigma and raise public awareness of the mental health resources that are available through the Your Mind Matters campaign. The ongoing workshops provide the community an opportunity to hear from mental health professionals, share their own personal stories, connect with their neighbors, and learn new skills to manage their mental health. Mental health strategies continue to evolve in both virtual and in-person opportunities to reach a diverse group of community members including youth, bilingual communities, adults, and vulnerable populations including veterans, students, and seniors. "Oh say does that Star-Spangled banner yet wave, O'er the land of the free, and the home of the brave!" - Francis Scott Key, "The Star-Spangled Banner" Our national anthem was penned not after the War for Independence, but during the War of 1812 when America's democracy and resiliency as a nation was first tested. It is this democracy that is the essential key to our successful government, one of the hallmarks of which is the regular peaceful election of our representatives. For the first time, in Fiscal Year 2021/22, the City Clerk and Election Official will facilitate the legislative enactment of the council redistricting process. This process will determine how the current boundaries of the council voting districts might be redrawn based on 2020 Census data as required by law. Beginning in Fall 2021, NJ outreach and engagement will commence to inform our residents about the council redistricting process. As a part of this effort, the community outreach will include an overview of what districts are and how redistricting works in preparation for various hearings to solicit public input before the new district boundaries are approved by the City Council. It is anticipated that some changes may be necessary, however, the _ overall parameters will remain substantially ��- - similar. Fiscal Year 2021/22 Preliminary Budget Page 63 Along with elections, redistricting, and hosting of over 24 City Council meetings a year, the City Clerk's Office safeguards the City's historical documents and records. In yet another collaborative effort, the City Clerk's Office will be embarking on creating a new home for the City's collection of documents and records at the now under design new central Fire Station 8 located off Towne Center Drive and Terra Vista Parkway. Rather than continue to pay for expensive off-site storage for the City's historical documents and records, where costs increase yearly, the City Clerk Services Department is looking to build a records storage facility which will be able to hold 700- 1000 boxes, plus plans, maps, and other bulk items. This 800— 1000 square foot facility will be a miniature version of the evidence storage built at the new Public Safety Facility at Station 2 on San Bernardino Road and will provide quicker and more streamlined access to the City's vital documents while reducing ongoing off-site storage costs and improving vital record security. Administrative Services "In daylights, in sunsets, in midnights, in cups of coffee; In inches, in miles, in laughter, in strife; In five hundred twenty-five thousand six hundred minutes; How do you measure a year in the life?"-Jonathan Larson, "Seasons of Love", Rent Administrative Services is an Agency Level Workgroup, consisting of the Finance, Human Resources, Innovation and Technology Departments, and the Procurement Division. These departments provide generally behind the scenes support level services to the rest of the front- line departments which allow them to provide their direct public services. Key to this support is accurate and timely financial reporting and revenue/expense management, personnel recruitment/retention and administration services, business intelligence/information technology/systems support and procurement services. Because of the opportunities for overlap and co-programming, these departments work together under the direction of the Deputy City Manager of Administrative Services. The Administrative Services group measures the year in invoices, timecards, and service tickets; in recruitments, computer applications, and business licenses. Year in and year out, this workgroup provides internal customer service, focusing on fiscal responsibility, transparency, integrity, and teamwork. With mostly internal, but some external customers, the departments in Administrative Services always stand ready to support and assist a wide variety of users, whether it be a department within the City, another governmental agency, a resident, or a local business. In 2020, the Administrative Services Workgroup partnered with a large group of employees from all the City's workgroups and departments to deliver what became arguably the community's largest social program developed in the shortest amount of time, the City's RC CARES community grant program. Without additional personnel or any new technology, this team did magic behind the scenes to automate, establish audit controls, and pay out nearly$3 million in grants to tenants and businesses while working under a byzantine set of Federal rules. Looking into 2021, this experience was an excellent reminder that when we work across departments, as Team RC, we are able to successfully execute and innovate even where there is no clear road map to success. Our experiences with RC CARES and the pandemic are not quite over yet. In May 2021 Rancho launched our third round of community grants under the RC Cares - COVID-19 Business Relief Program, which is providing for $890,000 in CDBG funding to support small businesses. As this is being written, Rancho Cucamonga is awaiting formal guidelines for the American Rescue Plan Act (ARPA) funds and is strategizing on how to best allocate the anticipated $20 million plus in onetime Federal monies. Some potential uses include further modifications to public and offices spaces in City Hall post-pandemic to provide for better permanent physical distancing, exploring multiple ways to leveraging our extensive technology for remote work and hybrid alternatives, and reconciling the various State and Federal reporting requirements that accompany outside funding. Fiscal Year 2021/22 Preliminary Budget Page 64 Like all successful endeavors, Team RC sin so ornble° continues to evolve. Team RC is the name of inky was bHe equal 9 the City's decade old employee led initiative to deliver superior service, exceeding expectations, to all who live, work, and play in Rancho Cucamonga. After developing and else! implementing a vision, mission, values and or anyone an employee recognition and onboarding Ne knew he warn forward a new initiative.program, eam C is ooking to move eEmployees across the organization are co-developing Team RC DRIVE, which aims to foster a workforce that is Diverse, Respectful, Inclusive, Valued, and Equitable. The goal of DRIVE is to provide employees with knowledge and tools to help lead in an organization dedicated to fair and equitable practices. In concert with DRIVE, the Human Resources team will focus their efforts in Fiscal Year 2021/22 on providing new and additional innovative and cooperative programs facilitating employee development, organizational development, and succession planning including the utilization of the online learning management system, PERFORM, to assign employee trainings and track development progress. We will also be launching TeleHealth, an employee assistance program to provide employees access to mental health professionals using videoconferencing. Speaking of employee assistance and counseling programs, we have an in-house credentialed leadership and development coach who will be providing ongoing small group learning experiences including the Bren6 Brown's Rising StrongTm and Daring GreatlyTM programs. These research-based programs focus on communication, self-confidence, and resiliency. This important training is part of a comprehensive training program that is provided in support of and as a complement to our Team RC DRIVE efforts. With initiatives like these, the Human Resources Department will continue efforts to move from transactional human resources to transformational human resources, focusing on programs and services to ensure the physical and psychological safety of employees, support work-life balance, enhance the employee experience, advance diversity and inclusion efforts, and maintain business partner relationships with City departments. In one such relationship, the Fire District and Human Resources are partnering to upgrade an existing Human Resources Technician to a Human Resources Business Partner to work at a higher level with the required knowledge, skills and abilities to provide the support needed to continue to improve diversity and talent acquisition within the District. The Business Partner will act as a consultant for and support the business objectives of the City and the District on all issues related to human resources. With a focus on enhancing services and improving time-to-hire, the Fire District has become more strategic and proactive in their recruitment processes to ensure a diverse candidate pool. Human Resources is a collaborative and supportive partner of the District necessary to meet this business objective. The skills and abilities required of this new role, including research and data analysis, are not part of the essential functions of the existing Human Resources Technician position that supports this recruiting work. The duties and pay of the Business Partner would be set at the same level as the existing Risk Management Analyst position, and the current Risk Management Analyst will be retitled to Human Resources Business Partner to broaden its scope of duties in support of our other customer departments. In line with the Fire District's specialized needs, the District will pay for 2/3 of one of these Business Partner positions which will result in a slight General Fund cost Fiscal Year 2021/22 Preliminary Budget Page 65 savings for the City. More importantly, the City will be able to provide greatly improved services for recruitment and retention which is increasingly an area of immense competition for scarce talented and hardworking human capital. Another division of the Human Resources Department also challenged at doing ever more to protect and improve the City is Risk Management. Risk Management is responsible for the City's insurance coverage, claims handling process and proactive/reactive training to prevent insurance claims. The Risk Management team has been working with the Department of Innovation and Technology (DoIT) on the implementation of a GIS tracking tool of all general liability claims in order to identify problem areas and trending issues risk management issues. This tracking tool will provide better and quicker insights into developing trends and areas of focus than a traditional spreadsheet. Additionally, Risk Management is continuing to focus on our subrogation (substitution of one person or company for another in an insurance claim) program and cost recovery for the City; in the last year, this focus resulted in over$400,000 in recovered costs. While the Human Resources Department remains committed to focusing on the employee experience, the COVID-19 pandemic required us to pivot last year to focus on pandemic workplace safety, and we foresee the "now normal" continuing into the 2021/22 fiscal year as we continue to work on safety, including compliance with and administration of the myriad of mandates and programs related to the pandemic. These include addressing legal requirements related to State and Federally provided sick leaves as a result of COVID-19; working with Finance on the recovery of the leave costs through tax credits as allowed under the Federal legislation; enacting the American Recovery Plan Act's new COBRA medical benefits for certain employees that were separated from employment with the City; and the recovery of the COBRA costs through Medicare credits as allowed under the Federal legislation. With the changes brought about by the pandemic, the Department of Innovation and Technology has also been busier than ever. DoIT's mission is to continually expand and improve access to digital services, creating a modern and convenient experience for our technology enabled residents and employees while improving access to traditional in-person interactions for those who choose not to use technology. One of the primary functions of DoIT is to manage the City's increasing digital estate, which includes information technology infrastructure, digital platforms that are hosted both locally and with cloud service providers, as well as the data housed within these systems. By expanding the use of the City's IT and GIS services and infrastructure we will be able to provide public access to open data using tools and resources that provide understanding and context for our operations. Part of this plan will be to provide increased automation for public access to items of record through the City's online RC Docs portal. Continued development of the City's online permit processing portal is an ongoing priority, as now all plans are submitted electronically by the public; this virtual gateway to permit services must continually evolve to meet shifting demands. Over the past five years, DoIT has also overseen a comprehensive technology overhaul of the City's backbone infrastructure including network, data centers, endpoint devices, and cybersecurity capability. With the advent of the global pandemic and the sudden increase in demand for digital services, Rancho Cucamonga has seen an accompanying increase in digital threats to both City Hall and the community we serve. In November 2020, DoIT launched the City's first digital security public awareness campaign, Cyber Smart RC, with a series of short videos to promote safe online practices for residents and businesses. Fiscal Year 2021/22 Preliminary Budget Page 66 Moving forward, DoIT has just completed the installation of an F5 network cyber security appliance which will compliment and, in some cases, replace legacy network equipment with state-of-the-art intrusion detection and prevention. F5 is a flexible web application firewall that secures web applications in traditional, virtual, and private cloud environments. This helps secure applications against unknown cyber vulnerabilities and enables compliance for key regulatory mandates. Over the upcoming fiscal year, DoIT will invest in optimizing services for the F5 appliance and add new security features to create a secure private cloud environment with the City's new data centers. The F5 security appliance combines the functions of separate network pieces, including firewalls that restrict internet access from outside the City's network, load balancers that route internet traffic to users and services, and then includes policy management and cyber traffic inspection that adds a new layer of visibility and security to our network traffic. By consolidating all these features under one device the F5 can provide "holistic" inspection of traffic, even decrypting and inspecting information packets that are encrypted to check for buried malware and ransomware. The outcome of the above-mentioned improvements is the ability to use the City's data center as secure "private cloud" environment, opening services and applications to the outside internet in a safe and secure manner. Over the course of Fiscal Year 2021/22, DoIT will begin using the F5 to provide access to platforms that handle timecards, business licensing, animal care and library access safely through the City's intranet or public website. By replacing firewalls and load balancers, the F5 also offsets future equipment replacement costs by replacing five-year-old firewalls and eventually the City's load balancers. DoIT has also completed the installation of the new LogRythm servers and will be developing logging, alerting and automated response to threats using this powerful platform over the upcoming fiscal year. In Fiscal Year 2021/22 DoIT will also replace the last of the legacy physical servers, ensuring all servers are fully supporting the latest generation hardware. For Fiscal Year 2021/22, DoIT is focused on the management and effective utilization of these key technology investments. As part of this year's budget, DoIT will add a full-time Information Technology Technician, 50% of which will be funded by the Fire District, focused on supporting our growing public safety technology needs, reducing down-time for first responder equipment and increasing responsiveness for Fire, EMS and Law Enforcement services. The additional position will also reduce deployment time for ongoing IT projects and improve both internal and external customer service for technology related issues. DoIT has also designated the Deputy Director position to serve as the City's first Chief Information Security Officer (CISO), providing critical coordination and oversight of the City's cybersecurity strategy. "Well, I've been afraid of changing `cause I've built my life around you. But time makes you bolder, even children get older, and I'm getting older too..." — Fleetwood Mac, "Landslide" In Fiscal Year 2021/22 DoIT and Finance will begin updating the City's legacy financial system, ONESolution to Central Square Technologies' Finance Enterprise. The City has been with ONESolution through various versioning and iterations over the last twenty years; however, the system is no longer supported, and Finance Enterprise offers additional functionalities beyond what ONESolution provides. The upgrade to Finance Enterprise will cost approximately $40,000 and will take several months to fully implement. Once implemented, however, Finance Enterprise promises to digitize routine transactions, route them via automatic workflows, eliminate paperwork, and capture more data in everyday transactions to improve data analysis. Finance Fiscal Year 2021/22 Preliminary Budget Page 67 Enterprise will also create efficiencies for the current employees through configurable virtual desktop workspaces to ease navigation and allow easier access to real-time financial information. Finance Enterprise is a web-based application hosted on City servers on the premises; however, it is Cloud-ready. Through the continued evolution of the software industry, our current hosted version of the software may eventually be limited to a Cloud-based version only. Finance and DoIT staff will be closely and carefully monitoring this evolution to ensure our financial system continues to be both highly functional as well as secure. In our quest for continuous improvement, Administrative Services is also modifying some of our long-standing business practices in Finance. To increase the efficiency and ease of business license renewals the City will be adding a computer to the rotunda where businesses owners can input their business information in advance of being assisted at the counter, speeding up and simplifying the process. Finance is also focused on automating the City's accounts payable processes, which 0 r will improve the workflow of cash disbursements and significantly reduce the number of physical records. Finally, the Finance Department is embarking on the first rotation of TOT audits during the third quarter of Fiscal Year 2021/22 in partnership with the Greater Ontario Convention and Visitors Bureau (GOCVB). After completing the City's '� 'a inaugural TOT audit of all the city's hotels in late 2016, it was determined the City would coordinate future efforts with GOCVB and continue to audit the City's hotels on a four-year rotating basis. To ensure additional TOT equity, in November 2017, the City Council approved a Voluntary Collection Agreement(VCA)with Airbnb for the voluntary collection of TOT revenues. Since then, the City Council has approved another VCA with another major vacation rental platform, HomeAway.com. VCA's are important since they provide for the simplified collection and remittance of TOT revenues on behalf of the individual owners of the short-term rentals (STR) that were otherwise generally not being remitted to the City. Since collections from Airbnb started in January 2018, the relative share of the total TOT revenues has steadily increased from 2.5% to approximately 4 to 5% in the Fiscal Year 2020/21. Speaking of short-term rentals, Fiscal Year 2021/22 will be the first full year of operations for the City's short-term rentals (STR) program. In August 2020, the City Council adopted an Ordinance establishing regulations for STR operation in the city, including the issuance of a Short-Term Rental permit by the City and the collection and remittance of TOT revenues. This program is a close partnership between Community Improvement and Finance, with the Community Improvement team leading the policy formulation and enforcement, and Finance administering permits and revenue collection. The program has several overarching goals. First, our central and highest-priority goal is to preserve our quality neighborhoods by providing a regulatory framework for the legal operation of short-term rentals in certain limited circumstances, subject to inspections and enforcement. This ordinance will help Community Improvement curb the complaints and nuisances from "party houses" rented through these platforms and enforce compliance on other issues. Secondly, we want to ensure a level playing field for our traditional hotels by ensuring that TOT is collected from STR's in the same consistent manner as is required from our hotels. To help administer this new program and make it easier for STR owners to comply with our requirements, the City contracted with a third-party software company, Harmari. Harmari helps municipal leaders to Establish, Enforce and win the Endgame of Short-Term Rental issues to help strike the balance between hospitality and community. They will work with the City to address identification and reporting, compliance monitoring, STR registration, enforcement support Fiscal Year 2021/22 Preliminary Budget Page 68 through reporting, and tax collection support. Harmari helps governments ensure online marketplace activities follow applicable laws and rules by finding court-defensible evidence for any enforcement that may be required. The Harmari platform will integrate with the current business licensing software collection of the STR permit fees. We anticipate going live with the new platform in May 2021, and our first permits will be processed as we move into Fiscal Year 2021/22. Fiscal Year 2021/22 will also be the first full fiscal year using an outside advisory service, PFM, to assist with strategy and management for the City's portfolio of investments. The City Council's commitment to maintaining and growing carefully thought-out reserve funds has resulted in a healthy portfolio that is invested to maintain safety, liquidity, and yield on those assets. For many years, a Management Analyst I I I worked with the City Treasurer to manage portfolio assets, which worked successfully for the size of the City and its portfolio at the time. With that person's retirement coupled with the growth of the City's fiscal capacity it made sense to contract out these services for greater depth and breadth of expertise and analysis to enhance portfolio diversification, implement a multi-year investment strategy, and ultimately maximize interest earnings within the prudent bounds of the California Government Code and our City's Investment Policy. Over the last nine months, PFM has worked with staff and the City Treasurer to optimize the liquid and core portfolio balances to generate greater returns on investment; provided the expertise to analyze investments with longer durations to capitalize on higher returns farther down the yield curve; and assisted with strategic diversification of the portfolio utilizing their sector specialists, dedicated market resources, and credit review of securities prior to purchase and on an ongoing basis. The fruits of this change will be seen in the coming fiscal year and into the future. Just as it is evolving its financial software and ongoing functions in the coming year, the Finance Department will evolve its staffing. The Finance Department has 23 full-time positions and one part-time staff in the Fiscal Year 2021/22 Preliminary Budget, which is approximately the same staffing level it has had for the last several years, yet the exact positions are proposed to be modified due to retirements and shifts in operational needs. The first change is the upgrade of the Finance Manager position to a Deputy Director of Finance. The City has never had a Deputy Director of Finance, but as the City has matured and grown, so has the suite of finance operations to include accounting, audit, accounts payable and receivable, payroll, PIERS administration and reporting, special funds administration, special districts, debt management and compliance reporting, budget, banking, and investment management; this level of complexity and the critical nature of each of these functions necessitates additional higher-level leadership. With a Deputy Director in place, the Director will be able to share duties so the department leadership becomes more efficient, taking a "divide and conquer" approach to the many ongoing and time-sensitive projects and programs that Finance leads as well as partners with others to accomplish. The second change is the downgrade of the previously titled Revenue Manager position. In late 2019, the City's long time Management Analyst III retired; this person had managed the City's banking and investments for many years. With this retirement, the position was restructured into a Revenue Manager with the goal of broadening the duties to include revenue forecasting, analysis, collections, and all other aspects of revenues. The recruitment, however, for the Revenue Manager position has proven to be a significant challenge; the roles assigned to the job were apparently too distinct and unique, and the actual title not common in the City's competitive market. After three unsuccessful recruitments spanning more than a year,we reviewed the needs of the department again and determined that with outsourcing the oversight of the investment portfolio and the new Deputy Director role, a Management Analyst would likely meet Finance's current needs. An Analyst with a core set of knowledge and skills could be coached and developed and ultimately progress toward a Revenue Manager if needed for optimal operations. Fiscal Year 2021/22 Preliminary Budget Page 69 Lastly, to recognize the higher level of responsibility and greater depth of experience, there will be a reclassification of the Business License Clerk to a Senior Business License Clerk. This new position will be responsible for the oversight and monitoring of the monthly TOT remittances, online business license applications and renewals, higher-level customer support to businesses, and lead in the absence of the Business License Program Supervisor. City Manager's Office "We've come through wilderness and watched. The cloud by day. The burning sky into dawn. Have you forgotten who you are?Did you forget whose trip you're on? Stay strong; You are not lost. Come on and fix your eyes ahead. There's a new day to light our day, our day. We've gotta stay strong You and I run. For the prize that lies ahead. We've come too far to lose our way, our way"- Newsboys, "Stay Strong" The City Manager's Office (CMO) leads the way with respect to implementation of many City Council policy objectives; it also oversees a variety of multi-departmental programs and initiatives, including Data and Performance Measurement, recently launched Team RC DRIVE (Diversity, Respect, Inclusion, Value, Equity), the award-winning Community Affairs Network (CAN), the nationally recognized Healthy RC initiative, the Legislative Advocacy Program, and the Public Art and Placemaking Program, among others. These programs are designed to ensure and advance the quality of life for the community. The CMO has been charged with promoting and enhancing a safe and healthy community, while preserving a family atmosphere with equitable prosperity for all. Some programs and services rendered through the City Manager's Office are geared toward supporting other City departments and divisions, like the Administrative Services departments. Other programs are completely focused on providing direct services to the community, like the Civic and Cultural Services departments. But most often, the divisions in the City Manager's Office are simultaneously serving the City's residents, business owners, community members, non-profit partners, other government agencies and the • dynamic departments and divisions that make up the City of Rancho Cucamonga. One of the internal initiatives the CMO is leading is the RC Data and Performance Measurements team. In its second year of implementation, this team works collaboratively to build a culture of data-based decision making by identifying effective strategies to create a sustainable data-informed organization. All the data collection and analysis occurring throughout the organization provides a great opportunity to benchmark where the City is right now, enabling staff to make data-based decisions as we slowly move out of the worst of the pandemic. As each department defines, visualizes, and manages metrics and key performance indicators, the City will refine its current data collection and reporting processes by developing an evaluation tool that illustrates how performance metrics align with each department's objectives to increase work efficiency and/or improve overall operations in order to fulfill the City Council's mission and vision. One of the primary ways the City Manager's Office serves both internal and external stakeholders is through communication and community engagement, which is key to the Council's value of actively seeking and respectfully considering all public input. Last year's budget message first introduced the Community Affairs Network (CAN) as a hub for engagement under the umbrella of the CMO to ensure the City's ability to direct resources that support other departments' communication and engagement efforts, which fluctuate throughout the year. In early 2021, the Fiscal Year 2021/22 Preliminary Budget Page 70 City Council formalized the cornerstone of all the City's outreach, with the Community Engagement Policy with a Health Equity Framework. Health equity is achieved when every person has the opportunity to "attain his or her full health potential" and no one is "disadvantaged from achieving this potential because of social position or other socially determined circumstances." After the Council adopted the policy, representatives from all City departments were trained on health equity and its intersection with community engagement. Going into Fiscal Year 2021/22, this multi-departmental team, called Ambassadors of Community Engagement (ACE) will be set to serve as the champions of communication outreach within their department and able to work with CAN on implementation of the policy, ensuring equitable input to all the City's departments from the many diverse groups that make up Rancho Cucamonga. Diversity comes in numerous forms and weaving all that input into a coherent policy is a challenge for today's socio-political world. In Rancho Cucamonga, that policy will be embodied in the City's new General Plan. As the City continues to work on the final review phases and prepare for the Council's consideration and adoption of the new General Plan, the Community Affairs Networks (CAN)and its ACE members will have a crucial role in providing the final and perhaps most critical phases of meaningful community engagement for the General Plan. Additionally, CAN will continue to support the efforts to solicit public input on the various plans and reports that are affiliated with the General Plan Update including the EIR, Public Art Strategic Plan, Local Hazard Mitigation Plan, and Community Wildfire Protection Plan. Finally, should the City Council adopt these plans, CAN will close a critical feedback loop with the community illustrating how the residents', visitors', employees', and business owners' input provided the foundation for these plans that will shape the future of Rancho Cucamonga. As the post-COVID-19 pandemic era evolves, the CAN team will also continue to inform the public of the various changes by the CDC and State and County health departments, 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 provide messages that foster a safe and healthy environment for all. Meanwhile, the Legislative Advocacy team will continue to fight for and represent the City's interests and Healthy RC will work ensuring that the City remains a location of choice today, tomorrow, and long into the future. The legislative team continues to support the City Council's efforts to engage in legislative advocacy at all levels, advocating the City's interest and increasing the City's influence as a leader in good government. A major focus for advocacy efforts in Fiscal Year 2021/22 is e-commerce revenue. In line with one of the City Council's 2021 goals, the City will participate in State-level discussions and develop specific internal proposals to support future legislative action designed to further an equitable distribution of e-commerce revenue to all cities in California. Additional areas of advocacy in FY 2021/22 include housing, COVID-19 recovery, transportation, and infrastructure improvements. This year, the CMO Legislative Affairs team will also work closely with our lobbyists and delegates to actively seek funding available through the American Rescue and Recovery Act as well as future pending infrastructure programs. Fiscal Year 2021/22 Preliminary Budget Page 71 One of the major interests in Station Vision infrastructure at the legislative level is _ due to the various transit rail alternatives being considered to improve transit throughout the City and region. Staff monitors these planning efforts within our region, specifically !. L related to rail connections, so that theCity Council Council can advocate for what is in our residents' best interest. A particular area of focus is the connection of the Metrolink railroad line from the Cucamonga Station to the Ontario Airport. Previous iterations included a very expensive Gold Line extension that would have burdened San Bernardino County residents with higher taxes. Thanks to the leadership of the San Bernardino County Transportation Agency (SBCTA) and the City Council of Rancho Cucamonga, the current alternative, which is already under design, involves the Ontario Loop/ Boring Company tunnel and the further development of a private high- speed rail line from Las Vegas to Rancho Cucamonga. The latter would provide cost competitive transportation options, equivalent to an inexpensive plane ticket, to and from Las Vegas for the millions of people each year who make that trip. With both services coming into the Cucamonga Station, they will join the Metrolink service to eastern San Bernardino County as well as west into Los Angeles County. SBCTA is also moving forward on a West Valley Connector high speed bus rapid transit service to link Ontario Mills, Ontario Airport, Victoria Gardens and Kaiser Permanente in Fontana. That service will also have a major stop at the Cucamonga Station. With aggressive 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 also continues to purchase EV's for its vehicle fleet and is preparing for an anticipated increase in demand for EV charging options. This fiscal year staff will focus on upgrading and building-out the City's EV infrastructure for both private and public use. This includes expanding for the first time to the purchase of electric trucks and SUV's for the City fleet. FY 2021/22 will see the City purchase three new small SUV's, one light duty pickup and two heavy duty pickups, all of which have exceeded replacement parameters for age, mileage and/or maintenance costs. The City will seek to replace as many vehicles as possible with electric or hybrid vehicles. Rancho Cucamonga will also revise its development and building codes to mandate greater installation of chargers, charger ready parking spaces, and the transition to an electric vehicle future. The City is also looking at more Level 3 high speed chargers and on-street chargers that can serve multi-family and low-income developments as well. With a second Tesla Supercharger under way, and discussions ongoing for a Rivian Charger, Rancho Cucamonga is seeking to become the most electric vehicle friendly city in the Inland Empire. Supporting a Healthy Rancho Cucamonga comes in a number of forms and fashion ranging from healthy eating and active living to mental health to a clean environment, which are just a few of Rancho Cucamonga's community health priorities. In addition to supporting the growth of the EV market, staff work towards a clean environment by supporting new and expanded programs, through the Environmental Programs division, for recycling food waste. Part of this work in Fiscal Year 2021/22 is driven by the passage of SB 1383 which becomes effect January 1, 2022. Under this bill, all businesses and residents in California will need to recycle organic waste (both food and landscape waste). Environmental Programs will work with the City's trash hauler on methods for recycling while also working with CAN for outreach to residents and business that encourages food waste reduction by providing tips and tools to increase participation. Additionally, all grocery stores, food distributors, and other businesses with edible food waste will now need to contract Fiscal Year 2021/22 Preliminary Budget Page 72 with a food bank or approved organization to donate excess food rather than throw it out. Furthermore, Environmental Programs will work with Healthy RC and Procurement on updating the City's Green Purchasing Policy to require the purchase of organic products including recycled paper, compost and mulch as outlined in SB 1383. As noted above, the City Manager's Office is extremely busy with all of the aforementioned programs, policy initiatives and external stakeholder relations. Managing these efforts falls to a modest but dedicated team of full- and part-time employees. To keep up with these efforts in FY 2021/22, several modest personnel changes are recommended. Currently, there are three Deputy City Managers, one over three of the four major work groups (Civic and Cultural Services, Community Development, and Administrative Services). In order to ensure long-term succession planning, one of the Deputy City Manager positions will be upgraded at mid-year to an Assistant City Manager position. This is not a new position, rather it is one which the City has had in place for most of the last 15 years, but which was temporarily downgraded during the recovery following the Great Recession. That change is now being reversed. Additionally, one of the Management Aide positions is being upgraded to a Management Analyst I, reflecting the growth in program complexity and commensurate skill sets required. Ultimately, the City Manager's Office is committed to building and supporting a team diverse in people, ideas, and experiences. This broad representation allows us to better address the needs of the entire community in an equitable way while promoting the City Council's vision of a world class community. We are committed to staying strong as we seek the prize that is the vision. Too many generations have put in work getting this far; we will not lose our way. Operating Budget "Had to have high, high hopes for a living. Shooting for the stars when I couldn't make a killing. Didn't have a dime, but I always had a vision. Always had high, high hopes." -Panic! at the Disco, "High Hopes" 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. Unlike the songwriter, the City has to do more than just have "high, high hopes"; we have to have a balanced and practical budget that is grounded in reality. That practical reality takes shape each year in the Operating Budget. In the City of Rancho Cucamonga, the Operating Budget is primarily comprised 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 Fiscal Year 2021/22 is expected to total $95.1 million. This is an increase of 7.5% over FY 2020/21's estimated actual revenues, which are now projected to end the year at $88.5 million. Rancho Cucamonga originally anticipated the operating budget for FY 2020/21 to be $89.3 million. Assuming General Fund revenue does indeed come in at $95.1 million, this would be close to the normal level of revenue increase the City would expect from a growing economy. This anticipated revenue growth is a good sign, depending on what inflation does to expenses, of a potential recovery for the General Fund. Fiscal Year 2021/22 Preliminary Budget Page 73 The overall Operating Budget is divided up among the various departments as indicated below: City Operating Budget City General Fund, Fire District Funds and Library Fund S3,243,520 S519,850 ■Governance S8,641,020 55,604,780 Records Mgmt. S14,361,700 ■CommuntyServices S886,470 Library Services S1,911,330 'Admin.Services Econ.and Comm.Dev. S2,569,690 ■Build ng&Safety Services —� S1,996,980 ■Eng ineering Services 510,881,890 ■Planning ■Public WarksServices 53,189,380 ■Animal Care&Services ■Police ■Fire 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 64% of the City's Operating Budget, reflecting a strong community preference to prioritize funding public safety at a high level. One item of note is that, unlike most cities, the Rancho Cucamonga Fire Protection District is actually a separate subsidiary district (it existed several decades prior to the City's incorporation) with a separate (mostly property tax based) general operating fund that legally cannot be used to supplement non-emergency services related expenses. Overall, the Operating Budget increased by $10,626,590 or 7.71% from last year. While this sounds like a large increase, it is primarily indicative of the post-pandemic economic recovery predicted by many economists. The Fire District's share of the operating budget increased $5,716,060 or 13.6% over the prior year. This increase is primarily due to budgeted funding in the amount of $3,618,000 for the second annual prepayment of a portion of the Fire District's Unfunded Accrued Liability (UAL) with CalPERS in accordance with the Fire Board's five-year plan proactively to pay down the UAL for the Fire District and achieve an 80-90% CalPERS pension funded status without incurring any additional long-term bond debt, unlike most other communities. The first annual payment wasn't budgeted in the FY 2020/21 Adopted Budget as the plan was not in place at that time. Instead, the first payment was included in the FY 2020/21 Amended Budget. The Police Department budget increased $2,089,510 or 4.65% reflecting the increase in the contract cost with the San Bernardino County Sheriff's Department. There are several drivers for this cost increase. Salaries, part of a multi-year MOU signed several years earlier, increased 5% on average for the Police Department. Pension Costs increased due to investment losses by the County pension system. Claims, of which auto, lethal force and improper arrest are the top three types, were slightly down due to COVID impacts on trials; however, the long-term actuarial forecast shows need exceeding reserves thus driving more cost increase. These increases were offset by an $800,000 decrease in the City Clerk Services' budget because the 2020 General Election costs are non-recurring. Fiscal Year 2021/22 Preliminary Budget Page 74 Changes in Operating Budget S170,000,000 S150,000,000 S130,000,000 S110,000,000 '90,000,000 S70,000,000 S50,000,000 tici� ticQ ,ycQ ,yo do do ,yo do ,yo do ,yo ,yo ,yo .yo do ■General Fund ■Library Fund ■Fire District 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 87% of revenues, as anticipated for FY 2021/22 below: Franchise Property tax fees $10,270,140 $7,572,760 TOT $3,420,000 DeveWprne" Vehicle license fees fees Business iceases $22,048,730 $4982,500 $2,698 710 Sales Tax Sales Tax remains the City's primary revenue source at $31.9 million. Nearly 20% of the City's sales tax comes from Victoria Gardens, and the outstanding success of this well-planned regional lifestyle center allowed for the expansion of many city services after its opening in 2004. Many in the region assume that Rancho Cucamonga must be the highest sales tax generating city in San Bernardino County, because of Victoria Gardens. In actuality, Rancho is a relatively modest sales tax city for its size, receiving less revenue than either of our large neighbors to the south or east, both of whom have numerous large e-commerce warehouses as well as auto malls. Looking statewide, Rancho Cucamonga is also a respectable but average sales tax performer; we ranked 258th in sales tax per capita out of 520 cities and counties as of Q4 2020. While sales tax is robust, sales tax alone is insufficient to even cover the expenses of the Police Department contract at $47 million. Fiscal Year 2021/22 Preliminary Budget Page 75 "Holding to the ground as the ground keeps shifting, Trying to keep sane as the rules keep changing, Keeping up my head as my heart falls out of sight, Everything will be alright." — Falsettos, "Holding to the Ground" Sales tax this past year has been suddenly and dramatically impacted in two important ways. First, it has been hit hard by shifting consumer spending patterns that emerged during and coming out of the pandemic. The trend toward the flattening of brick and mortar sales and the shift to more online shopping accelerated through 2020 and into 2021. While the City receives one cent for every dollar of taxable sales at a brick and mortar retailer, most online sales tax goes into a County pool which is distributed based on each City's proportionate share of overall "point of sale" receipts, not to where the resident lives who had the goods delivered from that online transaction. This system disadvantages smaller communities and communities of residents who do more shopping online. In Rancho Cucamonga, we are seeing the impact of declining shopping at brick and mortar locations, especially in the much slower growth in the general consumer goods category and in our major department stores. The following chart shows on a statewide basis the shifting pattern of online sales tax growth historically and in recent years, as compared to brick and mortar sales, which have leveled off and are now declining. Local 1% Sales Tax by Calendar Year $1.6B -- $1.413 -- $1.2B Brick&Mortar -6.6%Growth 2012-2020 $1.013 ------- - $BOOM Online 491.1%Growth 2012-2020 ------- - $600M -----• — $400M -- --_ $200M $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 While most online sales tax goes into the County pools, at least the City does receive a share of that pool. In a disturbing new development in early 2021, one of the state's largest online sellers shifted its ownership structure so that it is no longer considered an out-of-state seller. Because of this change, the sales tax it generates will no longer go into the County pools, but rather to the specific city where the warehouse fulfillment center is located and from which the goods were shipped. For Rancho Cucamonga, this is projected to negatively impact our sales tax receipts by approximately$1 million annually. This loss is factored into our projected revenues for Fiscal Year 2021/22 (which otherwise would have been higher). As we consider the bigger picture of these shifting sands of sales tax, there is clearly a need to work at on a statewide level to reform this system to provide greater clarity, certainty, and equity for the distribution of this critical revenue to our cities. One of the City Council's goals this year is to actively participate in State-level discussions and develop specific internal proposals to support future legislative action for an equitable distribution of e-commerce revenue to all cities in California. Staff will be working together with our partners at CalCities and in our legislative delegation on workable solutions. As the following graphic illustrates,the existing system is overly complex and should be streamlined to make tax collection and revenue distribution work more Fiscal Year 2021/22 Preliminary Budget Page 76 equitably for all, particularly in the situation where the goods are shipped from a California fulfillment center to a California customer. CALIFORNIA SALES&USE TAK Tax Allocation Guidelines for Local Sales and Use Tax This chart is designed to show general scenarios that can impact the California local(1%)sales and use tax allocation. This chart does not exhaust all the sales and use tax law nuances that may determine a taxpayers filing status but rather focuses on the most common processes from sale to delivery - Tiaable Trarmactirm PLACE OF SALE Not ImStore p�nllrcu0ut ar SW4 IF LOCATION OF GOODS AT THE TI M E OF SALE Fulfillment Center _ _ M ppip HOW CUSTOMER RECEIVES GOODS Local tax is allocated Local tax is allocated to ALLOCATION OF LOCAL TAX to the countywide the Jurisdiction in which to the j risdil.n in is delivery 1.1 located! 'In dins soemdo d..t&kr daosaot onrru staokofgaads in C&d ruoondsdes orders are-gotl-,Vpooased.&dslM Moot of t,&c p Wrsnot raqi dta hord a wkri print fnran instate durd pmtyx hausa if Hey darxt own o sod ofgaadsat the time ofmle. 5—California Departrnent cf T&Fee Admiridyffi w Hegiiations 1802&16" While there is negative news on the e-commerce in-state fulfillment center sales tax front, there are also reasons to have some hope for growth in some areas. Sales tax generated by restaurants and hotels is estimated to grow by 17% in the coming year, with growth in the general consumer goods category growing by nearly 10%. Overall, sales tax is projected to grow by 11% as the economy continues to rebound. Even at this rate, it will likely not reach its pre-pandemic high until sometime in Fiscal Year 2022/23. As the chart indicates, our budgeted FY 2020/21 sales tax anticipated a 12% reduction as compared to the prior year. The climb out of that revenue valley is quite steep and will take some time. Sales Tax $34,000,000 $32,552,480 $31,967,150 $32,000,000 - -12% $30,000,000 — — $28,617,960 $z8,000,000 $28, 5 $26,000,000 $24,000,000 - - — — - $22,000,000 $za 000,ao0 FY 07/08 FY 08/09 FY 09/10FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16FY 16/17 FY 17/18 FY 18/19FY 19/20FY 20/21 FY 21/22 Fiscal Year 2021/22 Preliminary Budget Page 77 Vehicle License Fees Vehicle License Fees and Property Tax In-Lieu of VLF is another significant revenue source for Rancho Cucamonga, estimated to be at $22 million for FY 2021/22 which is $825,040 or 3.8% more than in FY 2020/21. 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-ieu of VLF 523,000,000 522,000,000 $21,000,000 $20,000,000 519,000,000 518,000,000 517,000,000 516,000,000 515,000,000 514,000,000 513,000,000 QN,�o�hN' co� N� \1�o�,�tiootioXti>oti Cy� Property Tax Property tax has always been a relatively modest revenue source for Rancho Cucamonga, owing to our post-Proposition 13 incorporation. While we are colloquially 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 ® 60C Education r 15( County General Fund •. (� 12.54 RC Fire District 5.1< City 11 4.5< Inland Empire Utilities Agency 34 Flood Control Administration For FY 2021/22 it is estimated at$10.3 million, which is a 1.9% increase from the prior fiscal year. This growth rate is considerably lower than the typical 34% in property tax revenue growth that we have realized in most years. For example, property tax revenues grew by 4.2% from FY 2019/20 to FY 2020/21. This is not a sign of a weakening real estate market. Quite to the contrary, the real estate market in Rancho Cucamonga remains strong. Overall net taxable value of property for all land use categories increased 4.6% from FY 2019/20 to FY 2020/21, with values growing by more than $1.2 billion dollars in the community. Industrial property values grew by 7.2%, and residential values climbed by 4.6%. So, while real estate values are climbing, because of the limit on tax growth imposed by Proposition 13, increased values do not necessarily directly correlate to increased property tax revenues. Fiscal Year 2021/22 Preliminary Budget Page 78 The slow growth projected this year is due to an unusual circumstance related to the CPI. Under Proposition 13, annual property tax growth is capped at a CPI increase of no more than 2% for each given property. In most years, the growth factor used across the state is that 2% maximum, so most taxpayers see that 2% increase on their annual tax bills. For the 2021 tax year, the revenues from which we will receive in FY 2021/22, the County of San Bernardino has applied a CPI factor of 1.036% (following the lead of the State of California in this regard), effectively cutting our property tax revenue growth nearly in half. This is atypical; however, it reflects the fact that the pandemic suppressed growth in many areas including things normally subject to a higher level of inflationary growth from year to year. As the City matures and we move into implementation of our upcoming new General Plan, the City is taking a more nuanced approach to its revenue needs. A post-Proposition 13 agency, Rancho Cucamonga has never been able to rely solely on property taxes. Rather, it is the combination of property taxes, sales taxes, and other revenue sources (transient occupancy taxes, franchise fees, etc.) that together help fund critical city services. To that end, we continue to focus on growth in revenue per acre as an opportunity to maximize and diversify our revenue stream. We are now seeking to maximize our revenue value per acre and jobs per acre rather than simply focusing on property taxes. This new way of looking at revenue will help maximize certain key areas of the city. This concept was discussed in a workshop this past year with the City Council and the Planning Commission and is being integrated into the DNA of how we evaluate land use proposals that are brought forward through the planning process. By continuing to be selective about waiting for the right types of development that create more value per acre relative to other uses, the City will help grow and stabilize the General Fund over the long-term, despite increasing population. Property Taxes* $11,000,000 s10,000,000 $9,000,000 — 58,000,000 — $7,000,000 $6,000,000 55,000,000 $4,000,000 53,000,000 $2,000,000 51,000,000 lb A Xtio IV IV off~ 41, ti�1" '�~ a9~h 411 all 1\1� ct)A --Oc o\Ci ti1 ti�~~ �ti�tic4�ti�do�tio��tio o o� o� o� o o o�tio�tioti *includes Property Transfer Tax Fiscal Year 2021/22 Preliminary Budget Page 79 Franchise Fees 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 $7.5 million for FY 2021/22 which is modest growth of 1.7% more than the prior fiscal year, as shown below: Franchise Fees s8,000,000 s7,500,000 s7,000,000 56,500,000 56,000,000 55,500,000 s5,000,000 a\~o off~~ Transient Occupancy Tax Transient Occupancy Tax (TOT) is a tax placed per night on the use of hotel rooms and short- term rentals (STR's) such as Airbnb where the occupant stays 30 days or fewer. TOT is a percentage of the hotel room rate, and it currently sits 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. TOT revenue was, of course, hit hard by the impacts of the pandemic, declining by $2.7 million or 60% in FY 2020/21 as compared to the FY 2019/20 level. Looking to the industry projections and in consultation with our partners at the Greater Ontario Convention and Visitors Bureau, it is expected that business and leisure travel will begin to make a slow recovery into the new fiscal year. First to return will be vacation travel, later followed by group travel and finally business travel. Overall, this process is expected to take three full years. With that in mind, Rancho Cucamonga estimates it will collect $3.4 million in TOT for FY 2021/22. This is a considerable improvement over the prior year, but still roughly $1.2 million less than was collected in the peak year of FY 2019/20. Fiscal Year 2021/22 Preliminary Budget Page 8o Transient Occupancy Taxes $5,000,000 $4,613,410 $4,500,000 $4,000,000 $3,500,000 $3,420,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 It $118 ,53 I ' $1,000,000 O� O� ,ti0 y'ti y'L ,tip 'yR 'yh y�o ,ti1 ,tip yam, ,LO ,y'ti ,Lti o°�\ o°lb\ o°�'\ oti°\ otiti\ oti�\ oti�\ oti°\ oti�'\ oti�O\ AN oti oti-'\ oti°\ Business License 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 nominal tax on the privilege of engaging in business in the City. This revenue is estimated to be essentially flat as compared to the prior year, totaling $2.7 million for FY 2021/22 as noted in the chart below. While the City is now seeing more business growth activity in many sectors, including home-based businesses,we are also impacted by business closures resulting from last year's difficult business climate. Business Licenses 52,950,000 52,800,000 $2,650,000 $2,500,000 $2,350,000 $2,200,000 $2,050,000 $1,900,000 51,750,000 ,Z \ P zz S; °iti\ °;ti\ Z;p Z,; �\ p-� °moo,\ g°\ °titi\ F kti F k, F iti F iti F iti F iti F k, F k, ziti iti Jti iti i� Jti ti F F F F F FJ Fiscal Year 2021/22 Preliminary Budget Page 81 Development Fees Similarly, Development Fees are estimated to increase only slightly to approximately $5 million next fiscal year, a nominal 1.8% increase from the prior year due to an anticipated uptick in larger scale residential and industrial development activity. Nevertheless, Development Fees are still not back to their levels before the Great Recession. Building activity is relatively high in terms of the numbers of permits being processed, but carrying over from 2020, many of these projects are smaller homeowner projects with modest permit fees. Development Fees $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 °° °° °° °ti °ti °ti °ti °ti °ti °ti °ti °ti °ti °ti °ti JT k JT J1 J Use of General Fund Reserves Prior to the COVID-19 pandemic, the last time the City of Rancho Cucamonga used reserves to balance its Operating Budget was during the Great Recession, Fiscal Year 2010/11, and that year we used $908,130. Over the ensuing years, Rancho Cucamonga cultivated a regular habit of adding to reserves, accumulating a total budgeted contribution to reserves of$6.7 million dollars in seven years. In the FY 2020/21 budget, we anticipated the use of $700,000 of reserves to cushion last year's dramatic revenue loss. However, because of strong expenditure savings during the year, the budget was able to remain balanced with no use of reserves. No use of reserves is planned for FY 2021/22 and we will return to contributing to reserves by setting aside $1,220,460 in the new fiscal year. Library The Library Services Department's mission is to Ignite Curiosity, Transform Lives, Create Community. The Library Team certainly continued to do just that as they supported and encouraged education and the love of reading in new and innovative ways over the past 18 months. This time also created an opportunity for the Library to step back and assess core services and complete several long-term goals. Based on analysis and past experiences, the Rancho Cucamonga Public Library will be taking a phased approach to reopening the Biane Library and expanding service days at the Archibald Library. As public health conditions continue to improve, staff will look to offer in-person programs in compliance with current gathering guidelines while continuing to offer a blend of popular virtual or hybrid programs. When in-person services and programs increase, additional part-time personnel support will be required. The City is already finding the same difficulties as many of private businesses in recruiting and hiring qualified staff; however, the related incremental increases to the Department's part-time employee expenses have been included in the FY 2021/22 budget request. Fiscal Year 2021/22 Preliminary Budget Page 82 Changes in Operating Budget- Library Fund 56,000,000 55,500,000 $5,000,000 $4,500,000 $4,000,000 I 53,500,000 c tiflti ti ti ti ti ti ti ti ti ti ti ti ti FY 2021/22 will be another modest year as we slowly reopen and resume in-person services, with an operating budget of $5.6 million. This is a slight decline from the prior year's budget due to reduced part-time staffing levels to match the anticipated needs of the community and the slow re-opening post-pandemic. Although the graph appears to illustrate that our programming and service levels are still lower than FY 2019/20, FY 2019/20 is when we began planning and saving for the Second Story and Beyond®interactive discovery space by transferring $500,000 annually to the Library Capital Fund. This transfer will come to an end by FY 2022/23 as the project is completed, reducing the overall Library budget to more normal levels. Further development for Second Story and Beyond will take place as Library Staff continue to work with CambridgeSeven, a museum design firm. Tenant improvements will take place during the upcoming fiscal year and museum exhibits fabrication and installation work will begin near the end of the year. The project is scheduled for completion in FY 2022/23 with a proposed November 2022 grand opening, depending on our financial partners and the cost and timing of construction. In concert with the plans for the Second Story and Beyond®space modifications will be a refresh for the Biane Library. Opened in 2006, the first floor of the Biane Library is beginning to show its age. Staff will be working with a consultant to develop a multi-year plan to gradually update worn carpeting and furnishings so that the building is refreshed and renewed for the grand opening of Second Story and Beyond. It is our ongoing goal and aspiration that with the Second Story and Beyond interactive discovery space, the City will win a second National Medal for Museum and Library Service, the nation's highest honor for libraries and museums, this time as a children's museum. Fire District "The will to succeed is important. But what's more important is the will to prepare." -Bobby Knight 2021 marks nearly 100 years since the early community of Alta Loma first grappled with the issue of fire protection. From humble beginnings as different volunteer community-based department, 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. Fiscal Year 2021/22 Preliminary Budget Page 83 Exactly 100 years later, 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, came the 2021 West Side Public Safety Center opening at Vineyard Avenue and San Bernardino Road. This unique approach, the first of its kind in the County of San Bernardino, pairs on the same site and in the same building a replacement for the aging and undersized Fire Station 2 with a staffed Sheriff's substation and evidence storage area. FY 2021/22 will mark the first full fiscal year of operations in this facility. The next new facility for the Fire District is Station 8. This central station, made necessary by the tremendous growth in population in The Resort, will be situated in Terra Vista behind Target, east of Haven Avenue and south of Church Street, is partway through the design-bid-build process. The District acquired the land during the approval process for The Resort and has begun design on the Station. New this time around is a design-bid-build process. The District is using this process because it is more flexible for the multi-year design and build nature of fire stations. Additionally, it will allow the Rancho Cucamonga Fire Protection District to avoid low bid on the construction phase, reducing the likelihood of litigation and ultimately saving money. A few years out, but already in the planning phase is a future Station 9. As The Resort is built out, and the area surrounding Cucamonga Station as well as the Civic Center District and Haven Avenue Corridor, the emergency medical and fire calls south of Arrow Route will increase significantly. In less than 10 years, another 5,000 residences could be built in this area and many more office developments. To better serve this area and meet the appropriate response time on emergency calls, the District recently acquired land just east of Archibald Avenue, south of the railroad tracks, for a future Station 9. This station will also be built using the design-bid-build process so it can be tailored for the unique needs of this area. 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 2021/22 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 and post-pandemic. To date, delinquencies have not risen to the levels experienced during the Great Recession. This is likely attributable to the continued strong real estate values found in the city as well as the tremendous amounts of State and Federal stimulus and rent relief. The Fire District operating budget for FY 2021/22 is $47.6 million, a 13.6% increase over the prior fiscal year. As noted above, this growth is largely attributable to the planned expenditure of$3.6 million to prefund a portion of the District's Fire Safety Unfunded Actuarial Liability (UAL). This will be Year 2 of a five-year plan to prefund the Safety PERS plan to approximately the 90% level. This prefunding strategy will not only reduce the District's long-term pension liability but will result in future pension cost savings by avoiding interest costs related to the UAL. Unlike other communities who chose to exchange high-interest UAL payments to PERS for low-interest 20-30 year general fund bond debt, the Rancho Cucamonga Fire Protection District has saved its resources and is paying off the high interest liabilities without taking on any other long-term debt. Other factors impacting the budget this year include increases in PERS normal costs and other personnel cost increases. Fiscal Year 2021/22 Preliminary Budget Page 84 Changes in Operating Budget - Fire District S50,000,000 S45,000,000 540,000,000 $35,000,000 S30,000,000 S25,000,000 S20,000,000 S15,000,000 .L1 do ,yo ,yoo ticP do ,yo do do do ,yo do do do do do ,yo Special Districts "What I thought was so permanent fades. In the blink of an eye, there's a new life in front in my face and I know in due time, every right thing will find its right place." -"Everything Changes," Waitress the Musical 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 and the residents in those districts pay for the infrastructure, landscaping, and other improvements in their immediate neighborhoods. 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 the residential areas, so the burden for that infrastructure does not fall to existing taxpayers in the City. Without these districts, the General Fund would not be able to provide as vigorous and well-rounded police services and public works as it does. 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 with the annual budget adoption. After Prop 218 the City Council retained approval over the budget, but any change in rates required voter approval or a new voter approved measure that authorized increases. During the high growth years of 1990-2003 the continual addition of new residents in each district kept revenues growing at a steady pace. As the districts slowly built out, the improvements also began maturing and maintenance costs increased. With the rise in water costs of 5% or more year since 2010 due to California's periodic drought cycles, the district budgets were severely tested. Eventually, balancing budgets became ever more challenging. Over time,faced with the prospect of reduced services and maintenance, voters in most of the districts have been given a choice to adjust services downward to live within existing revenues or approved updated assessment rates to maintain the park and landscaping improvements at their historical high levels of care and appearance. Consistent with the long-standing City Council policy of fiscal equity, the General Fund provides certain minimum levels of funding (as required by law in some cases) 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 Fiscal Year 2021/22 Preliminary Budget Page 85 because the voters of that area decided against any increases. This situation has become most acute on the west side of town, traditional Alta Loma, where voters have refused to entertain any type of rate increase in over 35 years (since the original PD 85 measure that created some of Rancho Cucamonga's first parks). With a lack of voter interest in a new measure, and given the General Fund decline due to the pandemic, the list of deferred and unfunded maintenance items continues to grow, and includes: • Shade shelter repairs at Old Town and Golden Oak Parks • Restroom wood repair at Hermosa Park • Concrete repairs at various parks • Playground replacements at Bear Gulch, Church, Hermosa, Golden Oak, and Old Town Parks • Central irrigation system replacements at all LIVID 1 parks • Field light fixture and pole replacements at Heritage, Beryl and Red Hill Parks • Amphitheater repair and refurbishment at Red Hill Park Some long-deferred but critical projects are included in the Special Districts budgets this year, after several years of accumulating replacement resources in these funds. These important projects include: • Heritage Park Bridge Replacements ($1,100,000 - 55% funded by the Fire District) - This project will replace the main drive, pedestrian and equestrian bridges that span the Demens Creek Channel, to the equestrian arenas, with one multi-use bridge. The existing aged, wood bridges need to be replaced to continue to maintain access to the park and existing trails. • Heritage Park— LED Lighting Replacement ($100,000 in PD 85)-This project will replace existing lighting fixtures on one field where fixtures and bulbs for lighting the playing field are no longer available. It will result in lower electrical and maintenance costs while improving illumination and safety around the baseball fields area. • Heritage Park — Pedestrian Trail Replacement ($150,000 in PD 85) - This project will replace damaged sections of the pedestrian trails within Heritage Park to improve the safety of the trails. As a compliment to this project, approximately 15 solar pathway lights will be installed to replace some of the existing, broken lighting fixtures ($90,000 in PD 85). • Heritage Park— Equestrian Center Roof Replacement ($150,000 in PD 85)—The existing tile roof, which is leaking and damaged, will be replaced with a metal roof that has a 50- year service life. • Red Hill Park — Solar Pathway Lighting ($90,000 in PD 85) — Approximately 15 broken pathway lights will be replaced with new bases, poles, and solar light fixtures, providing better illumination for nighttime walking. • Beryl Park East — The deteriorated tennis court lighting fixtures will be removed and replaced with new energy-efficient LED fixtures ($50,000 in LIVID 1), improving visibility during night play and reduce maintenance. Fiscal Year 2021/22 Preliminary Budget Page 86 • Beryl Park East — Playground Replacement ($40,000 in LMD 1 Capital Replacement Fund)—This is a conceptual design to replace the existing playgrounds in both Beryl Park East and Beryl Park West. • Etiwanda Creek Park — This park will also see its existing lighting fixtures on the south football / soccer field replaced with new LED fixtures ($100,000 in LMD 7), improving illumination, reducing electricity costs, and bringing a longer service life for the fixtures • Day Creek Park/Day Creek Boulevard Landscaping Renovation ($150,000 in LMD 10) — Existing plantings in this area will be removed and replanted where it has died off or is not thriving. This project will improve the appearance of this heavily used park and main arterial through the City. • Water Conservation Landscaping Renovation ($700,000 in LMD 2, and $700,000 in LMD 4R)—Work will continue in FY 2021/22 to remove turf and replace it with beautiful, water- wise landscaping and hardscape in the LMD 2 (Victoria) and LMD 4R (Terra Vista) neighborhoods. This is the second large-scale project since this initiative began, with subsequent phases planned over the next several years to reduce water and maintenance costs over time. Design work is also budgeted for future projects in LMD 1 (Capital Replacement Fund) and LMD 6 (Caryn), at a cost of$50,000 each (total of$100,000). • Paseo Lighting Retrofits ($300,000 in LMD 2)—This is part of an ongoing project to replace deteriorating and non-functional paseo lighting in the Victoria planned community. A new approach will eventually be needed to ensure fiscal stability for the west side parks and landscape districts. In the meantime, the Public Works team will continue to work diligently to preserve and maintain these parks and green spaces to the highest level possible given current funding levels. City staff also continues to seek ways for new development that benefits from these parks to legally contribute to the appropriate west-side districts from new CFD's that are established in new development areas. For example, new contributions to the west-side districts from the new homeowners in the Empire Lakes CFD are improving fund balances in PD 85 and LMD 1 that can be used, over time, for some of the needed infrastructure replacement. 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. The major drivers of rates continue to be water costs which increase 5% a year, every year, and contract labor costs which increase as minimum wage increases (usually 3-5% a year). Below is the updated chart for each of the districts with a rate adjustment mechanism. District Recommendation Change (%) Maximum Recommended Assessment Assessment LMD 2 Keep Flat 0.00% $546.45 $503.80 LMD 4-R Keep Flat 0.00% $482.44 $397.15 LMD 6-R Increase 2.25% $462.07 $462.07 LMD 9 Decrease 40.00% $644.67 $311.92 LMD 10 Increase 3.00% $992.03 $781.48 CFD 2000-03B Increase 4.00% $1,529.83 $1,529.83 Fiscal Year 2021/22 Preliminary Budget Page 87 Street Lighting Districts— Interfund Loans. Between Fiscal Years 2016/17 and 2017/18, the City Council authorized an interfund loan from the Capital Replacement Fund to the Street Lighting Maintenance District Nos. 1, 2, 3, 4, 5, 6, 7, and 8 for the purchase and acquisition of Southern California Edison (SCE) streetlights and the LED retrofitting of the streetlights. During the Fiscal Year 2021/22 budget preparation, the Finance Department evaluated the offset from the reduced electrical utility payments to SCE with the debt service payments resulting from the interfund loan. This evaluation noted a considerable decrease in the overall utility payments made to SCE, approximately 50% on average from before the acquisition started. Also, the savings were adequate to pay the debt service on the interfund loans, which was the intention when the City Council approved the interfund loans. Based on the results, it was determined that Street Lighting Maintenance District Nos. 3, 6, and 8 had sufficient resources to repay their interfund loans. While Street Lighting Maintenance District No. 4 could partially repay a significant portion of the outstanding balance and continue to generate positive financial results. These repayments are budgeted to occur on July 1, 2021, after the City Council adopts the Fiscal Year 2021/22 budget. However, this evaluation also identified that Street Lighting Maintenance District Nos. 1, 2, 5, and 7 generated worsening results. Even though the reduction in utility payments was enough to make the annual debt service payments, these districts continued exhibiting adverse financial effects due to structural operating deficits. The General Fund provides operating subsidies to Street Lighting Maintenance District Nos. 2, 5, and 7 in the Fiscal Year 2021/22 budget. Therefore, to reduce the overall outflow of funds from the General Fund, the Finance Department recommended the abeyance of the debt service payments for these districts. The Finance Department will routinely monitor these districts in the future. If their financial condition improves, the debt service could be reinstated at that time from the point it was frozen. Monitoring Payment of Annual Assessments. The City tracks delinquencies by district on a semi- annual basis after the County provides summary information on each of the two installment payments that are due from property owners. While we have seen an increase in delinquencies coming out of the pandemic, they do not approach the levels we had in 2009 during the downturn in terms of delinquency rates. Some illustrations of this dynamic are noted in the charts below for a few of the districts. LMD2: Delinquent Rate at June 30, 4.0000% 3.6113% 3.5000% 3.0000% 2.5000% 2.0000% \.337% 1.8969% 1.5000% 1.1691% 1.0000% 0.7559% 0.7032% 0.58142% 0.7795% 0.6012% 0.6655% 0.7685% 0.6910 0.4269% 0.5000% 0.00007 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1 Fiscal Year 2021/22 Preliminary Budget Page 88 PD-85: Delinquent Rate at June 30, 5.0000% 4.5984% 4.5000% 4.0000% 3.5000% 3.0000% 799% 2.5214% 2.5000% 1.8884% 2.0000% 1.5000% 1.1370% 0.9886% 1.0180% 1.0475% 1.0156% 1.0549% 0.8391% 0.7935% 0.862 1.0000% 0.5000% 0.0000% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1 CFD2000-01: Delinquent Rate at June 30, 5.0000% 4.4254% 4.5000% 4.0000% 3.5000% 3.0000% 534% 2.5000% 2.0000% 1.8143% 1.4495% 1.5000% 1.0949% 1.0000% 0.65317 0.4898% 0 0.4899% 0.5186% 0.5000% .3266% 0.0000% 0.1633% 0.1.921. 0.0000% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1 SLD 1: Delinquent Rate at June 30, 4.0000% 6485% 3.5000% 3.0000% 2.5000% 2.0000% 1.7618% 1.5000% \I. 9% 1.4366% 1.0000% - 0.7162% 0.6156% 0.6378% 0.7835% 0.8004% 0.6193% 0' 0�" 0.6777% 0.6299 0.5000% 0.0000% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1 Fiscal Year 2021/22 Preliminary Budget Page 89 Summary `If it's not right, don't do it. If it's not true, don't say it. Marcus Aurelius Having reached the end of this budget message, all of you who read these words have clearly exhibited a level of fortitude that would make Marcus Aurelius proud. That said, this writer takes his words above to heart and this budget message represents what is true, and right, because the residents of Rancho Cucamonga demand, and deserve, that level of discourse. This is important because although, as 2020 proved, conditions can change in an instant, the City budget represents a blueprint for a year and a road map of where we have come from and where we intend to try and go. Two years ago, 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 the pandemic winter headed our way, but the preparation laid in 2018 and 2019 served us well during the trials of 2020. As we come out of the pandemic, and accompanying fiscal downturn, the future is anything but clear. There are many headwinds including pandemic uncertainties, business closures, federal deficit driven spending, wealth disparities and sales tax shifts. But there are also many tailwinds including very strong residential and industrial investment in the city, the Brightline high speed rail from Las Vegas to Cucamonga Station, a new 20-year General Plan and the City's traditional assets including strong schools, Victoria Gardens Mall, and a desirable residential living environment. Success in the future will require Disciplined Innovation. Attention to resources both human and fiscal. An emphasis on strategic innovation and an eye towards tactical system organization. Strong relationships both externally with key stakeholders and strong communication internally with our constituents that ensures we advance the quality of life for the community through inclusive decision making. That decision making has to be in support of a clear vision 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. In 2019, we focused on commUNITY. In 2020, we extended that focus by standing together as one Rancho Cucamonga, despite all that came our way. In 2021, we will carry that resolve into the future as we lay the cornerstones for an even brighter tomorrow. Fiscal Year 2021/22 Preliminary Budget Page go City Council Goals "You have every right to a beautiful life." - Selena Gomez In Fiscal Year 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. In the Spring of 2021, the City Council updated the list of goals to be accomplished over the next three years: 1. Complete the General Plan and Housing Element through an inclusive process by Q4 2022. 2. 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. 3. Complete the ALPR ring around Rancho Cucamonga, including all turn movements at all freeway on/off ramps and key major interior intersections by 2022. 4. Actively participate in State-level discussions and develop specific internal proposals to support future legislative action for an equitable distribution of e-commerce revenue to all cities in California by October 2021. 5. Have the Police Department move in and be fully operational at the West Side Public Safety Facility and the Fire District will submit to the Council a contract for consideration for the design-build of Station 8 as next steps in expanding the City's public safety footprint and improving and response times by Q4. 6. Staff will provide a phased multi-year plan for the City Council's consideration that analyzes and provides recommendations for the transformation of Haven Avenue, focusing on key vacant properties and right of way improvements. This plan will also support development opportunities related to the Cucamonga Station for the Ontario Airport Loop and high-speed rail, along with the ongoing development of The Resort project, all of which are located between Haven Avenue and Milliken Avenue, by Q2 of 2022. 7. City staff will provide a report for the City Council's consideration that will include analysis on costs and timeframes to develop on Economic Development Strategic Reserve to be used for acquisition and development of key properties in the city by Q3 of 2022. The City Council 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: 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 are a set of fundamental beliefs, ideals or Fiscal Year 2021/22 Preliminary Budget Page 91 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: 1. Providing and nurturing a high quality of life for all. 2. Promoting and enhancing a safe and healthy community for all. 3. Building and preserving a family-oriented atmosphere. 4. Intentionally embracing and anticipating the future. 5. Equitable prosperity for all. 6. Working together cooperatively and respectfully with each other, staff, and all stakeholders. 7. Continuous improvement. 8. 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. Fiscal Year 2021/22 Preliminary Budget Page 92 FY 2020/21 Awards Received • 2020 All America City - National Civic League - Rancho Cucamonga was recognized as one of 10 All-America City award winners. This award was received in honor of our work in inclusive civic engagement to address health and well-being and create stronger connections among residents, businesses, and nonprofit and government leaders • LEED for Cities Silver Designation — United Stated Green Building Council (USGBC) - Rancho Cucamonga received this award at an international ceremony in December 2020. 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 • Inland Empire Economic Partnership (IEEP)Awards at the 8th Annual "Turning Red Tape Into Red Carpet" Awards: o Best Real Estate Redevelopment and Reuse Award — Haven City Market o Award for Sustainable and Green Development- Etiwanda Heights Neighborhood & Conservation Plan o Award for the Cooperation Among Cities, Counties or Agencies - City of Rancho Cucamonga Open for Business: COVID-19 Business Recovery and Resiliency Program • American Heart Association's Mission: Lifeline EMS Bronze Plus Award for the Rancho Cucamonga 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 • 2020 Agency Award for Excellence — Western Region International Public Management for Human Resources (WRIPMA-HR). The award is based on program initiatives, accomplishments, and contributions that have been innovative, cross-functional, interagency, and in service of our organization and community • 2020 Agency Award for Excellence — Small Agency (Under 1,999 employees) - International Public Management Association for Human Resources (IPMA-HR). This award recognizes the overall quality, accomplishments and contributions of an agency human resource program that exceeds normal operations • Ranked 7th nationally among similar size Cities for the Center for Digital Government 2020 Digital Cities Survey • Community Service Award - Chaffey Joint Union High School District - Healthy RC was nominated by the Alternative Education Center for working collaboratively on showcasing trauma-informed practices to community stakeholders, as well as providing strategies for student support including the Teen Summit and various virtual teen mental health check-ins. • Certificate of Achievement for Excellence in Financial Reporting for the Fiscal Year Ended June 30, 2019 • Distinguished Budget Presentation Award for the Fiscal Year Beginning July 1, 2020 National Procurement Institute 2020 Achievement of Excellence in Procurement Award Winner Fiscal Year 2021/22 Preliminary Budget Page 93 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 94 • GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished B ?d dget P Yesen ta tion Award PRESENTED TO City of Rancho Cucamonga California For the Fiscal Year Beginning July 1, 2020 OAAt444- P. Executive Director Fiscal Year 2021/22 Preliminary Budget Page 95 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 96 RANCHO CUCAMONGA CALIFORNIA GENERAL INFORMATION Fiscal Year 2021/22 Preliminary Budget Page 97 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 98 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget City Officials City Council Name Term Expires L. Dennis Michael Mayor 2022 Lynne Kennedy Mayor Pro-Tern 2024 Ryan Hutchison Council Member 2022 Kristine Scott Council Member 2022 Sam Spagnolo Council Member 2024 Administration and Department Heads City Manager John R. Gillison Deputy City Manager/Administrative Services Lori Sassoon Deputy City Manager/Civic and Cultural Services Elisa C. Cox Deputy City Manager/Economic and Community Development Matt Burris City Attorney James L. Markman City Clerk Janice C. Reynolds City Treasurer Jim Harrington Animal Services Director Veronica Fincher City Clerk Services Director Linda Troyan Community Services Director Jennifer Hunt-Gracia Engineering Services Director/City Engineer Jason Welday Finance Director Tamara L. Oatman Fire Chief Ivan Rojer Human Resources Director Robert Neiuber Innovation and Technology Director Darryl Polk Library Director Julie Sowles Planning Director Anne McIntosh Police Chief Ernie Perez Public Works Services Director Bill Wittkopf Fiscal Year 2021/22 Preliminary Budget Page 99 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page loo CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Organization Chart Citizens of Rancho Cucammiga City Clerk City Council City Treasurer City Attorney City Manager Administrative Civic and Police Economic and Services Cultural Services Department Community Development Finance Community Fire Services District F -LHuman Library Animal Resources Services Services Innovation and Records Community Technolop• Management Improvement EFBuilding and Engineering Public Works Planning Safety Services Services Fiscal Year 2021/22 Preliminary Budget Page ioi THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 102 CITY OF RANCHO CUCAMONGA,CALIFORNIA Functional Units by Fund Type Fiscal Year 2021/22 Preliminary Budget Fiseal Year za1,>< Preliminary Bud et $267,974,450 L77777,43,941,050 eve n o $95,160,410 52,980 Governance AB2766 Air Quality Improvement AD 82-1 6th St.Industrial l• Police AD 91-2 Redemption-Day Canyon AD 84-1 Day Creek/Mello Animal Care and Services AD 93-1 Masi Commerce Center CFD 2001-01 Administrative Services Animal Center Impact Fee CFD 2003-01 Project Fund Finance Assessment Districts Admin Human Resources Asset Seizure-State e Economic and Comm.Dev. Beautification $17,157,730 Building and Safety CA Recycle/Litter Reduction Grant Sports Complex Engineering Services CA State Library Municipal Utility Planning CFD 2000-03 Park Maintenance Utility Public Benefit Public Works Services CFD 2017-01 No.Etiwanda RCMU Capital Replacement Fund Community Services CFD 2018-01 Empire Lakes Fiber Optic Network Citywide Infrastructure Imprv. (kher General Funds Community Dev.Block Grant i ntcrnal Service Funds $9,905,470 Community/Rec Center Development $1,806,810 Governance COP'S Program Grant-State Equipment/Vehicle Replacement Comm Dev Technical Services Dept of Homeland Security Grant Computer Equip/Tech Replacement 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 City Technology Fee Housing Successor Agency Capital Reserve Integrated Waste Management Finance Justice Assistance Grant Benefits Contingency Landscape Maintenance Districts Human Resources Library Capital Fund Capital Reserve Library Fund Economic and Comm.Dev. Library Impact Fee Comm Dev Technical Services LMD#1 Capital Replacement City Technology Fee Measure I Building and Safety Park Development Comm Dev Technical Services Park Improvement City Technology Fee Park Land Acquisition Mobile Home Park Program PD 85 Capital Replacement SB 1186 Cert Access Special Program PD 85 Redemption Fund Engineering Services Pedestrian Grant/Art 3 Comm Dev Technical Services Police Impact Fee City Technology Fee Proposition 1B State Funding Capital Reserve Public Arts Trust Fund Planning Road Maint&Rehab Acet Comm Dev Technical Services SB 1 -TCEP City Technology Fee Staff Innovation(CA ST LB) Public Works Services State Gas Tax CVWD Reimbursements State Grants Fund Capital Reserve Street Light Maintenance Districts Community Services Transportation Capital Reserve Underground Utilities Used Oil Recycling Fiscal Year 2021/22 Preliminary Budget Page 103 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 104 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 r� City officials elected at large include a Mayor, a City Clerk and a City Treasurer. Effective r December 7, 2016, the four Council members are `* r elected by geographic districts. Districts 1 and 4 Q held elections in November 2020. Districts 2 and ` 3 will hold elections in 2022. 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): 2009177,051 2013-172,299 2017176,671 2010178,904 2014174,064 2018179,412 2011169,498 2015175,251 2019175,522 2012171,058 2016-177,324 2020-175,131 Number of Registered Voters (per San Bernardino County Registrar of Voters): 103,860 Capital Asset Statistics (per June 30, 2020 Comprehensive Annual Financial Report): Police: Fire: Stations: I Fire Stations: 7 Patrol units: 67 Public Works: Parks and Recreation: Streets (miles): 537 Parks: 30 Streetlights: 17,027 Acreage: 346 Traffic signals: 238 Community centers: 6 Fiscal Year 2021/22 Preliminary Budget Page 105 CITY OF RANCHO CUCAMONGA, CALIFORNIA Population by Age 2011 (Census), 2020 (est), and 2025 (est) 201 t off► on PT Age Total 165,282 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% MY apu a ton 1)3 A,e Total 177,047 0 - 4 5.7% 5 - 9 6.0% 10 - 14 6.2% 15 - 24 12.8% 25 - 34 17.0% 35 - 44 14.1% 45 - 54 13.3% 55 - 64 12.6% 65 - 74 8.0% 75 - 84 3.0% 85 + 1.1%v 2625 Population by Age Total 182,894 0 - 4 5.8% 5 - 9 5.8% 10 - 14 6.0% 15 - 24 11.2% 25 - 34 16.4% 3 5 - 44 16.6% 45 - 54 12 2% 55 - 64 11.6% 65 - 74 9.0% 75 - 84 4.2% 85 + 1.2% Source: Esri Community Profile (U.S. Census Bureau, Census 2011 Summary File 1. Esri forecasts for 2020 and 2025. Esri converted Census 2001 data into 2011 geography.) Fiscal Year 2021/22 Preliminary Budget Page io6 CITY OF RANCHO CUCAMONGA, CALIFORNIA Educational Attainment Current Year 2020 Population 25+ by Tducational Attainment _ Total 122,414 Less than 9th Grade 3.1% 9th- 12th Grade,No Diploma 5.0% High School Graduate 17.7% GED/Alternative Credential 2.4% Some College,No Degree 25.7% Associate Degree 10.4% Bachelor's Degree 21.5% Graduate/Professional Degree 14.1% Source: Esri Community Profile (U.S. Census Bureau, Census 2011 Summary File 1. Esri forecasts for 2020 and 2025. Esri converted Census 2001 data into 2011 geography.) Fiscal Year 2021/22 Preliminary Budget Page 107 CITY OF RANCHO CUCAMONGA Principal Employers Current Year and Nine Years Ago* 2020 2011 Percent of Percent of Number of Total Number of Total Employer Employees, Rank Employment Employees, Rank Employment Inland Empire Health Plan 2,000 1 2.40% n/a n/a n/a Chaffey Community College 1,250 2 1.50% 1,300 2 1.85% Etiwanda School District 1,075 3 1.29% 1,312 1 1.86% Amphastar Pharmaceutical 890 4 1.07% 999 3 1.42% City of Rancho Cucamonga 775 5 0.93% 880 4 1.25% Alta Loma School District 655 6 0.79% 783 5 1.11% Mercury Casualty 600 7 0.72% 509 10 0.72% Central School District 545 8 0.65% 680 7 0.97% West Valley Detention Center 520 9 0.62% 668 8 0.95% Walmart 435 10 0.52% n/a n/a n/a Macy's 380 n/a 0.46% 750 6 1.07% Western Liquidators/Big Lots n/a n/a n/a 521 9 0.74% Note: "Total Employment" as used above represents the total employment of all employers located within City limits, l 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, 2020 Comprehensive Annual Financial Report Fiscal Year 2021/22 Preliminary Budget Page io8 CITY OF RANCHO CUCAMONGA Principal Sales Tax Remitters Current Year and Nine Years Ago 2020 2011 Business Name Business Catepory Business Name Business Category Aguilar Trucking Heavy Industrial American Building Supply Contractors Apple Electronics/Appliance Stores Ameron International Contractors Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Apple Electronics/Appliance Stores Best Buy Electronics/Appliance Stores Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Cardinal Heath 200 Medical/Biotech Best Buy Electronics/Appliance Stores Chevron Service Stations Chevron Service Stations Circle K Service Stations Costco Discount Department Stores Cmc Steel California Heavy Industrial Dan Reshaw Mobil Service Stations Costco Discount Department Stores Day Creek Arco Service Stations Crossroads Equipment Lease&Fin Trailer/Auto Parts Day Creek Shell Service Stations Home Depot Building Materials Home Depot Building Materials ICL Performance Products Drug/Chemicals JC Penney Department Stores Living Spaces Furniture Home Furnishings Living Spaces Furniture Home Furnishings Lowes Building Materials Lowes Building Materials Macys Department Stores Macys Department Stores Meadowbrook Meat Company Food Service Equip./Supplies Main Electric Supply Plumbing/Electrical Supplies My Goods Market Service Stations Monoprice Fulfillment Centers Ralphs Grocery Stores Liquor Novartis Animal Health Medical/Biotech Schwarz Paper Company Light Industrial/Printers Sears Department Stores Shell Service Stations Shell Service Stations Stater Bros Grocery Stores Liquor Southwire Energy/Utilities Target Discount Department Stores Stater Bros. Grocery Stores Liquor Walmart Discount Department Stores Target Discount Department Stores Walters Wholesale Electric Plumbing/Electrical Supplies Walmart Discount Department Stores West End Material Supply Buidling Materials Walters Wholesale Electric Plumbing/Electrical Supplies *Firms listed alphabetically Source: June 30,2020 Comprehensive Annual Financial Report Fiscal Year 2021/22 Preliminary Budget Page log THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 110 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 an autonomous accounting entity, established in accordance with legal and professional accounting standards,with a self- balancing set of accounts recording cash and other financial resources, together with all related liabilities and balances. Funds are used to segregate the various financial activities of a governmental entity and to demonstrate compliance with specific regulations, restrictions, or limitations (i.e., demonstrating that restricted revenues are spent only for allowed purposes). 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. Appendix: This section provides financial policies for the City, calculation of the City's legal debt margin, a summary of the City's debt service obligations, a glossary of budget terms, a list of acronyms, and a description of funds by fund type. Fiscal Year 2021/22 Preliminary Budget Page 1i1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 works with each Department to prepare a digital 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 2021/22 Preliminary Budget Page 112 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 have been 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 2021/22: Special Revenue Funds: SB 140 Drug Abatement Act AB 2928 Traffic Congestion Relief CFD 2018-01 Capital Reserve Foothill Blvd. Maintenance Various Grant Funds Capital Projects Funds: AD 86-2 CFDs 2000-01, 2003-01, 2004-01, 2006-01, 2006-02 The following Flow Chart describes the City's annual budget process. Fiscal Year 2021/22 Preliminary Budget Page 113 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Budget Process FLOW CHART January February FINANCE DEPARTMENTS Analyze and Project Early January Submit Budget Revenue Estimates Requests to Finance Department BUDGET KICK-OFF February February/March FINANCE FINANCE Present Mid-Year Review and Analyze Budget Review Budget Requests/ Finalize Revenue Projections March/April April/May May CITY MANAGER/ FINANCE ENGINEERING/ FINANCE DIRECTOR PUBLIC WORKS � --------- Prepare Proposed Budget Meetings with Budget CIP presented to Departments Planning Commission May June 18, 2021 June 28, 2021 CITY MANAGER CITY COUNCIL/ CITY COUNCIL CITY MANAGER Submit Proposed Hold Public Hearing Budget to City Council Conduct Budget and Adopt Budget Study Session Fiscal Year 2021/22 Preliminary Budget Page 114 rtirri RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fiscal Year 2021/22 Preliminary Budget Page 115 CITY OF RANCHO CUCAMONGA,CALIFORNIA FINANCIAL SUMMARY-OPERATING BUDGET Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Description Actual Budget Budget Revenues By Category: Taxes $ 108,462,315 $ 111,199,810 $ 122,416,280 Licenses&Permits 5,372,928 4,657,080 4,582,420 Fines&Forfeitures 898,946 1,143,320 1,152,750 Use of Money&Property 2,354,227 2,544,630 1,891,230 Charges for Services 4,626,034 7,242,270 7,448,480 Intergovernmental 263,757 216,130 232,580 Other 4,755,772 5,980,790 6,505,660 Transfer In 3,829,981 3,854,480 3,898,110 Total Revenues $ 130,562,960 $ 136,838,510 $ 148,127,510 Expenditures By Department: Governance: City Council $ 114,755 $ 132,470 $ 137,600 City Clerk 2,057 1,940 1,980 City Treasurer 12,079 12,300 6,140 City Management 2,454,908 2,959,390 3,097,800 Total Governance $ 2,583,799 $ 3,106,100 $ 3,243,520 Public Safety: Fire District $ 37,265,742 $ 41,928,890 $ 47,644,950 Police 40,582,129 44,869,070 46,958,580 Animal Care Services 3,031,418 3,161.730 3,189,380 Total Public Safety $ 80,879,289 $ 89,959,690 $ 97,792,910 Civic and Cultural Services: Records Management $ 489,350 $ 1,279,650 $ 519,850 Community Services 4,401,161 8,119,410 8,641,020 Library Services 4,503,025 5,750,160 5,604,780 Total Civic and Cultural Services $ 9,393,536 $ 15,149,220 $ 14,765,650 Administrative Services: Administration/General Government $ 5,910,224 $ 4,900,700 $ 6,054,140 Finance 1,737,820 1,890,790 1,977,290 Human Resources 880,676 900,570 895,190 Innovation and Technology 4,705,890 5,052,800 5,435,080 Total Administrative Services $ 13,234,610 $ 12,744,860 $ 14,361,700 Economic and Community Development: Administration $ 685,754 $ 802,270 $ 886,470 Building and Safety Services 1,822,740 1,766,050 1,911,330 Engineering Services 2,377,928 2,353,300 2,569,690 Planning 1,943,117 1,633,770 1,996,980 Public Works Services 9,975,329 10,268,290 10,881,890 Total Economic and Community Development $ 16,804,868 $ 16,823,680 $ 18,246,360 Total Expenditures $ 122,896,102 $ 137,783,550 $ 148,410,140 Excess of Revenues Over(Under)Expenditures $ 7,666,858 $ (945,040) $ (282,630) See Notes to Financial Summary Fiscal Year 2021/22 Preliminary Budget Page 116 CITY OF RANCHO CUCAMONGA,CALIFORNIA FINANCIAL SUMMARY-ALL FUNDS Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget Revenues By Category: Taxes $ 133,751,831 $ 135,930,110 $ 149,536,780 Licenses&Permits 5,562,784 4,909,400 41674,740 Fines&Forfeitures 960,623 1,269,200 1,187,850 Use of Money&Property 11,972,848 8,865,720 5,866,910 Charges for Services 20,542,437 22,264,640 23,133,320 Intergovernmental 17,618,470 28,291,160 45,539,520 Development Fees 9,065,401 5,104,910 9,449,930 Other 10,910,376 7,355,080 7,983,210 Transfer In 13,313,806 9,782,700 10,735,290 Total Revenues $223,698,576 $223,772,920 $258,107,550 Expenditures By Department: Governance: City Council $ 114,755 $ 132,470 $ 137,600 City Clerk 2,057 1,940 1,980 City Treasurer 12,078 12,300 6,140 City Management 2,578,691 2,969,130 31097,800 Total Governance $ 2,707,581 $ 3,115,840 $ 3,243,520 Public Safety: Police $ 43,696,066 $ 45,983,570 $ 48,527,460 Fire District 44,282,664 48,008,860 66,790,890 Animal Services 3,031,586 3,161,730 3,189,440 Total Public Safety $ 91,010,316 $ 97,154,160 $ 118,507,790 Civic and Cultural Services: Records Management $ 489,350 $ 1,279,650 $ 519,850 Community Services 10,660,976 11,232,050 91741,450 Library Services 4,571,055 6.701,910 6,868,180 Total Civic and Cultural Services $ 15,721,381 $ 19,213,610 $ 17,129,480 Administrative Services: Administration/General Government $ 14,079,183 $ 13,521,720 $ 18,474,490 Finance 5,143,400 6,023,580 8,033,830 Human Resources 880,676 900,570 895,190 Innovation and Technology 6,177,535 5,804,760 6,435,990 Total Administrative Services $ 26,280,794 $ 26,250,630 $ 33,839,500 Economic and Community Development: Administration $ 1,563,824 $ 954,150 $ 1,133,920 Building and Safety Services 1,846,469 1,814,530 1,949,420 Engineering Services 28,313,170 41,561,260 56,839,510 Planning 3,209,428 6,896,260 41223,110 Public Works Services 25,809,250 27,616,290 31,108,200 Total Economic and Community Development $ 60,742,141 $ 78,842,490 $ 95,254,160 Total Expenditures $196,462,213 $224,576,730 $267,974,450 Excess of Revenues Over(Under)Expenditures $ 27,236,363 $ (803,810) $ (9,866,900) See Notes to Financial Summary Fiscal Year 2021/22 Preliminary Budget Page 117 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 budget for the organization as a whole. The City's operating budget is comprised of the General Fund (Fund 001), the Fire District Operational Funds (Funds 281, 282, and 283), and the Library Fund(Fund 290). Financial Summary—Operating Budget: 2019/20 Actual: Overall,for the Operating Budget,revenues were slightly higher than anticipated, although the FY 2019/20 Amended Budget significantly reduced projected revenues for sales tax and transient occupancy tax(TOT)due to the estimated adverse economic impacts of the COVID- 19 pandemic, and expenditures were less than anticipated. Revenues exceeded budget in the areas of sales tax, TOT, development fees, and other revenues. The net change in unrealized gain/loss on investments from the prior year to the current year, along with interest earnings on the City's and Fire District's Section 115 Trusts, also resulted in positive budget variances. Offsetting these positive budget variances for revenues was a negative budget variance for contributions from the non-profit foundation that fundraises for the City's libraries due to the adverse impacts of the COVID-19 pandemic. Positive variances on the expenditure side were due to less than anticipated expenditures for the City's public safety contract, other contract services, and labor costs. Another contributing factor to the overall positive variance in expenditures was the differences in budgetary accounting versus 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. 2020/21 Ada Wed and 2021/22 Prelimin : The City's goal is to adopt a balanced Operating Budget, which can include the use of available fund balance. For FY 2020/21, the General Fund budget included the planned use of $700,000 from the Changes in Economic Circumstances Reserve to offset the continuing adverse economic impacts of the COVID-19 pandemic. An additional $10,000 of the Animal Center Operations Reserve was planned to be used to fund medical equipment for the Center. The CFD 85-1 Fund included the use of$476,580 in 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 Fire District revenues. There was no planned usage of reserves for the Library Fund. It should be noted that,beginning with FY 2020/21,the Community Services Department's budget increased about $2.5 million 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. Actual expenditures, and associated revenues,will be dependent upon what programmatic activities will be allowable and feasible considering the restrictions imposed by the COVID-19 pandemic. For FY 2021/22,the CFD 85-1 Fund budget includes the planned use of reserves in the amount of $659,810 to fund operations. All other Fire District Operational Funds,the General Fund, and the Library Fund were balanced without the usage of reserves for the FY 2021/22 Preliminary Budget. Some staffing previously cut because of the COVID-19 pandemic was restored in the FY 2021/22 Preliminary Budget. However, the City continues to proceed cautiously and conservatively in its Fiscal Year 2021/22 Preliminary Budget Page 118 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Notes to Financial Summary approach to budgeting for its operating costs due to the continued uncertainty of the ongoing impacts of the pandemic. Financial Summary—AU Funds: 2019/20 Actual: Revenues decreased overall by $9,237,862 due to certain large prior year transactions not recurring in the current year offset by revenue increases and decreases in other areas. Revenues from taxes decreased $1,440,140 which was the net of increased property tax revenues offset by decreased sales and transient occupancy taxes due to the COVID-19 pandemic stay-at-home orders and business closures resulting from health and safety restrictions. Revenue from the use of money and property decreased a net of$5,944,469 due primarily to the prior year's 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, which was non-recurring, and a net decrease in the temporary adjustment to bring investments to fair value at the end of the fiscal year, offset by a net increase in investment income earned during the fiscal year. Development fees decreased $4,971,099 primarily in the Transportation Fund due to fewer large projects being submitted during FY 2019/20. Transfers in increased $2,386,756 due to the close out of the Community Services recreational and community activities into the General Fund. Expenditures increased$4,578,129 overall. Public safety expenditures increased$11,122,862 due to an increase in the City's police contract of$3,294,097 and an $8,051,973 increase in the Fire District's expenditures due to increased costs related to the construction of the Public Safety Facility in the amount of $5,029,005 along with increased staffing costs related to the six Firefighters hired during the year as well as general staffing cost increases. Expenditures for Administrative Services — Administration decreased $6,539,657 primarily due to the prior year purchase of land in the amount of$5,202,315 for future development opportunities. 2020/21 Adopted and 2021/22 Prelimin 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 any given year, depending on the level of capital improvement activity. The FY 2020/21 Adopted Budget included funding for the Etiwanda Grade Separation project in the amount of$11,000,000. Funding for this project is $12,500,000 for FY 2021/22. The Capital Improvement Program(CIP) section of this document details out the projects budgeted for FY 2021/22 and includes the funding sources. Some of the other larger items included in the CIP include: Central Park Dog Park ($3,514,210); Advanced Traffic Management System-Phase 2 ($7,472,000); Foothill Boulevard Pavement Rehabilitation ($2,565,000); Heritage Park Bridge Replacements ($1,100,000); and construction of Fire Station 178 —Town Center Station($14,800,000). 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M rn In oo .-. rn In 7 T N .W. O iy C .nJ oo 7 In vt .p rn O O W m 7 N N 7 rNi .M-. N 7 can W 6N9 u O 69 69 6R 6A 69 69 it N A O O O O O O O O O O O O O O O O O O O tl M 7 In O ID ID N In p1 In o0 0 --' h O In N C, M l� O1 1� b In r O T 7 M 7 O 7 r Do N -,t 'n V M ID N M O In to ^' O, N \o M 7 --' O Io tV �o U y 17� In - In o n N In n .--i 00 M ,-. In oe In It W In In N M M M ~ .--i r M I--I 01 M Io W o .a ds s9 v3 vj c s vs w w s� Ij U o a x F T ` Id y b v F b T Ij N V p L4 cl, F x O o wlo a 5 $ w N a ai � o r4 F .2 p 8 ,I, " — m W . 0 ' 00 .U�. �N O a E ti I., Uaw � � �1 � F-' o �� a. 0UL1UF-' o � v� •., ., Fiscal Year 2021/22 Preliminary Budget Page 121 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 the 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 set aside for large capital projects. All of the Special Districts and 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 funds 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 2021/22: General Benefit General Benefit Contribution Equivalent Contribution LMD #2 Victoria - $303,270 LMD #1 General City - $36,610 LMD #6R Caryn Community- $40,090 SLD #2 Residential - $63,610 SLD #5 Caryn Community - $28,920 SLD #7 North Etiwanda- $29,400 PD 85 Redemption Fund - $99,990 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 of street lighting maintenance, including repair, removal, or replacement of all or any part of any Fiscal Year 2021/22 Preliminary Budget Page 122 City of Rancho Cucamonga, California Fiscal Year 2021/22 Preliminary Budget Special Districts Summary improvement providing for lighting within these Districts. SLDs 3, 4, 6, and 8 will fully or partially repay the interfund loans provided to purchase the streetlights throughout the districts in Fiscal Year 2021/22. The purchase of the streetlights during Fiscal Year 2017/18 significantly reduced annual utility costs and created adequate financial resources to repay these interfund loans without adversely impacting any future financial performance. However, SLDs 1, 2, 5, and 7 will suspend debt service for these interfund loans until the structural operating deficit that negatively impacts their financial condition is improved. 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 4.0%for Fiscal Year 2021/22 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 2020/21 and 2021/22, adjusted for interfund principal payments. Fiscal Year 2021/22 Preliminary Budget Page 123 CITY OF RANCHO CUCAMONGA,CALIFORNIA LANDSCAPE MAINTENANCE DISTRICTS,STREET LIGHTING MAINTENANCE DISTRICTS, AND OTHER MAINTENANCE DISTRICTS CHANGES IN FUND BALANCE FY 2019/20 Fund Balance Actual Support From Actual Fund Balance Estimated Fund# Fund Name 6/30/2019 Revenues General Fund Expenditures 6/30/2020 Revenues LANDSCAPE MAINTENANCE DISTRICTS 130 LMD#1 GENERAL CITY $ 1,539,903 $ 1,344,589 $ 136,000 $ 1,555,667 $ 1,464,825 $ 1,318,830 131 LMD#2 VICTORIA 4,247,968 3,692,388 323,730 3,714,502 4,549,584 3,788,970 I• 132 LMD#3A HYSSOP 35,360 4,390 7,295 32,455 370 133 LMD#313 MEDIANS 2,383,835 1,037,949 982,249 2,439,535 906,050 134 LMD#4R TERRA VISTA 6,600,073 2,996,998 2,271,771 7,325,300 2,875,640 135 LMD#5 ANDOVER 32,059 3,292 5,048 30,303 2,840 136 LMD#6R CARYN COMMUNITY 678,239 547,430 43,680 498,178 771,171 550,220 137 LMD#7 NORTH ETIWANDA 1,394,366 1,045,537 1,019,513 1,420,389 1,022,660 138 LMD#8 SOUTH ETIWANDA 80,636 36,372 38,006 79,002 35,060 139 LMD#9 LOWER ETIWANDA 1,308,520 716,225 580,362 1,444,383 963,790 140 LMD#10 RANCHO ETIWANDA 1,334,527 646,957 539,363 1,442,121 645,590 141 LMD#1 CAPITAL REPLACEMENT 259,420 98,709 620 357,509 90,810 STREET LIGHTING DISTRICTS 151 SLD#1 ARTERIAL $ (3,035,225) $ 895,246 $ 767,335 $ (2,907,313) $ 835,610 152 SLD#2 RESIDENTIAL (2,945,360) 385,299 363,500 458,078 (2,654,639) 378,330 153 SLD#3 VICTORIA 35,707 402,598 221,967 216,338 398,610 154 SLD#4 TERRA VISTA (70,648) 182,231 239,184 (127,601) 171,810 155 SLD#5 CARYN COMMUNITY (421,984) 44,222 68,042 (445,803) 44,240 156 SLD#6 INDUSTRIAL AREA (55,325) 147,332 104,285 (12,278) 140,570 157 SLD#7 NORTH ETIWANDA (905,936) 134,187 94,400 144,855 (822,204) 132,960 158 SLD#8 SOUTH ETIWANDA 1,811,663 127,486 72,460 1,866,689 95,550 OTHER MAINTENANCE DISTRICTS 838 AD 91-2 REDEMPTION-DAY CANYON $ 57,668 $ 35,056 $ 26,198 $ 66,526 $ 34,370 847 PD 85 CAPITAL REPLACEMENT 318,042 127,618 8,717 436,943 128,850 848 PD 85 RED HILL AND HERITAGE PARKS 2,147,764 1,380,343 217,060 1,257,485 2,487,681 1,343,500 968 CFD 2000-03 PARK MAINTENANCE 534,932 515,370 618,415 431,886 534,060 875 CFD 2017-01 NORTH ETIWANDA 0 0 3,020 876 CFD 2018-01 EMPIRE LAKES 19 231,815 3,736 229,099 123,280 877 CFD 2018-01 CAPITAL RESERVE 0 0 75,510 (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. In order to accurately present the estimated fund balance in accordance with the City's annual financial report,an adjustment is made to the budgeted expenditures for payment of interf ind principal. Although the interfund principal payments represent an outflow of cash for budgeting purposes,they do not have an impact on fund balance as reported. Fiscal Year 2021/22 Preliminary Budget Page 124 FY 2020/21 Estimated FY 2021/22 Estimated Support From Estimated Interfund Fund Balance Budgeted Support From Budgeted Interfund Fund Balance General Fund Expenditures Principal* 6/30/2021 Revenues General Fund Expenditures Principal* 6/30/2022 $ 36,610 $ 1,523,330 $ 1,296,935 $ 1,333,260 $ 36,610 $ 1,480,350 $ 1,186,455 312,190 4,890,020 3,760,724 3,773,740 303,270 4,987,750 2,849,984 32,825 0 0 937,880 2,407,705 912,230 976,900 2,343,035 3,172,960 7,027,980 2,862,640 3,367,660 6,522,960 6,680 26,463 2,840 8,370 20,933 50,220 764,860 606,751 562,870 40,090 671,230 538,481 1,225,600 1,217,449 1,013,340 1,354,180 876,609 61,900 52,162 35,100 42,230 45,032 756,960 1,651,213 691,700 644,010 1,698,903 683,230 1,404,481 660,450 842,440 1,222,491 40,650 407,669 102,320 189,570 320,419 $ 1,059,340 $ 212,130 $ (2,917,913) $ 844,210 $ 814,140 $ (2,887,843) 343,530 721,860 216,190 (2,438,449) 396,190 63,610 459,800 (2,438,449) 333,470 81,170 362,648 398,770 1,556,290 1,307,100 512,228 177,900 40,960 (92,731) 171,820 653,400 510,010 (64,301) 47,230 78,470 18,400 (414,403) 44,200 28,920 60,120 (401,403) 138,870 29,730 19,152 141,690 596,750 480,470 44,562 87,060 218,870 58,520 (762,534) 132,500 29,400 160,750 (761,384) 95,100 15,420 1,882,559 95,420 336,140 248,010 1,889,849 $ 21,160 $ 79,736 $ 27,350 $ 26,170 $ 80,916 94,050 471,743 132,300 540,720 63,323 56,360 1,203,000 2,684,541 1,346,760 99,990 1,847,440 2,283,851 571,470 394,476 554,120 516,720 431,876 1,220 1,800 3,020 1,220 3,600 351,370 9 216,730 216,710 29 75,510 97,960 173,470 Fiscal Year 2021/22 Preliminary Budget Page 125 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 126 r i v qwixj RANCHO NCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Revenue Summaries THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 128 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Revenue and Resource Estimates Revenue projections in the Fiscal Year 2021/22 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 General Fund, Fire District Operational Funds, and 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$31,967,150 for FY 2021/22, a $3,222,570 or 11.21% increase over the FY 2020/21 budget. This significant increase is due to the projected economic impacts of the COVID-19 pandemic that were reflected in the FY 2020/21 Adopted Budget being less adverse than originally anticipated combined with continued robust growth in the City's share of the countywide pool. However, the projected revenue for FY 2021/22 is still short of the pre-pandemic FY 2019/20 Adopted Budget of $32,552,480. HdL will proactively update its revenue estimates during FY 2021/22 after it Fiscal Year 2021/22 Preliminary Budget Page 129 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Revenue and Resource Estimates receives sales tax data from CDTFA for the second and third quarters of 2021. 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. 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 $22,048,730 which is a $825,040 or 3.89% increase from the FY 2020/21 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$7,572,760 which is a$127,690 or 1.72% increase from FY 2020/21. 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 3.25% citywide. Fiscal Year 2021/22 Preliminary Budget Page 130 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Revenue and Resource Estimates Property tax revenues for the City General Fund (including post-RDA property tax revenue)have increased overall by $187,940 or 1.86% from FY 2020/21. The Library's property tax has increased $252,770 or 5.14% from FY 2020/21. 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, which contributed $185,830 to the overall revenue growth for the Library. The Fire District General Fund property tax revenue has increased by $4,906,570 or 16.10% from FY 2020/21, 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 its five-year plan to prefund its Unfunded Accrued Liability (UAL) with CalPERS to increase the funded status of its safety retirement plan. The prefunding budgeted for FY 2021/22 is $4,721,000 and represents the second annual payment of the five-year plan. Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) increased by $115,150 or 1.74% from FY 2020/21. 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 new development in the City and previous annexations with finalized permits. 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 $90,000 (excluding special services fees) or 1.84%, from FY 2020/21. 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 decrease slightly by $80,980 or 2.91%from FY 2020/21 due to the residual impacts of the deferral of penalties put in place in response to the pandemic during FY 2020/21. 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. Although TOT revenues were hit hard by the impacts of the pandemic, it is expected that business and leisure travel will begin to make a slow recovery into the new fiscal year,continuing to recover over the next three years. TOT is prof ected to increase $1,584,470 or 86.32% from FY 2020/21. While this is a considerable improvement over the prior year's budget of$1,835,530, it is still roughly $1.2 million less than was collected in the peak year of FY 2019/20. The revenues discussed above total $130,241,660 and represent 87.93% of the City's Operating Budget and 50.46% of the City's overall budget. Fiscal Year 2021/22 Preliminary Budget Page 131 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Revenue and Resource Estimates 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 $15,505,210, or 6.01% 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 $9,850,130, or 3.82%, 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 2021/22 than in the prior year to support the prefunding of the Fire District's UAL for its safety plan with CalPERS as and increased operating costs. New for the FY 2021/22 Preliminary Budget is additional funding from post-RDA property tax revenue in the form of residual receipts from the County of San Bernardino's Redevelopment Property Tax Trust Fund (RPTTF). Due to a change in allocation methodology by the County,the Fire District is now receiving a share of this revenue, whereas, in the past, they were excluded from this distribution. Revenue from residual receipts is estimated to be $6,322,550 for FY 2021/22 and is included in the property tax revenues noted above for the Fire District Capital Fund. Charges for services are received for the City's Municipal Utility, in the amount of$13,420,320, which provides electrical service to a portion of the City and represents 5.20%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$45,393,990, or 17.59%, of the City's overall budget. Included in intergovernmental revenues is $13,417,770 which represents 50% of the funding to be provided to the City from the American Rescue Plan Act (ARPA) of 2021. The other 50% of the funding is anticipated to be received in June 2021. Other sources of revenue include interest earnings,reimbursements from other funds, and transfers in. Fiscal Year 2021/22 Preliminary Budget Page 132 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 133 City of Rancho Cucamonga, California Revenue Summary by Category Operating Budget* Fiscal Year 2021/22 Preliminary Budget Intergovernmental Other Charges for Services 0.16% 4.39% 5.03% Transfer In 2.63% Use of Money&Prop 1.28% Fines&Forfeitures 0.78% Licenses&Permits 3.09% Taxes 82,64% Taxes: Property Tax** $ 79,455,010 Sales Tax 31,967,150 Franchise Fees 7,572,760 Transient Occupancy Tax 3,420,000 Admissions Tax 1,360 Subtotal-Taxes 122,416,280 Licenses & Permits 4,582,420 Fines &Forfeitures 1,152,750 Use of Money& Property 1,891,230 Charges for Services 7,448,480 Intergovernmental 232,580 Other 6,505,660 Transfer In 3,898,110 Total Operating Budget $ 148,127,510 *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$21,903,200 for the City General Fund (Fund 001). Fiscal Year 2021./22 Preliminary Budget Page 134 City of Rancho Cucamonga Revenue Summary by Category Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 001- N MND TAXES $ 69,874,727 $ 69,192,630 $ 75,134,610 LICENSES&PERMITS 5,366,412 4,640,580 4,565,920 FINES&FORFEITURES 704,739 1,025,320 1,004,750 USE OF MONEY&PROPERTY 750,695 1,809,650 1,553,990 CHARGES FOR SERVICES 4,468,350 7,056,870 7,365,650 INTERGOVERNMENTAL 226,674 216,130 214,580 OTHER 3,273,883 3,635,770 3,598,000 TRANSFER IN 1,690,490 1,817,550 1,722,910 TOTAL 001-GENERAL FUND $ 86,355,970 $ 89,394,500 $ 95,160,410 281-FIRE FUND TAXES $ 27,341,300 $ 30,468,900 $ 35,375,470 LICENSES&PERMITS 6,516 16,500 16,500 FINES&FORFEITURES 194,207 118,000 148,000 USE OF MONEY&PROPERTY 1,301,811 550,640 235,030 CHARGES FOR SERVICES 629 1,800 1,800 INTERGOVERNMENTAL 14,000 0 0 OTHER 1,228,207 1,566,130 2,273,630 TOTAL 281 -FIRE FUND $ 30,086,670 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 TAXES $ 6,108,563 $ 6,192,420 $ 6,319,810 USE OF MONEY&PROPERTY 105,315 69,900 20,850 CHARGES FOR SERVICES 700 0 0 OTHER (144) 0 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,214,434 $ 6,262,320 $ 6,340,660 283-COMMUNITY FACILITIES DIST 88-1 TAXES $ 426,261 $ 431,090 $ 418,850 USE OF MONEY&PROPERTY 50 0 0 TRANSFER IN 2,103,840 2,036,930 2,175,200 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,530,151 $ 2,468,020 $ 2,594,050 290-LIBRARY FUND TAXES $ 4,711,464 $ 4,914,770 $ 5,167,540 USE OF MONEY&PROPERTY 196,356 114,440 81,360 CHARGES FOR SERVICES 156,355 183,600 81,030 INTERGOVERNMENTAL 23,083 0 18,000 OTHER 253,826 778,890 634,030 TRANSFER IN 34,651 0 0 TOTAL 290-LIBRARY FUND $ 5,375,735 $ 5,991,700 $ 5,981,960 TOTAL OPERATING BUDGET $ 130,562,960 $ 136,838,510 $ 148,127,510 Fiscal Year 2021/22 Preliminary Budget Page 135 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 001 -GENERAL FUND TAXES 4101 Property Taxes-CY Sec/Unsec $ 4,788,733 $ 5,190,970 $ 5,345,030 4102 Property Taxes-CY Unsecured 177,491 0 0 4103 Property Taxes-PY Sec&Unsec 71,805 94,790 77,280 4104 Property Taxes-Penalties/Int. 46,538 55,960 50,080 4105 Property Taxes-Supplemental 124,553 165,520 129,830 4106 Property Taxes-Unitary 872,315 875,930 923,350 4107 Property Transfer Tax 1,078,268 1,155,040 1,154,480 4111 Property Tax In-Lieu of VLF 20,243,860 21,079,930 21,903,200 4113 Property Tax-Post RDA Res Blc 2,409,893 2,543,990 2,590,090 4120 Sales and Use Tax 28,876,506 28,190,420 31,231,780 4121 Prop 172-Half Cent Sales Tax 603,960 554,160 735,370 4125 Transient Occupancy Tax 3,511,232 1,835,530 3,420,000 4126 Admissions Tax 3,728 5,320 1,360 4130 Franchise Fee-Gas&Electric 2,486,634 2,571,250 2,600,620 4131 Franchise Fee-Resid.Refuse 1,164,019 1,226,790 1,279,860 4132 Franchise Fee-Comm.Refuse 1,863,163 2,098,990 2,070,460 4133 Franchise Fee-Cable 1,552,029 1,548,040 1,621,820 TOTAL TAXES $ 69,874,727 $ 69,192,630 $ 75,134,610 LICENSES&PERMITS 4201 Business Licenses $ 2,887,348 $ 2,670,440 $ 2,670,440 4207 Building Permits 2,099,928 1,500,000 1,590,000 4208 Bldg Pmt-Strong Motion Fees 635 0 0 4209 Mobile Home Permit 5,684 5,950 4,410 4210 Bldg Permits-SB1473(90%to CA) 718 840 840 4215 Animal Licenses 247,304 351,740 270,000 4216 Parking Permits 490 400 1,630 4220 Other Licenses&Permits 1,434 1,960 330 4231 Business Licenses-P/Y 10,920 11,560 4,040 4232 Business Licenses-Penalties 111,951 97,690 24,230 TOTAL LICENSES&PERMITS $ 5,366,412 $ 4,640,580 $ 4,565,920 FINES& f RF EITURE5 4301 Vehicle Code Fines $ 0 $ 0 $ 92,350 4302 Parking Citations 166,634 459,470 450,010 4306 Vehicle Release Fees 126,180 135,010 136,670 4307 Citation Proof of Corr Fees 3,345 4,990 4,310 4308 General Ordinance Fines 225,993 214,950 177,600 4309 False Alarm Fees 58,875 63,330 64,110 4313 Other Fines&Forfeitures 123,713 147,570 79,700 TOTAL FINES&FORFEITURES $ 704,740 $ 1,025,320 $ 1,004,750 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 312,074 $ 304,650 $ 205,330 4402 Unrealized Gain 170,612 0 0 4403 Restricted-Interest Earnings 163,942 0 0 4419 Other Rental/Lease Income 28,114 28,810 29,640 Fiscal Year 2021/22 Preliminary Budget Page 136 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4431 Special Event Rental-ActiveNet 0 13,000 13,000 4439 Other Rental/Lease Inc.-ANet 0 1,413,120 1,280,030 4440 Sale of Fixed Assets 75,954 50,070 25,990 TOTAL USE OF MONEY&PROPERTY $ 750,696 $ 1,809,650 $ 1,553,990 CHARGES FOR:SERVICFS 4501 Plan Check Fees $ 1,341,826 $ 1,287,500 $ 1,287,500 4508 Planning Fees 1,000,637 825,000 825,000 4509 Planning-Special Services Fee 228,732 220,000 500,000 4510 Engineering Fees 1,320,397 1,280,000 1,280,000 4523 Web Sales Fees 0 87,080 87,080 4554 Park Maintenance Fees 132 0 0 4560 Fingerprint Fees 7,954 10,530 1,440 4564 Returned Item Charge 473 770 1,060 4570 Sale of Printed Material 10,603 11,380 8,960 4571 Sale of Taxable Items 2 0 0 4581 Ticket Sales 0 862,040 862,040 4591 Recreation Fees-ActiveNet 0 1,882,470 1,884,470 4592 Sale of Tax Items-ActiveNet 0 25,350 25,350 4596 Advertising Revenue-ActiveNet 0 3,750 3,750 4630 Animal Adoption Fees 124,786 130,000 130,000 4631 Animal Spay/Neuter Fees 15,445 17,000 16,000 4633 Animal Boarding Fees 7,938 7,000 7,000 4634 Animal Impound Fees 17,604 18,000 18,000 4636 Owner Surrender Fees 14,870 15,000 15,000 4638 Microchipping Fee 5,640 7,500 7,500 4640 Vaccination Services 9,511 6,500 6,500 4680 Towing Services Agreement Fees 361,800 360,000 399,000 TOTAL CHARGES FOR SERVICES $ 4,468,350 $ 7,056,870 $ 7,365,650 INTERC Y R MENTA 4701 Motor Vehicle In-Lieu Fees $ 141,996 $ 143,760 $ 145,530 4710 Homeowners Property Tax Relief 71,478 72,370 69,050 4740 Grant Income-Other 13,200 0 0 TOTAL INTERGOVERNMENTAL $ 226,674 $ 216,130 $ 214,580 OTHER 4901 Other Revenue $ 1,205,942 $ 949,060 $ 1,030,300 4903 Animal Center Contributions 744 65,000 65,000 4905 Contributions/Fundraising 83,790 44,000 26,000 4911 Reimbursement from Other Funds 500,784 1,066,890 996,410 4913 State Mandate Reimbursement 57,734 74,900 59,870 4914 Non-Abated Reimbursements 818,414 376,090 360,590 4917 RDASA Admin Allowance 250,000 250,000 250,000 4918 Housing SA Admin Allowance 200,000 200,000 200,000 4923 Misc.Other Financing Sources 155,722 0 0 4941 Other Revenue-ActiveNet 0 226,940 226,940 4945 Contrib/Fundraising-ActiveNet 0 258,890 258,890 4946 Processing Fee-ActiveNet 754 124,000 124,000 Fiscal Year 2021/22 Preliminary Budget Page 137 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL OTHER $ 3,273,884 $ 3,635,770 $ 3,598,000 TRANSFER-IN 8006 Transfer In-Fund 006 $ 64,720 $ 90,510 $ 90,510 8188 Transfer In-Fund 188 218,390 218,390 218,390 8705 Transfer In-Municipal Utility 1,407,380 1,508,650 1,414,010 TOTAL TRANSFER IN $ 1,690,490 $ 1,817,550 $ 1,722,910 TOTAL 001-GENERAL FUND $ 86,355,973 $ 89,394,500 $ 95,160,410 281-FIRE FUND TAXES 4101 Property Taxes-CY Sec/Unsec $ 18,322,029 $ 18,925,460 $ 20,437,340 4102 Property Taxes-CY Unsecured 666,878 705,560 0 4103 Property Taxes-PY Sec&Unsec 279,550 366,590 300,880 4104 Property Taxes-Penalties/Int. 104,090 114,070 89,630 4105 Property Taxes-Supplemental 465,445 619,180 500,950 4106 Property Taxes-Unitary 663,173 666,640 758,030 4110 Homeowners Exemption 165,694 165,690 158,950 4112 Property Tax-Post RDA 6,674,442 8,905,710 13,129,690 TOTAL TAXES $ 27,341,301 $ 30,468,900 $ 35,375,470 LICENSES&PERMITS 4211 Fire Permits $ 6,516 $ 16,500 $ 16,500 TOTAL LICENSES&PERMITS $ 6,516 $ 16,500 $ 16,500 FINES&FORFEITURES 4309 False Alarm Fees $ 272 $ 20,000 $ 20,000 4313 Other Fines&Forfeitures 2,000 8,000 8,000 4316 Weed Abatement 191,934 90,000 120,000 TOTAL FINES&FORFEITURES $ 194,206 $ 118,000 $ 148,000 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 476,213 $ 444,870 $ 126,690 4402 Unrealized Gain 193,094 0 0 4403 Restricted-Interest Earnings 489,717 0 0 4419 Other Rental/Lease Income 119,510 105,770 108,340 4440 Sale of Fixed Assets 23,276 0 0 TOTAL USE OF MONEY&PROPERTY $ 1,301,810 $ 550,640 $ 235,030 CHARGES IffR RV 'E 4501 Plan Check Fees $ 0 $ 100 $ 100 4548 D.U.I.Recovery 0 100 100 4549 Hazmat Recovery 17 100 100 4553 Fire Maintenance Fees 612 1,500 1,500 TOTAL CHARGES FOR SERVICES $ 629 $ 1,800 $ 1,800 INTERGOVERNMENTAL 4740 Grant Income-Other $ 14,000 $ 0 $ 0 Fiscal Year 2021/22 Preliminary Budget Page 138 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL INTERGOVERNMENTAL $ 14,000 $ 0 $ 0 THER 4901 Other Revenue $ (94,759) $ 8,800 $ 8,800 4911 Reimbursement from Other Funds 0 0 50,000 4913 State Mandate Reimbursement 152 0 0 4914 Non-Abated Reimbursements 477,907 570,000 824,000 4916 Reimbursement from OPEB Trust 840,883 981,290 1,384,790 4941 Other Revenue-ActiveNet 4,024 6,040 6,040 TOTAL OTHER $ 1,228,207 $ 1,566,130 $ 2,273,630 TOTAL 281-FIRE FUND $ 30,086,669 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 TAXES 4101 Property Taxes-CY Sec/Unsec $ 6,066,713 $ 6,181,280 $ 6,282,130 4103 Property Taxes-PY Sec&Unsec 34,266 6,700 29,970 4104 Property Taxes-Penalties/Int. 7,584 4,440 7,710 TOTAL TAXES $ 6,108,563 $ 6,192,420 $ 6,319,810 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 83,356 $ 69,900 $ 20,850 4402 Unrealized Gain 21,959 0 0 TOTAL USE OF MONEY&PROPERTY $ 105,315 $ 69,900 $ 20,850 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 700 $ 0 $ 0 TOTAL CHARGES FOR SERVICES $ 700 $ 0 $ 0 OTHER 4901 Other Revenue $ (144) $ 0 $ 0 TOTAL OTHER $ (144) $ 0 $ 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,214,434 $ 6,262,320 $ 6,340,660 283-COMMUNITY FACILITIES DIST 88-1 TAXES 4101 Property Taxes-CY Sec/Unsec $ 409,115 $ 410,700 $ 411,460 4103 Property Taxes-PY Sec&Unsec 13,725 16,050 5,680 4104 Property Taxes-Penalties/Int. 3,420 4,340 1,710 TOTAL TAXES $ 426,260 $ 431,090 $ 418,850 USE OF MONEY& PROPERTY 4402 Unrealized Gain $ 50 $ 0 $ 0 TOTAL USE OF MONEY&PROPERTY $ 50 $ 0 $ 0 TRANSFER IN 8281 Transfer In-Fire Fund $ 21103,840 $ 2,036,930 $ 2,175,200 Fiscal Year 2021/22 Preliminary Budget Page 139 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL TRANSFER IN $ 2,103,840 $ 2,036,930 $ 2,175,200 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,530,150 $ 2,468,020 $ 2,594,050 290-LIBRARY FUND TAXES 4101 Property Taxes-CY Sec/Unsec $ 4,365,901 $ 4,529,110 $ 4,806,370 4102 Property Taxes-CY Unsecured 97,433 102,420 104,840 4103 Property Taxes-PY Sec&Unsec 39,417 52,040 42,420 4105 Property Taxes-Supplemental 68,373 90,860 73,570 4113 Property Tax-Post RDA Res Blc 140,340 140,340 140,340 TOTAL TAXES $ 4,711,464 $ 4,914,770 $ 5,167,540 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 134,064 $ 109,440 $ 76,360 4402 Unrealized Gain 55,490 0 0 4419 Other Rental/Lease Income 6,802 5,000 5,000 TOTAL USE OF MONEY&PROPERTY $ 196,356 $ 114,440 $ 81,360 CHARGES FOR SERVICES 4512 Library Card&Merchndse Sales $ 2,755 $ 5,000 $ 2,500 4515 Interlibrary Loan(ILL) 81 0 0 4565 Passport Processing Fees 98,982 120,000 60,000 4567 Passport Photo Fees 16,943 20,000 5,000 4570 Sale of Printed Material 19,329 24,000 10,000 4575 Exhibit Sales 0 6,500 0 4591 Recreation Fees-ActiveNet 6,195 300 150 4690 Contract Classes-Library 8,644 5,000 3,380 4691 Program Revenue-Library 3,427 2,800 0 TOTAL CHARGES FOR SERVICES $ 156,356 $ 183,600 $ 81,030 INTERGOVERNMENTAL 4740 Grant Income-Other $ 23,083 $ 0 $ 18,000 TOTAL INTERGOVERNMENTAL $ 23,083 $ 0 $ 18,000 OTHER 4901 Other Revenue $ 60,137 $ 50,420 $ 50,000 4907 Private Contributions Library 140,000 130,000 50,000 4909 RC Library Foundation Support 37,200 574,610 523,000 4914 Non-Abated Reimbursements 10,804 15,000 7,500 4941 Other Revenue-ActiveNet 167 460 80 4946 Processing Fee-ActiveNet 5,518 8,400 3,450 TOTAL OTHER $ 253,826 $ 778,890 $ 634,030 TRANSFER IN 8301 Transfer In-Fund 301 $ 34,651 $ 0 $ 0 TOTAL TRANSFER IN $ 34,651 $ 0 $ 0 Fiscal Year 2021/22 Preliminary Budget Page 140 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 290-LIBRARY FUND $ 5,375,736 S 5,991,700 $ 5,981,960 TOTAL OPERATING BUDGET $ 130,562,962 $ 136,838,510 $ 148,127,510 Fiscal Year 2021/22 Preliminary Budget Page 141 City of Rancho Cucamonga, California Revenue Summary by Category All Funds Fiscal Year 2021/22 Preliminary Budget Other Development Fees 3.09% 3.66% Transfer In 4.16% Intergovernmental 17.64% Taxes 57.94% Charges for Services 8.96% Use of Money& Property 2.27% Fines&Forfeitures 0.46% Licenses&Permits 1.81% Taxes $ 149,536,780 Licenses & Permits 4,674,740 Fines & Forfeitures 1,187,850 Use of Money& Property 5,866,910 Charges for Services 23,133,320 Intergovernmental 45,539,520 Development Fees 9,449,930 Other 7,983,210 Transfer In 10,735,290 Total All Funds Budget $ 258,107,550 Fiscal Year 2021/22 Preliminary Budget Page 142 City of Rancho Cucamonga Revenue Summary by Category All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA TAXES $ 91,254,948 $ 91,492,520 $ 97,572,520 LICENSES&PERMITS 5,556,268 4,892,900 4,658,240 FINES&FORFEITURES 766,416 1,151,200 1,039,850 USE OF MONEY&PROPERTY 9,580,326 7,575,930 5,432,220 CHARGES FOR SERVICES 20,541,053 22,262,340 23,131,460 INTERGOVERNMENTAL 17,604,470 28,291,160 45,539,520 DEVELOPMENT FEES 9,065,401 5,104,910 9,449,930 OTHER 9,681,247 5,771,950 5,709,580 TRANSFER IN 11,180,301 7,745,770 8,560,090 TOTAL CITY OF RANCHO CUCAMONGA $ 175,230,430 $ 174,288,680 $ 201,093,410 R.C.FIRE PROTECTION DISTRICT TAXES $ 42,496,883 $ 44,437,590 $ 51,964,260 LICENSES&PERMITS 6,516 16,500 16,500 FINES&FORFEITURES 194,207 118,000 148,000 USE OF MONEY&PROPERTY 2,392,522 1,289,790 434,690 CHARGES FOR SERVICES 1,384 2,300 1,860 INTERGOVERNMENTAL 14,000 0 0 OTHER 1,229,129 1,583,130 2,273,630 TRANSFER IN 2,133,505 2,036,930 2,175,200 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,468,146 $ 49,484,240 $ 57,014,140 TOTAL ALL FUNDS BUDGET $ 223,698,576 $ 223,772,920 $ 258,107,550 Fiscal Year 2021/22 Preliminary Budget Page 143 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA 001 -GENERAL FUND 4101 Property Taxes-CY Sec/Unsec $ 4,788,733 $ 5,190,970 $ 5,345,030 4102 Property Taxes-CY Unsecured 177,491 0 0 4103 Property Taxes-PY Sec&Unsec 71,805 94,790 77,280 4104 Property Taxes-Penalties/Int. 46,538 55,960 50,080 4105 Property Taxes-Supplemental 124,553 165,520 129,830 4106 Property Taxes-Unitary 872,315 875,930 923,350 4107 Property Transfer Tax 1,078,268 1,155,040 1,154,480 4111 Property Tax In-Lieu of VLF 20,243,860 21,079,930 21,903,200 4113 Property Tax-Post RDA Res Blc 2,409,893 2,543,990 2,590,090 4120 Sales and Use Tax 28,876,506 28,190,420 31,231,780 4121 Prop 172-Half Cent Sales Tax 603,960 554,160 735,370 4125 Transient Occupancy Tax 3,511,232 1,835,530 3,420,000 4126 Admissions Tax 3,728 5,320 1,360 4130 Franchise Fee-Gas&Electric 2,486,634 2,571,250 2,600,620 4131 Franchise Fee-Resid.Refuse 1,164,019 1,226,790 1,279,860 4132 Franchise Fee-Comm.Refuse 1,863,163 2,098,990 2,070,460 4133 Franchise Fee-Cable 1,552,029 1,548,040 1,621,820 4201 Business Licenses 2,887,348 2,670,440 2,670,440 4207 Building Permits 2,099,928 1,500,000 1,590,000 4208 Bldg Pmt-Strong Motion Fees 635 0 0 4209 Mobile Home Permit 5,684 5,950 4,410 4210 Bldg Permits-SB1473(90%to CA) 718 840 840 4215 Animal Licenses 247,304 351,740 270,000 4216 Parking Permits 490 400 1,630 4220 Other Licenses&Permits 1,434 1,960 330 4231 Business Licenses-P/Y 10,920 11,560 4,040 4232 Business Licenses-Penalties 111,951 97,690 24,230 4301 Vehicle Code Fines 0 0 92,350 4302 Parking Citations 166,634 459,470 450,010 4306 Vehicle Release Fees 126,180 135,010 136,670 4307 Citation Proof of Corr Fees 3,345 4,990 4,310 4308 General Ordinance Fines 225,993 214,950 177,600 4309 False Alarm Fees 58,875 63,330 64,110 4313 Other Fines&Forfeitures 123,713 147,570 79,700 4401 Interest Earnings 312,074 304,650 205,330 4402 Unrealized Gain 170,612 0 0 4403 Restricted-Interest Earnings 163,942 0 0 4419 Other Rental/Lease Income 28,114 28,810 29,640 4431 Special Event Rental-ActiveNet 0 13,000 13,000 4439 Other Rental/Lease Inc.-ANet 0 1,413,120 1,280,030 4440 Sale of Fixed Assets 75,954 50,070 25,990 4501 Plan Check Fees 1,341,826 1,287,500 1,287,500 4508 Planning Fees 1,000,637 825,000 825000 4509 Planning-Special Services Fee 228,732 220,000 500:000 4510 Engineering Fees 1,320,397 1,280,000 1,280,000 4523 Web Sales Fees 0 87,080 87,080 4554 Park Maintenance Fees 132 0 0 Fiscal Year 2021/22 Preliminary Budget Page 144 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4560 Fingerprint Fees 7,954 10,530 1,440 4564 Returned Item Charge 473 770 1,060 4570 Sale of Printed Material 10,603 11,380 8,960 4571 Sale of Taxable Items 2 0 0 4581 Ticket Sales 0 862,040 862,040 4591 Recreation Fees-ActiveNet 0 1,882,470 1,884,470 4592 Sale of Tax Items-ActiveNet 0 25,350 25,350 4596 Advertising Revenue-ActiveNet 0 3,750 3,750 4630 Animal Adoption Fees 124,786 130,000 130,000 4631 Animal Spay/Neuter Fees 15,445 17,000 16,000 4633 Animal Boarding Fees 7,938 7,000 7,000 4634 Animal Impound Fees 17,604 18,000 18,000 4636 Owner Surrender Fees 14,870 15,000 15,000 4638 Microchipping Fee 5,640 7,500 7,500 4640 Vaccination Services 9,511 6,500 6,500 4680 Towing Services Agreement Fees 361,800 360,000 399,000 4701 Motor Vehicle In-Lieu Fees 141,996 143,760 145,530 4710 Homeowners Property Tax Relief 71,478 72,370 69,050 4740 Grant Income-Other 13,200 0 0 4901 Other Revenue 1,205,942 949,060 1,030,300 4903 Animal Center Contributions 744 65,000 65,000 4905 Contributions/Fundraising 83,790 44,000 26,000 4911 Reimbursement from Other Funds 500,784 1,066,890 996,410 4913 State Mandate Reimbursement 57,734 74,900 59,870 4914 Non-Abated Reimbursements 818,414 376,090 360,590 4917 RDASA Admin Allowance 250,000 250,000 250,000 4918 Housing SA Admin Allowance 200,000 200,000 200,000 4923 Misc.Other Financing Sources 155,722 0 0 4941 Other Revenue-ActiveNet 0 226,940 226,940 4945 Contrib/Fundraising-ActiveNet 0 258,890 258890 4946 Processing Fee-ActiveNet 754 124,000 124:000 8006 Transfer In-Fund 006 64,720 90,510 90,510 8188 Transfer In-Fund 188 218,390 218,390 218,390 8705 Transfer In-Municipal Utility 1,407,380 1,508,650 1,414,010 TOTAL 001-GENERAL FUND $ 86,355,973 $ 89,394,500 $ 95,160,410 003-REIMB ST/COUNTY PARKING CIT 4303 Parking Cit Surcharge-State $ 4,216 $ 5,090 $ 7,390 4304 Parking Cit Surchrge-County 3,950 5,130 5,550 4305 Parking Cit Surcharge-Cnty Crt 11,860 13,930 22,160 4402 Unrealized Gain 44 0 0 4901 Other Revenue 77,420 87,180 74,550 TOTAL 003-REIMB ST/COUNTY PARKING CIT $ 97,490 $ 111,330 $ 109,650 006-CVWD REIMBURSEMENTS 4402 Unrealized Gain $ 5,303 $ 0 $ 0 4518 General Plan Update Fee (70) 0 0 4745 Other Intergov'tl Reimbursemnt 485,277 443,900 633,470 Fiscal Year 2021/22 Preliminary Budget Page 145 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 006-CVWD REIMBURSEMENTS $ 490,510 $ 443,900 $ 633,470 008-CNTY OF S.B.REIMBURSEMENTS + 4402 Unrealized Gain $ 179 $ 0 $ 0 TOTAL 008-CNTY OF S.B.REIMBURSEMENTS $ 179 $ 0 $ 0 016-COMM DEV TECHNICAL SRVCS FUND 4401 Interest Earnings $ 102,186 $ 100,220 $ 54,720 4402 Unrealized Gain 35,803 0 0 4518 General Plan Update Fee 328,845 263,860 333,110 4901 Other Revenue 2,397 0 0 4914 Non-Abated Reimbursements 43,566 0 0 TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 512,797 $ 364,080 $ 387,830 017-LAW ENFORCEMENT RESERVE 4401 Interest Earnings $ 173,344 $ 186,530 $ 68,850 4402 Unrealized Gain 53,735 0 0 8370 Trsf In-Fd 370 15,351 0 0 8373 Trsf In-Fd 373 12,042 0 0 TOTAL 017-LAW ENFORCEMENT RESERVE $ 254,472 $ 186,530 $ 68,850 018-TRAFFIC SAFETY 4301 Vehicle Code Fines $ 40,029 $ 101,730 $ 0 4402 Unrealized Gain 261 0 0 4911 Reimbursement from Other Funds 0 0 238,300 4914 Non-Abated Reimbursements 0 0 101,050 8001 Transfer In-General Fund 304,520 10,270 0 TOTAL 018-TRAFFIC SAFETY $ 344,810 $ 112,000 $ 339,350 020-CITY TECHNOLOGY FEE FUND 4401 Interest Earnings $ 33,277 $ 33,190 $ 21,190 4402 Unrealized Gain 13,016 0 0 4517 Technology Fee-Permit 335,025 265,400 313,920 TOTAL 020-CITY TECHNOLOGY FEE FUND $ 381,318 $ 298,590 $ 335,110 022-MOBILE HOME PARK PROGRAM 4218 Mobile Home Lot Fees-City $ 14,916 $ 14,910 $ 14,910 4219 Mobile Home Lot Fees-State 16,710 16,710 16,710 4401 Interest Earnings 3,585 3,380 2,200 4402 Unrealized Gain 1,375 0 0 4901 Other Revenue 1,120 1,120 1,120 TOTAL 022-MOBILE HOME PARK PROGRAM $ 37,706 $ 36,120 $ 34,940 023-SB1186 CERT ACCESS SPEC PROG 4401 Interest Earnings $ 2,403 $ 2,260 $ 1,730 4402 Unrealized Gain 1,029 0 0 4650 SB1186 Cert Access Spec Prog 41,303 40,390 40,390 TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 44,735 $ 42,650 $ 42,120 Fiscal Year 2021/22 Preliminary Budget Page 146 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 025-CAPITAL RESERVE 4401 Interest Earnings $ 1,185,488 $ 1,155,040 $ 784,100 4402 Unrealized Gain 367,223 0 0 4901 Other Revenue 20,220 50,210 0 4911 Reimbursement from Other Funds 96,470 75,000 10,000 4914 Non-Abated Reimbursements 12,662 0 0 8001 Transfer In-General Fund 1,175,000 725,000 1,220,460 8250 Transfer In Recreation Service 1,831,277 0 0 8255 Transfer In-VGCC 377,166 0 0 TOTAL 025-CAPITAL RESERVE $ 5,065,506 $ 2,005,250 $ 2,014,560 073-BENEFITS CONTINGENCY 4401 Interest Earnings $ 54,796 $ 50,080 $ 39,130 4402 Unrealized Gain 17,255 0 0 TOTAL 073-BENEFITS CONTINGENCY $ 72,051 $ 50,080 $ 39,130 100-ASSESSMENT DISTRICTS ADMIN 4401 Interest Earnings $ 11,717 $ 9,920 $ 8,220 4402 Unrealized Gain 4,752 0 0 4901 Other Revenue 1,007,120 1,009,520 960,180 TOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 1,023,589 $ 1,019,440 $ 968,400 101-AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 3,543 $ 3,260 $ 180 4402 Unrealized Gain 67 0 0 TOTAL 101 -AD 93-1 MASI COMMERCE CENTER $ 3,610 $ 3,260 $ 180 105-AB2766 AIR QUALITY IMPROVEMENT 4401 Interest Earnings $ 11,710 $ 15,790 $ 7,570 4402 Unrealized Gain 5,321 0 0 4740 Grant Income-Other 227,555 238,130 232,440 TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 244,586 $ 253,920 $ 240,010 106-MSRC AIR POLLUTION REDUCT GRNT 4740 Grant Income-Other $ 0 $ 30,000 $ 0 TOTAL 106-MSRC AIR POLLUTION REDUCT GRNT $ 0 $ 30,000 $ 0 109-PUBLIC ART TRUST FUND 4401 Interest Earnings $ 1,239 $ 2,760 $ 4,680 4402 Unrealized Gain 1,151 0 0 4809 In Lieu Fees 136,289 0 100,000 TOTAL 109-PUBLIC ART TRUST FUND $ 138,679 $ 2,760 $ 104,680 110-BEAUTIFICATION 4401 Interest Earnings $ 12,097 $ 14,750 $ 7,060 4402 Unrealized Gain 3,886 0 0 TOTAL 110-BEAUTIFICATION $ 15,983 $ 14,750 $ 7,060 III-PARK LAND ACQUISITION Fiscal Year 2021/22 Preliminary Budget Page 147 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4401 Interest Earnings $ 71,129 $ 70,940 $ 54,420 4402 Unrealized Gain 30,462 0 0 4818 Park Land Acq Impact Fee 1,029,923 700,000 1,000,000 TOTAL 111-PARK LAND ACQUISITION $ 1,131,514 $ 770,940 $ 1,054,420 112-DRAINAGE FAC/GENERAL 4401 Interest Earnings $ 75,433 $ 73,000 $ 33,050 4402 Unrealized Gain 31,007 0 0 4806 Storm Drain Fees 602,499 100,000 500,000 TOTAL 112-DRAINAGE FAC/GENERAL $ 708,939 $ 173,000 $ 533,050 113-COMMUNITY/REC CENTER DEVELPMNT 4401 Interest Earnings $ 26,518 $ 26,570 $ 19,430 4402 Unrealized Gain 10,976 0 0 4822 Community/Rec Ctr Impact Fee 362,663 310,730 520,000 TOTAL 113-COMMUNITY/REC CENTER DEVELPMNT $ 400,157 $ 337,300 $ 539,430 114-DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 4,658 $ 5,280 $ 3,090 4402 Unrealized Gain 1,911 0 0 4807 Secondary Regional Fee 14,430 0 0 TOTAL 114-DRAINAGE-ETIWANDA/SAN SEVAINE $ 20,999 $ 5,280 $ 3,090 115-HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ 7,075 $ 0 $ 0 TOTAL 115-HENDERSON/WARDMAN DRAINAGE $ 7,075 $ 0 $ 0 116-ETIWANDA DRAINAGE 4401 Interest Earnings $ 40,386 $ 39,510 $ 23,880 4402 Unrealized Gain 14,898 0 0 TOTAL 116-ETIWANDA DRAINAGE $ 55,284 $ 39,510 $ 23,880 118-UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 11,721 $ 11,860 $ 7,030 4402 Unrealized Gain 4,340 0 0 TOTAL 118-UPPER ETIWANDA DRAINAGE $ 16,061 $ 11,860 $ 7,030 119-PARK IMPROVEMENT 4401 Interest Earnings $ 38,825 $ 36,330 $ 28,700 4402 Unrealized Gain 16,185 0 0 4819 Park Improvement Impact Fee 528,838 200,000 800,000 TOTAL 119-PARK IMPROVEMENT $ 583,848 $ 236,330 $ 828,700 120-PARK DEVELOPMENT 4401 Interest Earnings $ 157,563 $ 160,580 $ 92,700 4402 Unrealized Gain 58,112 0 0 TOTAL 120-PARK DEVELOPMENT $ 215,675 $ 160,580 $ 92,700 122-SOUTH ETIWANDA DRAINAGE Fiscal Year 2021/22 Preliminary Budget Page 148 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4401 Interest Earnings $ 21,857 $ 21,650 $ 12,840 4402 Unrealized Gain 7,943 0 0 TOTAL 122-SOUTH ETIWANDA DRAINAGE $ 29,800 $ 21,650 $ 12,840 123-LIBRARY IMPACT FEE 4401 Interest Earnings $ 15,626 $ 15,550 $ 10,630 4402 Unrealized Gain 6,236 0 0 4814 Library Impact Fee 152,220 107,080 215,540 TOTAL 123-LIBRARY IMPACT FEE $ 174,082 $ 122,630 $ 226,170 124-TRANSPORTATION 4401 Interest Earnings $ 659,879 $ 603,270 $ 453,220 4402 Unrealized Gain 268,476 0 0 4745 Other Intergov'tl Reimbursemnt 296,647 0 0 4820 Regional Transportation Fee 2,146,964 1,250,000 2,500,000 4821 Local Transportation Fee 3,517,848 2,000,000 3,300,000 TOTAL 124-TRANSPORTATION $ 6,889,814 $ 3,853,270 $ 6,253,220 125-ANIMAL CENTER IMPACT FEE 4401 Interest Earnings $ 2,976 $ 3,050 $ 2,100 4402 Unrealized Gain 1,193 0 0 4815 Animal Center Impact Fee 28,365 23,100 45,130 TOTAL 125-ANIMAL CENTER IMPACT FEE $ 32,534 $ 26,150 $ 47,230 126-LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 12,508 $ 12,600 $ 8,150 4402 Unrealized Gain 5,128 0 0 4807 Secondary Regional Fee 59,568 0 0 TOTAL 126-LOWER ETIWANDA DRAINAGE $ 77,204 $ 12,600 $ 8,150 127-POLICE IMPACT FEE 4401 Interest Earnings $ 11,655 $ 11,930 $ 7,980 4402 Unrealized Gain 4,678 0 0 4816 Police Impact Fee 117,280 102,000 157,260 TOTAL 127-POLICE IMPACT FEE $ 133,613 $ 113,930 $ 165,240 128-ETIWANDA NO.EQUESTRIAN FACIL. 4401 Interest Earnings $ 13,878 $ 14,060 $ 8,320 4402 Unrealized Gain 5,164 0 0 TOTAL 128-ETIWANDA NO.EQUESTRIAN FACIL. $ 19,042 $ 14,060 $ 8,320 129-UNDERGROUND UTILITIES 4401 Interest Earnings $ 213,184 $ 219,590 $ 131,020 4402 Unrealized Gain 81,160 0 0 4813 Underground Utilities Fee 104,124 90,000 90,000 TOTAL 129-UNDERGROUND UTILITIES $ 398,468 $ 309,590 $ 221,020 130-LMD#1 GENERAL CITY 4101 Property Taxes-CY Sec/Unsec $ 1,238,066 $ 1,235,240 $ 1,238,160 Fiscal Year 2021/22 Preliminary Budget Page 149 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4103 Property Taxes-PY Sec&Unsec 9,309 10,200 9,410 4104 Property Taxes-Penalties/Int. 2,758 2,870 2,810 4401 Interest Earnings 29,935 29,550 15,180 4402 Unrealized Gain 10,939 0 0 4419 Other Rental/Lease Income 29,102 27,070 28,270 4554 Park Maintenance Fees 1,315 4,500 3,050 4555 Sports Field User Grp Rentals 0 280 110 4556 Sports Lighting Fees 8,365 10,500 9,730 4901 Other Revenue 0 100 100 8001 Transfer In-General Fund 136,000 36,300 36,610 8025 Transfer In-Capital Rsry Fund 14,800 0 0 8876 Transfer In-CFD Empire Lakes 0 2,710 26,440 TOTAL 130-LMD#1 GENERAL CITY $ 1,480,589 $ 1,359,320 $ 1,369,870 131-LMD#2 VICTORIA 4101 Property Taxes-CY Sec/Unsec $ 3,532,774 $ 3,695,760 $ 3,697,410 4103 Property Taxes-PY Sec&Unsec 28,574 19,520 21,810 4104 Property Taxes-Penalties/Int. 8,579 5,000 5,600 4401 Interest Earnings 85,332 71,600 47,960 4402 Unrealized Gain 34,791 0 0 4554 Park Maintenance Fees 733 1,800 960 4901 Other Revenue 1,605 0 0 8001 Transfer In-General Fund 323,730 314,280 303,270 TOTAL 131-LMD#2 VICTORIA $ 4,016,118 $ 4,107,960 $ 4,077,010 132-LMD#3A HYSSOP 4101 Property Taxes-CY Sec/Unsec $ 3,517 $ 3,690 $ 0 4401 Interest Earnings 657 630 0 4402 Unrealized Gain 216 0 0 TOTAL 132-LMD#3A HYSSOP $ 4,390 $ 4,320 $ 0 133-LMD#311 MEDIANS 4101 Property Taxes-CY Sec/Unsec $ 805,009 $ 807,690 $ 815,820 4103 Property Taxes-PY Sec&Unsec 8,795 10,420 8,230 4104 Property Taxes-Penalties/Int. 1,729 1,210 1,380 4216 Parking Permits 157,780 220,000 60,000 4401 Interest Earnings 46,729 44,140 26,700 4402 Unrealized Gain 17,727 0 0 4901 Other Revenue 174 340 100 TOTAL 133-LMD#311 MEDIANS $ 1,037,943 $ 1,083,800 $ 912,230 134-LMD#4R TERRA VISTA 4101 Property Taxes-CY Sec/Unsec $ 2,799,175 $ 2,779,590 $ 2,772,040 4103 Property Taxes-PY Sec&Unsec 8,039 8,630 8,600 4104 Property Taxes-Penalties/Int. 1,645 2,110 2,150 4401 Interest Earnings 133,897 121,820 79,250 4402 Unrealized Gain 54,091 0 0 4554 Park Maintenance Fees 151 770 490 4555 Sports Field User Grp Rentals 0 150 110 Fiscal Year 2021/22 Preliminary Budget Page 150 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 134-LMD#4R TERRA VISTA $ 2,996,998 $ 2,913,070 $ 2,862,640 135-LMD#5 ANDOVER 4101 Property Taxes-CY Sec/Unsec $ 2,493 $ 2,470 $ 2,500 4401 Interest Earnings 602 550 340 4402 Unrealized Gain 197 0 0 TOTAL 135-LMD#5 ANDOVER $ 3,292 $ 3,020 $ 2,840 136-LMD#6R CARYN COMMUNITY 4101 Property Taxes-CY Sec/Unsec $ 521,279 $ 535,960 $ 548,870 4103 Property Taxes-PY Sec&Unsec 4,434 3,970 3,970 4104 Property Taxes-Penalties/Int. 1,035 1,600 1,340 4401 Interest Earnings 14,644 12,820 8,690 4402 Unrealized Gain 6,038 0 0 8001 Transfer In-General Fund 43,680 39,010 40,090 TOTAL 136-LMD#6R CARYN COMMUNITY $ 591,110 $ 593,360 $ 602,960 137-LMD#7 NORTH ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 937,256 $ 937,780 $ 939,910 4103 Property Taxes-PY Sec&Unsec 8,606 10,300 9,190 4104 Property Taxes-Penalties/Int. 1,596 2,640 2,350 4401 Interest Earnings 28,345 23,360 14,600 4402 Unrealized Gain 10,704 0 0 4419 Other Rental/Lease Income 55,239 48,630 42,860 4554 Park Maintenance Fees 886 1,500 1,250 4556 Sports Lighting Fees 2,905 3,300 3,180 TOTAL 137-LMD#7 NORTH ETIWANDA $ 1,045,537 $ 1,027,510 $ 1,013,340 138-LMD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 34,109 $ 33,920 $ 33,920 4103 Property Taxes-PY Sec&Unsec 152 310 250 4104 Property Taxes-Penalties/Int. 33 20 120 4401 Interest Earnings 1,500 1,450 810 4402 Unrealized Gain 577 0 0 TOTAL 138-LMD#8 SOUTH ETIWANDA $ 36,371 $ 35,700 $ 35,100 139-LMD#9 LOWER ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 673,606 $ 939,690 $ 671,200 4103 Property Taxes-PY Sec&Unsec 1,911 860 1,080 4104 Property Taxes-Penalties/Int. 362 320 300 4401 Interest Earnings 26,797 20,640 16,060 4402 Unrealized Gain 10,609 0 0 4554 Park Maintenance Fees 2,939 2,900 2,950 4555 Sports Field User Grp Rentals 0 150 110 TOTAL 139-LMD#9 LOWER ETIWANDA $ 716,224 $ 964,560 $ 691,700 140-LMD#10 RANCHO ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 574,930 $ 590,390 $ 608,110 4103 Property Taxes-PY Sec&Unsec 1,842 5,000 3,840 Fiscal Year 2021/22 Preliminary Budget Page 151 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4104 Property Taxes-Penalties/Int. 306 2,070 1,710 4401 Interest Earnings 27,109 23,320 15,280 4402 Unrealized Gain 10,564 0 0 4419 Other Rental/Lease Income 28,019 25,050 27,220 4554 Park Maintenance Fees 81 230 180 4555 Sports Field User Grp Rentals 0 250 40 4556 Sports Lighting Fees 4,106 3,900 3,970 4901 Other Revenue 0 3,500 100 TOTAL 140-LMD#10 RANCHO ETIWANDA $ 646,957 $ 653,710 $ 660,450 141 -LMD 1 CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 6,058 $ 6,000 $ 4,380 4402 Unrealized Gain 2,651 0 0 8130 Transfer In-Fund 130 90,000 90,000 90,000 8876 Transfer In-CFD Empire Lakes 0 810 7,940 TOTAL 141-LMD 1 CAPITAL REPLACEMENT FUND $ 98,709 $ 96,810 $ 102,320 150-GENERAL CITY STREET LIGHTS 4402 Unrealized Gain 130 0 0 4923 Misc. Other Financing Sources 101,065 0 0 8151 Transfer In-Fund 151 92,628 113,200 113,200 8152 Transfer In-Fund 152 90,679 110,860 110,860 8153 Transfer In-Fund 153 35,951 43,960 43,960 8154 Transfer In-Fund 154 16,694 20,410 20,410 8155 Transfer In-Fund 155 7,931 9,690 9,690 8156 Transfer In-Fund 156 12,413 15,170 15,170 8157 Transfer In-Fund 157 25,123 30,720 30,720 8158 Transfer In-Fund 158 8,854 10,820 10,820 TOTAL 150-GENERAL CITY STREET LIGHTS $ 391,468 $ 354,830 $ 354,830 151-SLD#1 ARTERIAL 4101 Property Taxes-CY Sec/Unsec $ 814,402 $ 820,470 $ 822,180 4103 Property Taxes-PY Sec&Unsec 5,701 5,710 5,400 4104 Property Taxes-Penalties/Int, 1,506 1,550 1,490 4401 Interest Earnings 15,224 13,240 7,200 4402 Unrealized Gain 5,247 0 0 4901 Other Revenue 53,168 0 0 8876 Transfer In-CFD Empire Lakes 0 0 7,940 TOTAL 151-SLD#1 ARTERIAL $ 895,248 $ 840,970 $ 844,210 152-SLD#2 RESIDENTIAL 4101 Property Taxes-CY Sec/Unsec $ 373,434 $ 372,410 $ 373,680 4103 Property Taxes-PY Sec&Unsec 3,224 3,050 3,060 4104 Property Taxes-Penalties/Int. 1,006 970 940 4402 Unrealized Gain 7,635 0 0 8001 Transfer In-General Fund 363,500 317,330 63,610 8876 Transfer In-CFD Empire Lakes 0 1,900 18,510 TOTAL 152-SLD#2 RESIDENTIAL $ 748,799 $ 695,660 $ 459,800 Fiscal Year 2021/22 Preliminary Budget Page 152 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 153-SLD#3 VICTORIA 4101 Property Taxes-CY Sec/Unsec $ 356,911 $ 377,600 $ 377,600 4103 Property Taxes-PY Sec&Unsec 2,752 2,040 2,160 4104 Property Taxes-Penalties/Int. 876 530 570 4401 Interest Earnings 30,425 30,060 18,440 4402 Unrealized Gain 11,633 0 0 TOTAL 153-SLD#3 VICTORIA $ 402,597 $ 410,230 $ 398,770 154-SLD#4 TERRA VISTA 4101 Property Taxes-CY Sec/Unsec $ 165,743 $ 164,740 $ 164,740 4103 Property Taxes-PY Sec&Unsec 557 570 580 4104 Property Taxes-Penalties/Int. 114 150 150 4401 Interest Earnings 11,842 12,360 6,350 4402 Unrealized Gain 3,977 0 0 TOTAL 154-SLD#4 TERRA VISTA $ 182,233 $ 177,820 $ 171,820 155-SLD#5 CARYN COMMUNITY 4101 Property Taxes-CY Sec/Unsec $ 43,748 $ 43,710 $ 43,710 4103 Property Taxes-PY Sec&Unsec 384 370 360 4104 Property Taxes-Penalties/Int. 90 160 130 8001 Transfer In-General Fund 0 0 28,920 TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,222 $ 44,240 $ 73,120 156-SLD#6 INDUSTRIAL AREA 4101 Property Taxes-CY Sec/Unsec $ 132,385 $ 133,100 $ 134,580 4103 Property Taxes-PY Sec&Unsec 1,590 1,600 1,380 4104 Property Taxes-Penalties/Int. 300 370 230 4401 Interest Earnings 9,511 9,150 5,500 4402 Unrealized Gain 3,547 0 0 TOTAL 156-SLD#6 INDUSTRIAL AREA $ 147,333 $ 144,220 $ 141,690 157-SLD#7 NORTH ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 128,553 $ 128,590 $ 128,820 4103 Property Taxes-PY Sec&Unsec 1,025 1,890 1,260 4104 Property Taxes-Penalties/Int. 188 410 350 4401 Interest Earnings 3,111 2,770 2,070 4402 Unrealized Gain 1,308 0 0 8001 Transfer In-General Fund 94,400 89,100 29,400 TOTAL 157-SLD#7 NORTH ETIWANDA $ 228,585 $ 222,760 $ 161,900 158-SLD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 70,736 $ 70,490 $ 70,490 4103 Property Taxes-PY Sec&Unsec 309 550 470 4104 Property Taxes-Penalties/Int. 66 190 140 4401 Interest Earnings 41,171 41,170 24,320 4402 Unrealized Gain 15,204 0 0 TOTAL 158-SLD#8 SOUTH ETIWANDA $ 127,486 $ 112,400 $ 95,420 174-STATE GAS TAX Fiscal Year 2021/22 Preliminary Budget Page 153 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4401 Interest Earnings $ 185,256 $ 172,600 $ 122,970 4402 Unrealized Gain 78,195 0 0 4715 Measure I Local St Allotment 2,935 0 0 4720 Gas Tax 2105-Prop 111 915,196 950,990 1,032,740 4721 State Gas Tax-2106 555,763 587,830 622,650 4722 State Gas Tax-2107 1,155,609 1,144,040 1,314,240 4723 State Gas Tax-2107.5 10,000 10,000 10,000 4725 Gas Tax R&T7360 11237,112 15515,890 1,584,910 4727 State GF Loan Repmt-HUTA 201,698 0 0 4745 Other Intergov'tl Reimbursemnt 6,787 0 0 8006 Transfer In-Fund 006 150,000 0 0 TOTAL 174-STATE GAS TAX $ 4,498,551 $ 4,381,350 $ 4,687,510 176-MEASURE I 1990-2010 4401 Interest Earnings $ 4,535 $ 5,520 $ 1,420 4402 Unrealized Gain 1,624 0 0 TOTAL 176-MEASURE 1 1990-2010 $ 6,159 $ 5,520 $ 1,420 177-MEASURE I 2010-2040 4401 Interest Earnings $ 60,625 $ 42,660 $ 36,920 4402 Unrealized Gain 25,566 0 0 4715 Measure I Local St Allotment 3,233,901 2,617,900 3,570,290 TOTAL 177-MEASURE I 2010-2040 $ 3,320,092 $ 2,660,560 $ 3,607,210 178-SB 140 4402 Unrealized Gain $ 242 $ 0 $ 0 TOTAL 178-SB 140 $ 242 $ 0 $ 0 179-ROAD MAINT&REHAB ACCT 4401 Interest Earnings $ 68,245 $ 57,240 $ 49,900 4402 Unrealized Gain 36,465 0 0 4726 Road Maint&Rehab Acct Rev 3,381,873 3,083,490 3,506,560 TOTAL 179-ROAD MAINT&REHAB ACCT $ 3,486,583 $ 3,140,730 $ 3,556,460 181 -SB 1-TCEP 4740 Grant Income-Other $ 2,478,408 $ 0 $ 0 4760 Grant Income-State 0 11,000,650 12,500,650 TOTAL 181 -SB 1-TCEP $ 2,478,408 $ 11,000,650 $ 12,500,650 182-AB 2928 TRAFFIC CONGEST RELIEF 4402 Unrealized Gain $ 1,974 $ 0 $ 0 TOTAL 182-AB 2928 TRAFFIC CONGEST RELIEF $ 1,974 $ 0 $ 0 188-INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee 1,513,591 1,662,890 1,675,160 4220 Other Licenses&Permits 450 700 700 4401 Interest Earnings 72,565 65,760 42,660 4402 Unrealized Gain 27,039 0 0 4590 Administrative Fee-C&D Program 34,603 40,000 40,000 Fiscal Year 2021/22 Preliminary Budget Page 154 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4901 Other Revenue 89,465 100,000 75,000 TOTAL 188-INTEGRATED WASTE MANAGEMENT $ 1,737,713 $ 1,869,350 $ 1,833,520 194-PROPOSITION 111 STATE FUNDING 4401 Interest Earnings $ 4,981 $ 5,030 $ 2,990 4402 Unrealized Gain 1,848 0 0 TOTAL 194-PROPOSITION III STATE FUNDING $ 6,829 $ 5,030 $ 2,990 195-STATE ASSET SEIZURE 4401 Interest Earnings $ 1,314 $ 950 $ 880 4402 Unrealized Gain 492 0 0 4901 Other Revenue 781 0 0 TOTAL 195-STATE ASSET SEIZURE $ 2,587 $ 950 $ 880 196-CA ASSET SEIZURE 15% 4401 Interest Earnings $ 111 $ 130 $ 30 4402 Unrealized Gain 45 0 0 4901 Other Revenue 138 0 0 8195 Transfer In-Fund 195 0 0 2,680 TOTAL 196-CA ASSET SEIZURE 15% $ 294 $ 130 $ 2,710 198-CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 472,506 $ 458,200 $ 298,890 4402 Unrealized Gain 178,958 0 0 4745 Other Intergov'd Reimbursemnt 1,151,160 900,000 900,000 4823 Traffic Mitigation Fee 0 2,000 2,000 TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 1,802,624 $ 1,360,200 $ 1,200,890 204-COMMUNITY DEVELOPMENT BLK GRNT 4402 Unrealized Gain $ 366 $ 0 $ 0 4740 Grant Income-Other 645,417 1,290,010 0 4741 Program Income 110,777 150,000 150,000 4750 Grant Income-Federal 0 0 1,688,390 TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 756,560 $ 1,440,010 $ 1,838,390 209-FEDERAL SAFETEA-LU 4401 Interest Earnings $ 2,401 $ 1,070 $ 2,140 4402 Unrealized Gain 1,531 0 0 4740 Grant Income-Other 181,726 0 0 TOTAL 209-FEDERAL SAFETEA-LU $ 185,658 $ 1,070 $ 2,140 211 -PROP 111-SLPP 4401 Interest Earnings $ 56 $ 70 $ 30 4402 Unrealized Gain 22 0 0 TOTAL 211-PROP III-SLPP $ 78 $ 70 $ 30 214-PEDESTRIAN GRANT/ART 3 4740 Grant Income-Other $ 0 $ 401,200 $ 398,550 Fiscal Year 2021/22 Preliminary Budget Page 155 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 214-PEDESTRIAN GRANT/ART 3 $ 0 $ 401,200 $ 398,550 218-PUBLIC RESRCE GRNTS/HEALTHY RC 4402 Unrealized Gain $ 49 $ 0 $ 0 4740 Grant Income-Other 26,500 14,730 0 4905 Contributions/Fundraising 1,040 9,510 0 4914 Non-Abated Reimbursements 430 360 0 TOTAL 218-PUBLIC RESRCE GRNTS/HEALTHY RC $ 28,019 $ 24,600 $ 0 220-S.B.CO.MEASURE I COMM RAIL 4901 Other Revenue $ 120 $ 0 $ 0 TOTAL 220-S.B.CO.MEASURE I COMM RAIL $ 120 $ 0 $ 0 225-CA RECYC/LITTER REDUCTION GRNT 4402 Unrealized Gain $ 481 $ 0 $ 0 4740 Grant Income-Other 44,055 59,860 43,240 TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 44,536 $ 59,860 $ 43,240 227-USED OIL RECYCLING PROGRAM 4401 Interest Earnings $ 565 $ 560 $ 440 4402 Unrealized Gain 335 0 0 4740 Grant Income-Other 48,179 48,830 19,100 TOTAL 227-USED OIL RECYCLING PROGRAM $ 49,079 $ 49,390 $ 19,540 234-SAFE ROUTES TO SCHOOL PROGRAM 4740 Grant Income-Other $ 30,633 $ 90,800 $ 0 TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ 30,633 $ 90,800 $ 0 239-FEDERAL GRANT FUNDS-DREIER 4402 Unrealized Gain $ 89 $ 0 $ 0 TOTAL 239-FEDERAL GRANT FUNDS-DREIER $ 89 $ 0 $ 0 250-RECREATION SERVICES 4401 Interest Earnings $ 13,727 $ 0 $ 0 4402 Unrealized Gain (3,281) 0 0 4439 Other Rental/Lease Inc.-ANet 574,236 0 0 4581 Ticket Sales 44,683 0 0 4591 Recreation Fees-ActiveNet 1,215,532 0 0 4592 Sale of Tax Items-ActiveNet 17,061 0 0 4905 Contributions/Fundraising 327 0 0 4941 Other Revenue-ActiveNet 103,684 0 0 4945 Contrib/Fundraising-ActiveNet 89,038 0 0 4946 Processing Fee-ActiveNet 91,379 0 0 TOTAL 250-RECREATION SERVICES $ 2,146,386 $ 0 $ 0 255-VG CULTURAL CENTER 4401 Interest Earnings $ 4,493 $ 0 $ 0 4402 Unrealized Gain (1,138) 0 0 4439 Other Rental/Lease Inc.-ANet 203,743 0 0 Fiscal Year 2021/22 Preliminary Budget Page 156 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4523 Web Sales Fees 43,346 0 0 4581 Ticket Sales 397,330 0 0 4588 Theatre Rental Ticket Sales (35,301) 0 0 4591 Recreation Fees-ActiveNet 20,399 0 0 4592 Sale of Tax Items-ActiveNet 1,310 0 0 4596 Advertising Revenue-ActiveNet 5,830 0 0 4941 Other Revenue-ActiveNet 41,562 0 0 4945 Contrib/Fundraising-ActiveNet 79,729 0 0 TOTAL 255-VG CULTURAL CENTER $ 761,303 $ 0 $ 0 272-FREEDOM COURTYARD RSRC GRANTS 4401 Interest Earnings $ 0 $ 50 $ 0 TOTAL 272-FREEDOM COURTYARD RSRC GRANTS $ 0 $ 50 $ 0 274-STATE GRANTS FUND 4760 Grant Income-State 79,423 2,686,760 2,686,760 TOTAL 274-STATE GRANTS FUND $ 79,423 $ 2,686,760 $ 2,686,760 275-FEDERAL GRANTS FUND 4401 Interest Earnings $ 0 $ 0 $ 15,620 4750 Grant Income-Federal 0 0 13,417,770 TOTAL 275-FEDERAL GRANTS FUND $ 0 $ 0 $ 13,433,390 290-LIBRARY FUND 4101 Property Taxes-CY Sec/Unsec $ 4,365,901 $ 4,529,110 $ 4,806,370 4102 Property Taxes-CY Unsecured 97,433 102,420 104,840 4103 Property Taxes-PY Sec&Unsec 39,417 52,040 42,420 4105 Property Taxes-Supplemental 68,373 90,860 73,570 4113 Property Tax-Post RDA Res Blc 140,340 140,340 140,340 4401 Interest Earnings 134,064 109,440 76,360 4402 Unrealized Gain 55,490 0 0 4419 Other Rental/Lease Income 6,802 5,000 5,000 4512 Library Card&Merchndse Sales 2,755 5,000 2,500 4515 Interlibrary Loan(ILL) 81 0 0 4565 Passport Processing Fees 98,982 120,000 60,000 4567 Passport Photo Fees 16,943 20,000 5,000 4570 Sale of Printed Material 19,329 24,000 10,000 4575 Exhibit Sales 0 6,500 0 4591 Recreation Fees-ActiveNet 6,195 300 150 4690 Contract Classes-Library 8,644 5,000 3,380 4691 Program Revenue-Library 3,427 2,800 0 4740 Grant Income-Other 23,083 0 18,000 4901 Other Revenue 60,137 50,420 50,000 4907 Private Contributions Library 140,000 130,000 50,000 4909 RC Library Foundation Support 37,200 574,610 523,000 4914 Non-Abated Reimbursements 10,804 15,000 7,500 4941 Other Revenue-ActiveNet 167 460 80 4946 Processing Fee-ActiveNet 5,518 8,400 3,450 8301 Transfer In-Fund 301 34,651 0 0 Fiscal Year 2021/22 Preliminary Budget Page 157 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 290-LIBRARY FUND $ 5,375,736 $ 5,991,700 $ 5,981,960 291 -CA STATE LIBRARY 4402 Unrealized Gain $ 775 $ 0 $ 0 4740 Grant Income-Other 1,000 20,000 20,000 TOTAL 291-CA STATE LIBRARY $ 1,775 $ 20,000 $ 20,000 292-STAFF INNOVATION FD(CA ST LB) 4401 Interest Earnings $ 5,092 $ 5,080 $ 3,020 4402 Unrealized Gain 1,867 0 0 TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 6,959 $ 5,080 $ 3,020 301-THE BIG READ LIBRARY GRANT 4402 Unrealized Gain $ (42) $ 0 $ 0 4740 Grant Income-Other 14,743 0 0 TOTAL 301-THE BIG READ LIBRARY GRANT $ 14,701 $ 0 $ 0 302-LIBRARY SERVICES&TECH.ACT 4402 Unrealized Gain $ 268 $ 0 $ 0 TOTAL 302-LIBRARY SERVICES&TECH.ACT $ 268 $ 0 $ 0 310-PUBLIC LIBRARY BOND ACT-2000 4402 Unrealized Gain $ 220 $ 0 $ 0 TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ 220 $ 0 $ 0 329-LIBRARY CAPITAL FUND 4401 Interest Earnings $ 20,552 $ 17,420 $ 16,840 4402 Unrealized Gain 10,373 0 0 8290 Transfer In-Library Fund 525,000 500,000 500,000 TOTAL 329-LIBRARY CAPITAL FUND $ 555,925 $ 517,420 $ 516,840 340-DRUG ABATEMENT ACT 4401 Interest Earnings $ 391 $ 0 $ 0 4402 Unrealized Gain 235 0 0 4914 Non-Abated Reimbursements 37,500 0 0 TOTAL 340-DRUG ABATEMENT ACT $ 38,126 $ 0 $ 0 354-COP'S PROGRAM GRANT-STATE 4402 Unrealized Gain $ 6,510 $ 0 $ 0 4740 Grant Income-Other 423,020 271,820 437,390 TOTAL 354-COP'S PROGRAM GRANT-STATE $ 429,530 $ 271,820 $ 437,390 361-JUSTICE ASSISTANCE GRANT(JAG) 4750 Grant Income-Federal 0 0 18,060 8017 Transfer In-Law Enforcment Rsv 194 0 0 TOTAL 361-JUSTICE ASSISTANCE GRANT(JAG) $ 194 $ 0 $ 18,060 370-OTS-"DRINK,DRIVE,LOSE" GRANT 4402 Unrealized Gain $ (19) $ 0 $ 0 Fiscal Year 2021/22 Preliminary Budget Page 158 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4740 Grant Income-Other 15,370 0 0 TOTAL 370-OTS-"DRINK,DRIVE,LOSE" GRANT $ 15,351 $ 0 $ 0 373-COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ (15) $ 0 $ 0 4740 Grant Income-Other 12,057 0 0 TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 12,042 $ 0 $ 0 380-HOMELAND SECURITY GRANT-FIRE 4402 Unrealized Gain $ (38) $ 0 $ 0 4740 Grant Income-Other 87,224 0 0 TOTAL 380-HOMELAND SECURITY GRANT-FIRE $ 87,186 $ 0 $ 0 381-HOMELAND SECURITY GRANT-POLICE 4740 Grant Income-Other $ 25,756 $ 66,360 $ 68,000 8017 Transfer In-Law Enforcment Rsv 443 0 0 TOTAL 381-HOMELAND SECURITY GRANT-POLICE $ 26,199 $ 66,360 $ 68,000 383-EMERGENCY MGMT PERFORMNCE GRNT 4740 Grant Income-Other $ 26,835 $ 26,840 $ 26,730 8288 Transfer In-Fund 288 28 0 0 TOTAL 383-EMERGENCY MGMT PERFORMNCE GRNT $ 26,863 $ 26,840 $ 26,730 396-HOUSING SUCCESSOR AGENCY 4401 Interest Earnings $ 113,095 $ 46,000 $ 22,820 4402 Unrealized Gain 16,042 0 0 4901 Other Revenue 95,471 12,000 12,000 TOTAL 396-HOUSING SUCCESSOR AGENCY $ 224,608 $ 58,000 $ 34,820 600-AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 213 $ 280 $ 170 4402 Unrealized Gain 89 0 0 TOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ 302 $ 280 $ 170 602-AD 84-1 DAY CREEK/MELLO 4103 Property Taxes-PY Sec&Unsec $ 38 $ 0 $ 0 4104 Property Taxes-Penalties/Int. 114 0 0 4401 Interest Earnings 23,063 23,300 13,790 4402 Unrealized Gain 8,547 0 0 TOTAL 602-AD 84-1 DAY CREEK/MELLO $ 31,762 $ 23,300 $ 13,790 612-CFD 2001-01 4401 Interest Earnings $ 57,912 $ 59,790 $ 35,360 4402 Unrealized Gain 21,941 0 0 TOTAL 612-CFD 2001-01 $ 79,853 $ 59,790 $ 35,360 614-CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 2,026 $ 1,760 $ 20 4402 Unrealized Gain 1,129 0 0 Fiscal Year 2021/22 Preliminary Budget Page 159 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL 614-CFD 2003-01 PROJECT FUND $ 3,155 $ 1,760 $ 20 615-CFD 2003-01 CULTURAL CENTER 4401 Interest Earnings $ 2,209 $ 1,920 $ 30 TOTAL 615-CFD 2003-01 CULTURAL CENTER $ 2,209 $ 1,920 $ 30 617-CFD 2004-01 RANCHO ETIWANDA ES 4401 Interest Earnings $ 574 $ 560 $ 70 4402 Unrealized Gain 22 0 0 TOTAL 617-CFD 2004-01 RANCHO ETIWANDA ES $ 596 $ 560 $ 70 680-CFD 2006-01 VINTNER'S GROVE 4401 Interest Earnings $ 0 $ 40 $ 30 TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 0 $ 40 $ 30 681-CFD 2006-02 AMADOR ON ROUTE 66 4401 Interest Earnings $ III $ 130 $ 60 4402 Unrealized Gain 45 0 0 TOTAL 681-CFD 2006-02 AMADOR ON ROUTE 66 $ 156 $ 130 $ 60 700-SPORTS COMPLEX 4126 Admissions Tax $ 140,277 $ 90,000 $ 90,000 4402 Unrealized Gain 619 0 0 4426 Stadium Lease-Minimum Rent 90,000 115,000 120,000 4431 Special Event Rental-ActiveNet 8,350 0 0 4439 Other Rental/Lease Inc.-ANet 174,313 133,090 133,090 4554 Park Maintenance Fees 3,760 4,410 4,410 4556 Sports Lighting Fees 671 0 0 4562 Maintenance Fees 274 6,250 6,250 4580 Stadium Security Reimbursement 34,150 34,150 34,150 4583 Baseball Security Reimb. 22,479 30,320 30,320 4591 Recreation Fees-ActiveNet 101,495 0 0 4901 Other Revenue 44,404 0 0 4941 Other Revenue-ActiveNet 0 3,000 0 8001 Transfer In-General Fund 1,738,759 1,401,770 2,005,520 TOTAL 700-SPORTS COMPLEX $ 2,359,551 $ 1,817,990 $ 2,423,740 702-REGIS CONNECT 8001 Transfer In-General Fund 18,204 0 0 TOTAL 702-REGIS CONNECT $ 18,204 $ 0 $ 0 705-MUNICIPAL UTILITY 4308 General Ordinance Fines $ 1,622 $ 0 $ 0 4401 Interest Earnings 341,688 351,190 170,010 4402 Unrealized Gain 122,691 0 0 4601 Monthly Srvc Fee-Electric Util 667,540 650,000 700,000 4602 Commodity Fee-Electric Util. 9,568,725 11,000,000 11,500,000 4603 New Srvc Activation Fee-Util. 15,525 15,000 15,000 4604 Dist Line Ext Fee-Elec Utility 1,079,843 500,000 500,000 Fiscal Year 2021/22 Preliminary Budget Page 16o City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4605 Wholesale Energy Sales&Cntrt 490,126 600,000 600,000 4608 Standby Demand Fee 91,320 91,320 91,320 4610 Late Fee-Electric Utility 10,023 14,000 14,000 4620 Low Income Disc(Contra Rev) (180) 0 0 4622 Economic Dev(Contra-Revenue) (39,346) 0 0 4735 ARB-Cap and Trade Revenue 242,075 425,000 0 4802 Developer Participation 264,390 220,000 220,000 4901 Other Revenue (35,015) 0 0 4915 Bad Debt Recovery 563 0 0 4935 Contributed Capital 3,370,352 0 0 TOTAL 705-MUNICIPAL UTILITY $ 16,191,942 $ 13,866,510 $ 13,810,330 706-UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 8,468 $ 5,310 $ 4,040 4402 Unrealized Gain 4,149 0 0 4609 Public Benefit Fund-Elec Util 264,332 300,000 300,000 4901 Other Revenue 30,780 0 0 TOTAL 706-UTILITY PUBLIC BENEFIT FUND $ 307,729 $ 305,310 $ 304,040 708-RCMU CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 108,096 $ 111,560 $ 66,000 4402 Unrealized Gain 40,979 0 0 TOTAL 708-RCMU CAPITAL REPLACEMENT FUND $ 149,075 $ 111,560 $ 66,000 709-RCMU CAP AND TRADE FUND 4735 ARB-Cap and Trade Revenue 0 0 425,000 TOTAL 709-RCMU CAP AND TRADE FUND $ 0 $ 0 $ 425,000 711-FIBER OPTIC NETWORK 4401 Interest Earnings $ 121,362 $ 97,980 $ (8,000) 4419 Other Rental/Lease Income 78,435 75,000 75,000 4446 Fiber License Revenue 8,211 75,000 75,000 4911 Reimbursement from Other Funds 4,950 4,950 4,950 4935 Contributed Capital 415,493 0 0 8025 Transfer In-Capital Rsry Fund 939,603 934,840 937,300 TOTAL 711-FIBER OPTIC NETWORK $ 1,568,054 $ 1,187,770 $ 1,084,250 712-EQUIPNEHICLE REPLACEMENT 4401 Interest Earnings $ 26,777 $ 22,490 $ 17,010 4402 Unrealized Gain 10,458 0 0 4540 Intragovernmental User Fees 530,000 530,000 530,000 4911 Reimbursement from Other Funds 7,654 0 0 4923 Misc.Other Financing Sources 36,910 0 0 8006 Transfer In-Fund 006 150,000 300,000 300,000 TOTAL 712-EQUIPNEHICLE REPLACEMENT $ 761,799 $ 852,490 $ 847,010 714-COMP EQUIP/TECH REPLCMENT FUND 4401 Interest Earnings $ 55,870 $ 53,050 $ 28,390 4402 Unrealized Gain 21,452 0 0 Fiscal Year 2021/22 Preliminary Budget Page 161 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4540 Intragovernmentai User Fees 584,190 584,190 584,190 8025 Transfer In-Capital Rsry Fund 421,864 421,870 421,870 8288 Transfer In-Fund 288 105,466 117,670 105,470 TOTAL 714-COMP EQUIP/TECH REPLCMENT FUND $ 1,188,842 $ 1,176,780 $ 1,139,920 838-AD 91-2 REDEMPTION-DAY CANYON 4101 Property Taxes-CY Sec/Unsec $ 33,227 $ 33,130 $ 26,200 4103 Property Taxes-PY Sec&Unsec 139 360 310 4104 Property Taxes-Penalties/Int. 28 170 130 4401 Interest Earnings 1,186 1,100 710 4402 Unrealized Gain 477 0 0 TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 35,057 $ 34,760 $ 27,350 847-PD 85 CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 7,515 $ 7,510 $ 4,920 4402 Unrealized Gain 3,303 0 0 8848 Transfer In-Fund 848 116,800 116,800 116,800 8876 Transfer In-CFD Empire Lakes 0 950 10,580 TOTAL 847-PD 85 CAPITAL REPLACEMENT FUND $ 127,618 $ 125,260 $ 132,300 848-PD 85 REDEMPTION FUND 4101 Property Taxes-CY Sec/Unsec $ 1,149,524 $ 1,147,930 $ 1,148,530 4103 Property Taxes-PY Sec&Unsec 8,913 10,860 10,110 4104 Property Taxes-Penalties/Int. 3,037 3,710 3,450 4401 Interest Earnings 45,544 38,000 27,070 4402 Unrealized Gain 18,051 0 0 4419 Other Rental/Lease Income 135,232 122,790 124,010 4554 Park Maintenance Fees 3,021 4,800 4,210 4555 Sports Field User Grp Rentals 0 150 110 4556 Sports Lighting Fees 17,020 17,400 17,270 4901 Other Revenue 0 500 100 8001 Transfer In-General Fund 217,060 72,170 99,990 8876 Transfer In-CFD Empire Lakes 0 1,220 11,900 TOTAL 848-PD 85 REDEMPTION FUND $ 1,597,402 $ 1,419,530 $ 1,446,750 868-CFD 2000-03 PARK MAINTENANCE 4101 Property Taxes-CY Sec/Unsec $ 497,501 $ 524,270 $ 545,240 4103 Property Taxes-PY Sec&Unsec 3,906 3,950 3,810 4104 Property Taxes-Penalties/Int. 944 1,200 1,130 4401 Interest Earnings 9,887 7,530 3,940 4402 Unrealized Gain 3,131 0 0 TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 515,369 $ 536,950 $ 554,120 875-CFD 2017-01 NO.ETIWANDA 4101 Property Taxes-CY Sec/Unsec $ 0 $ 3,020 $ 3,020 TOTAL 875-CFD 2017-01 NO.ETIWANDA $ 0 $ 3,020 $ 3,020 876-CFD 2018-01 EMPIRE LAKES 4101 Property Taxes-CY Sec/Unsec $ 0 $ 123,180 $ 216,730 Fiscal Year 2021/22 Preliminary Budget Page 162 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4402 Unrealized Gain 2,021 0 0 4914 Non-Abated Reimbursements 229,795 0 0 TOTAL 876-CFD 2018-01 EMPIRE LAKES $ 231,816 $ 123,180 $ 216,730 877-CFD 2018-01 CAPITAL RESERVE 4401 Interest Earnings $ 0 $ 790 $ 910 8876 Transfer In-CFD Empire Lakes 0 79,390 97,050 TOTAL 877-CFD 2018-01 CAPITAL RESERVE $ 0 $ 80,180 $ 97,960 TOTAL CITY OF RANCHO CUCAMONGA $ 175,230,426 $ 174,288,680 $ 201,093,410 R.C.FIRE PROTECTION DISTRICT 281 -FIRE FUND 4101 Property Taxes-CY Sec/Unsec $ 18,322,029 $ 18,925,460 $ 20,437,340 4102 Property Taxes-CY Unsecured 666,878 705,560 0 4103 Property Taxes-PY Sec&Unsec 279,550 366,590 300,880 4104 Property Taxes-Penalties/Int. 104,090 114,070 89,630 4105 Property Taxes-Supplemental 465,445 619,180 500,950 4106 Property Taxes-Unitary 663,173 666,640 758,030 4110 Homeowners Exemption 165,694 165,690 158,950 4112 Property Tax-Post RDA 6,674,442 8,905,710 13,129,690 4211 Fire Permits 6,516 16,500 16,500 4309 False Alarm Fees 272 20,000 20,000 4313 Other Fines&Forfeitures 2,000 8,000 8,000 4316 Weed Abatement 191,934 90,000 120,000 4401 Interest Earnings 476,213 444,870 126,690 4402 Unrealized Gain 193,094 0 0 4403 Restricted-Interest Earnings 489,717 0 0 4419 Other Rental/Lease Income 119,510 105,770 108,340 4440 Sale of Fixed Assets 23,276 0 0 4501 Plan Check Fees 0 100 100 4548 D.U.I.Recovery 0 100 100 4549 Hazmat Recovery 17 100 100 4553 Fire Maintenance Fees 612 1,500 1,500 4740 Grant Income-Other 14,000 0 0 4901 Other Revenue (94,759) 8,800 8,800 4911 Reimbursement from Other Funds 0 0 50,000 4913 State Mandate Reimbursement 152 0 0 4914 Non-Abated Reimbursements 477,907 570,000 824,000 4916 Reimbursement from OPEB Trust 840,883 981,290 1,384,790 4941 Other Revenue-ActiveNet 4,024 6,040 6,040 TOTAL 281-FIRE FUND $ 30,086,669 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 4101 Property Taxes-CY Sec/Unsec $ 6,066,713 $ 6,181,280 $ 6,282,130 4103 Property Taxes-PY Sec&Unsec 34,266 6,700 29,970 4104 Property Taxes-Penalties/Int. 7,584 4,440 7,710 4401 Interest Earnings 83,356 69,900 20,850 4402 Unrealized Gain 21,959 0 0 Fiscal Year 2021/22 Preliminary Budget Page 163 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 4552 CFD Annexation Fees 700 0 0 4901 Other Revenue (144) 0 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,214,434 $ 6,262,320 $ 6,340,660 283-COMMUNITY FACILITIES DIST 88-1 4101 Property Taxes-CY Sec/Unsec $ 409,115 $ 410,700 $ 411,460 4103 Property Taxes-PY Sec&Unsec 13,725 16,050 5,680 4104 Property Taxes-Penalties/Int. 3,420 4,340 1,710 4402 Unrealized Gain 50 0 0 8281 Transfer In-Fire Fund 2,103,840 2,036,930 2,175,200 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,530,150 $ 2,468,020 $ 2,594,050 285-FIRE TECHNOLOGY FEE FUND 4401 Interest Earnings $ 476 $ 460 $ 150 4402 Unrealized Gain 155 0 0 4517 Technology Fee-Permit 55 500 60 TOTAL 285-FIRE TECHNOLOGY FEE FUND $ 686 $ 960 $ 210 288-FIRE PROTECTION CAPITAL FUND 4112 Property Tax-Post RDA $ 8,620,760 $ 7,345,180 $ 3,527,580 4113 Property Tax-Post RDA Res Blc 0 0 6,322,550 4401 Interest Earnings 745,324 668,790 178,660 4402 Unrealized Gain 239,392 0 0 4901 Other Revenue 0 17,000 0 4923 Misc. Other Financing Sources 1,066 0 0 8380 Transfer In-HSG Fire F380 29,665 0 0 TOTAL 288-FIRE PROTECTION CAPITAL FUND $ 9,636,207 $ 8,030,970 $ 10,028,790 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,468,146 $ 49,484,240 $ 57,014,140 TOTAL ALL FUNDS $ 223,698,572 $ 223,772,920 $ 258,107,550 Fiscal Year 2021/22 Preliminary Budget Page 164 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND $ 86,355,972 $ 89,394,500 $ 95,160,410 TOTAL GENERAL FUND $ 86,355,972 $ 89,394,500 $ 95,160,410 OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 97,491 $ 111,330 $ 109,650 006-CVWD REIMBURSEMENTS 490,510 443,900 633,470 008-CNTY OF S. B.REIMBURSEMENTS 179 0 0 016-COMM DEV TECHNICAL SRVCS FUND 512,797 364,080 387,830 017-LAW ENFORCEMENT RESERVE 254,471 186,530 68,850 018-TRAFFIC SAFETY 344,810 112,000 339,350 020-CITY TECHNOLOGY FEE FUND 381,318 298,590 335,110 022-MOBILE HOME PARK PROGRAM 37,706 36,120 34,940 023 - SB1186 CERT ACCESS SPEC PROG 44,735 42,650 42,120 025-CAPITAL RESERVE 5,065,506 2,005,250 2,014,560 073 -BENEFITS CONTINGENCY 72,051 50,080 39,130 TOTAL OTHER GENERAL FUNDS $ 7,301,574 $ 3,650,530 $ 4,005,010 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 1,023,589 $ 1,019,440 $ 968,400 101 -AD 93-1 MASI COMMERCE CENTER 3,610 3,260 180 105 -AB2766 AIR QUALITY IMPROVEMENT 244,586 253,920 240,010 106-MSRC AIR POLLUTION REDUCT GRNT 0 30,000 0 109-PUBLIC ART TRUST FUND 138,679 2,760 104,680 110-BEAUTIFICATION 15,983 14,750 7,060 111 -PARK LAND ACQUISITION 1,131,514 770,940 1,054,420 112-DRAINAGE FAC/GENERAL 708,938 173,000 533,050 113 -COMMUNITY/REC CENTER DEVELPMNT 400,157 337,300 539,430 114-DRAINAGE-ETIWANDA/SAN SEVAINE 20,999 5,280 3,090 115 -HENDERSON/WARDMAN DRAINAGE 7,075 0 0 116-ETIWANDA DRAINAGE 55,284 39,510 23,880 118-UPPER ETIWANDA DRAINAGE 16,061 11,860 7,030 119-PARK IMPROVEMENT 583,848 236,330 828,700 120-PARK DEVELOPMENT 215,675 160,580 92,700 122-SOUTH ETIWANDA DRAINAGE 29,800 21,650 12,840 123 -LIBRARY IMPACT FEE 174,083 122,630 226,170 124-TRANSPORTATION 6,889,813 3,853,270 6,253,220 125 -ANIMAL CENTER IMPACT FEE 32,534 26,150 47,230 126-LOWER ETIWANDA DRAINAGE 77,204 12,600 8,150 127-POLICE IMPACT FEE 133,614 113,930 165,240 128 -ETIWANDA NO. EQUESTRIAN FACIL. 19,042 14,060 8,320 129-UNDERGROUND UTILITIES 398,469 309,590 221,020 130-LMD#1 GENERAL CITY 1,480,589 1,359,320 1,369,870 131 -LMD#2 VICTORIA 4,016,118 4,107,960 4,077,010 132-LMD#3A HYSSOP 4,390 4,320 0 133 -LMD#313 MEDIANS 1,037,943 1,083,800 912,230 134-LMD#4R TERRA VISTA 2,996,998 2,913,070 2,862,640 135 -LMD#5 ANDOVER 3,292 3,020 2,840 136-LMD#6R CARYN COMMUNITY 591,110 593,360 602,960 Fiscal Year 2021/22 Preliminary Budget Page 165 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 137-LMD#7 NORTH E71WANDA 1,045,537 1,027,510 1,0 3,340 138-LMD#8 SOUTH ETIWANDA 36,372 35,700 35,100 139-LMD#9 LOWER ETIWANDA 716,225 964,560 691,700 140-LMD#10 RANCHO ETIWANDA 646,957 653,710 660,450 141 -LMD 1 CAPITAL REPLACEMENT FUND 98,709 96,810 102,320 150-GENERAL CITY STREET LIGHTS 391,468 354,830 354,830 151 -SLD#1 ARTERIAL 895,246 840,970 844,210 152-SLD#2 RESIDENTIAL 748,799 695,660 459,800 153 -SLD#3 VICTORIA 402,598 410,230 398,770 154-SLD#4 TERRA VISTA 182,231 177,820 171,820 155 -SLD#5 CARYN COMMUNITY 44,222 44,240 73,120 156-SLD#6 INDUSTRIAL AREA 147,332 144,220 141,690 157-SLD#7 NORTH ETIWANDA 228,587 222,760 161,900 158-SLD#8 SOUTH ETIWANDA 127,486 112,400 95,420 174-STATE GAS TAX 4,498,552 4,381,350 4,687,510 176-MEASURE 1 1990-2010 6,159 5,520 1,420 177-MEASURE 12010-2040 3,320,093 2,660,560 3,607,210 178-SB 140 242 0 0 179-ROAD MAINT&REHAB ACCT 3,486,583 3,140,730 3,556,460 181 -SB 1 -TCEP 2,478,408 11,000,650 12,500,650 182-AB 2928 TRAFFIC CONGEST RELIEF 1,974 0 0 188-INTEGRATED WASTE MANAGEMENT 1,737,713 1,869,350 1,833,520 194-PROPOSITION I STATE FUNDING 6,829 5,030 2,990 195 -STATE ASSET SEIZURE 2,587 950 880 196-CA ASSET SEIZURE 15% 294 130 2,710 198-CITYWIDE INFRASTRUCTURE IMPRV 1,802,624 1,360,200 1,200,890 204-COMMUNITY DEVELOPMENT BLK GRNT 756,561 1,440,010 1,838,390 209-FEDERAL SAFETEA-LU 185,658 1,070 2,140 211 -PROP 1B- SLPP 78 70 30 214-PEDESTRIAN GRANT/ART 3 0 401,200 - 398,550 218-PUBLIC RESRCE GRNTS/HEALTHY RC 28,019 24,600 0 220-S.B. CO.MEASURE I COMM RAIL 120 0 0 225-CA RECYC/LITTER REDUCTION GRNT 44,536 59,860 43,240 227-USED OIL RECYCLING PROGRAM 49,080 49,390 19,540 234-SAFE ROUTES TO SCHOOL PROGRAM 30,633 90,800 0 239-FEDERAL GRANT FUNDS-DREIER 89 0 0 250-RECREATION SERVICES 2,146,387 0 0 255 -VG CULTURAL CENTER 761,303 0 0 272-FREEDOM COURTYARD RSRC GRANTS 0 50 0 274-STATE GRANTS FUND 79,423 2,686,760 2,686,760 275-FEDERAL GRANTS FUND 0 0 13,433,390 290-LIBRARY FUND 5,375,736 5,991,700 5,981,960 291 -CA STATE LIBRARY 1,775 20,000 20,000 292-STAFF INNOVATION FD(CA ST LB) 6,959 5,080 3,020 301 -THE BIG READ LIBRARY GRANT 14,701 0 0 302-LIBRARY SERVICES &TECH.ACT 268 0 0 310-PUBLIC LIBRARY BOND ACT-2000 220 0 0 329-LIBRARY CAPITAL FUND 555,925 517,420 516,840 340-DRUG ABATEMENT ACT 38,127 0 0 354-COP'S PROGRAM GRANT-STATE 429,530 271,820 437,390 361 -JUSTICE ASSISTANCE GRANT(JAG) 194 0 18,060 Fiscal Year 2021/22 Preliminary Budget Page 166 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 370-OTS-"DRINK,DRIVE,LOSE" GRANT 15,351 0 0 373 -COPS SECURE OUR SCHOOLS GRANT 12,042 0 0 380-HOMELAND SECURITY GRANT-FIRE 87,186 0 0 381 -HOMELAND SECURITY GRANT-POLICE 26,199 66,360 68,000 383 -EMERGENCY MGMT PERFORMNCE GRNT 26,863 26,840 26,730 396-HOUSING SUCCESSOR AGENCY 224,607 58,000 34,820 838-AD 91-2 REDEMPTION-DAY CANYON 35,056 34,760 27,350 847-PD 85 CAPITAL REPLACEMENT FUND 127,618 125,260 132,300 848-PD 85 REDEMPTION FUND 1,597,403 1,419,530 1,446,750 868-CFD 2000-03 PARK MAINTENANCE 515,370 536,950 554,120 875 -CFD 2017-01 NO.ETIWANDA 0 3,020 3,020 876-CFD 2018-01 EMPIRE LAKES 231,815 123,180 216,730 877-CFD 2018-01 CAPITAL RESERVE 0 80,180 97,960 TOTAL SPECIAL REVENUE $ 58,909,656 $ 61,837,460 $ 81,778,170 CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ 302 $ 280 $ 170 602-AD 84-1 DAY CREEK/MELLO 31,762 23,300 13,790 612-CFD 2001-01 79,853 59,790 35,360 614-CFD 2003-01 PROJECT FUND 3,154 1,760 20 615 -CFD 2003-01 CULTURAL CENTER 2,209 1,920 30 617-CFD 2004-01 RANCHO ETIWANDA ES 596 560 70 680-CFD 2006-01 VINTNER'S GROVE 0 40 30 681 -CFD 2006-02 AMADOR ON ROUTE 66 156 130 60 TOTAL CAPITAL PROJECTS $ 118,032 $ 87,780 $ 49,530 ENTERPRISE FUNDS 700-SPORTS COMPLEX $ 2,359,552 $ 1,817,990 $ 2,423,740 702-REGIS CONNECT 18,204 0 0 705-MUNICIPAL UTILITY 16,191,942 13,866,510 13,810,330 706-UTILITY PUBLIC BENEFIT FUND 307,729 305,310 304,040 708 -RCMU CAPITAL REPLACEMENT FUND 149,075 111,560 66,000 709-RCMU CAP AND TRADE FUND 0 0 425,000 711 -FIBER OPTIC NETWORK 1,568,055 1,187,770 1,084,250 TOTAL ENTERPRISE FUNDS $ 20,594,557 $ 17,289,140 $ 18,113,360 INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 761,799 $ 852,490 $ 847,010 714-COMP EQUIP/TECH REPLCMENT FUND 1,188,842 1,176,780 1,139,920 TOTAL INTERNAL SERVICE FUNDS $ 1,950,641 $ 2,029,270 $ 1,986,930 TOTAL CITY OF RANCHO CUCAMONGA $ 175,230,432 $ 174,288,680 $ 201,093,410 R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 30,086,669 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 6,214,433 6,262,320 6,340,660 283 -COMMUNITY FACILITIES DIST 88-1 2,530,151 2,468,020 2,594,050 285 -FIRE TECHNOLOGY FEE FUND 685 960 210 Fiscal Year 2021/22 Preliminary Budget Page 167 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 288-FIRE PROTECTION CAPITAL FUND 9,636,208 8,030,970 10,028,790 TOTAL SPECIAL REVENUE $ 48,468,146 $ 49,484,240 $ 57,014,140 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,468,146 $ 49,484,240 $ 57,014,140 TOTAL ALL FUNDS $ 223,698,578 $ 223,772,920 $ 258,107,550 Fiscal Year 2021/22 Preliminary Budget Page 168 RANCHO NCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Expenditure Summaries City of Rancho Cucamonga, California Expenditure Summary by Department Operating Budget* Fiscal Year 2021/22 Preliminary Budget Building&Safety Services Engineering Services 1.29% 1.73% Econ.and Comm. Dev. Public Works Services 0.60% P1351g 7.33% Innovation& Governance Technology 2.19% 3.66% Human Resources 0.60% Police 31.64% Finance 1.33% Administrative Services 4.08% Library Services 3.78% Community Services Fire District 5.82% Animal Services 32.10% Records Management 2.15% 0.35% Governance $ 3,243,520 Police 46,958,580 Fire District 47,644,950 Animal Services 3,189,380 Records Management 519,850 Community Services 8,641,020 Library Services 5,604,780 Administrative Services 6,054,140 Finance 1,977,290 Human Resources 895,190 Innovation & Technology 5,435,080 Econ. and Comm. Dev. 886,470 Building& Safety Services 1,911,330 Engineering Services 2,569,690 Planning 1,996,980 Public Works Services 10,881,890 Total Operating Budget $ 148,410,140 *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 2021/22 Preliminary Budget Page 170 City of Rancho Cucamonga Expenditure Summary by Category Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 001-GENERAL FUND PERSONNEL SERVICES $ 27,598,159 $ 29,819,270 $ 31,632,370 OPERATIONS&MAINTENANCE 54,651,040 63,328,620 65,847,440 CAPITAL OUTLAY 522,137 210,000 310,000 DEBT SERVICE 9,196 106,450 106,450 COST ALLOCATION (6,068,050) (6,365,070) (6,563,720) TRANSFER OUT 4,414,853 3,005,230 3,827,870 TOTAL GENERAL FUND $ 81,127,335 $ 90,104,500 $ 95,160,410 281-FIRE FUND PERSONNEL SERVICES $ 19,570,467 $ 22,606,050 $ 23,444,660 OPERATIONS&MAINTENANCE 6,356,070 7,679,000 12,030,580 DEBT SERVICE 63,196 399,990 399,990 TRANSFER OUT 2,103,840 2,036,930 2,175,200 TOTAL FIRE FUND $ 28,093,573 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES $ 5,942,550 $ 5,978,580 $ 6,225,520 OPERATIONS&MAINTENANCE 698,244 760,320 774,950 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,640,794 $ 6,738,900 $ 7,000,470 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES $ 2,310,160 $ 2,223,100 $ 2,358,010 OPERATIONS&MAINTENANCE 221,214 244,920 236,040 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 2,531,374 $ 2,468,020 $ 2,594,050 290-LIBRARY FUND PERSONNEL SERVICES $ 2,919,080 $ 3,681,450 $ 3,466,470 OPERATIONS&MAINTENANCE 1,040,293 1,563,710 1,588,310 CAPITAL OUTLAY 18,652 5,000 50,000 DEBT SERVICE 0 0 0 TRANSFER OUT 525,000 500,000 500,000 TOTAL LIBRARY FUND $ 4,503,025 $ 5,750,160 $ 5,604,780 TOTAL OPERATING BUDGET $ 122,896,101 $ 137,783,550 $ 148,410,140 Fiscal Year 2021/22 Preliminary Budget Page 171 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 001-GENERAL FUND PERSONNEL SERVICES 5000-Regular Salaries $ 16,635,500 $ 17,612,350 $ 18,330,580 5005 -Overtime Salaries 270,654 348,680 347,380 5010-Part Time Salaries 1,801,470 2,822,640 3,166,930 Fringe Benefits 8,804,626 8,907,170 9,656,050 5060-Tuition Reimbursement 33,099 26,000 29,000 5061 -Employee Development 39,190 86,540 86,540 5065-Coffee Fund 4,076 5,000 5,000 5070-Executive Reimbursement 16,162 18,000 18,000 5093 -Other Funds-Salary Reimbursmnt (6,617) (7,110) (7,110) TOTAL PERSONNEL SERVICES $ 27,598,160 $ 29,819,270 $ 31,632,370 OPERATIONS&MAINTENANCE. 5100-Travel and Meetings $ 234,478 $ 333,970 $ 411,930 5102-Training 134,450 262,130 261,900 5105-Mileage 3,442 6,630 10,130 5150-Office Supplies&Equipment 149,562 222,310 219,420 5151 -Postage 51,992 98,440 98,470 5152-Computer Software 28,595 10,780 7,880 5160-Membership Dues 175,309 185,540 188,410 5161 -Publications& Subscriptions 18,418 26,770 18,210 5165 -Licenses,Permits&Fees 185,955 120,530 60,730 5200-Operations&Maintenance 1,105,772 1,893,510 1,852,580 5201 -O&M/Volunteer Program 14,407 20,000 20,000 5204-O&M/Facilities 312,285 448,880 448,880 5207-O&M/Capital Supplies 0 24,000 15,000 5210-O&M/Crime Prevention 9,424 29,000 29,000 5215 -O&M/Computer Equipment 25,324 29,430 24,020 5217-Technical Investigative Costs 128,917 168,580 166,130 5220-Cellular Technology 130,215 153,310 155,900 5250-Vehicle Operations&Maim. 323,539 524,380 584,600 5251 -Depreciation-Vehicles 443,260 443,260 483,260 5252-Emergency Equipment&Veh Rntl 14,556 37,000 37,000 5253 -Vehicle Collision Repair 61,138 100,000 100,000 5255 -Gasoline 548,467 540,610 534,910 5256-Diesel Fuel 8,567 12,470 12,470 5257-CNG Fuel 13,134 10,870 16,570 5260-O&M/Animal Care 109,334 117,630 117,630 5262-O&M/Community&Info Programs 815 2,000 2,000 5263 -O&M/Field Services 4,332 4,000 5,580 5264-O&M/Veterinarian Services 145,255 139,000 139,000 5265 -O&M/Kitten Nursery 25,089 10,000 10,000 5280-Equip Operations&Maint 28,050 30,690 32,690 Fiscal Year 2021/22 Preliminary Budget Page 172 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5281 -Depreciation-Equipment 86,740 86,740 94,850 5283 -Depreciation-Computer Equip 584,190 584,190 640,190 5285 -Safety Gear&Equipment 52,244 46,000 50,000 5300-Contract Services 44,204,752 51,236,710 52,819,390 5303 -Contract Serv/Reimbursable 264,893 240,450 501,440 5304-Contract Serv/Facilities 1,491,623 1,873,500 1,788,670 5310-Tree Maintenance 574,498 200,000 425,000 5312-Legal Services 521,235 576,250 610,430 5320-Hazardous Waste Removal 13,827 24,320 24,310 5360-Contract Serv/Animal Care 15,705 43,660 43,660 5362-Contract Serv/Comm&Info Prgm 554 1,030 1,030 5363 -Contract Serv/Field Services 9,150 15,500 15,500 5364-Contract Serv/Vet Services 58,629 66,400 66,400 5365 -Cont Srv-Spay/Neuter Program 6,813 47,500 47,500 5400-Telephone Utilities 126,622 132,260 134,750 5401 -Gas Utilities 137,272 148,090 149,590 5402-Water Utilities 409,108 434,830 500,920 5403 -Electric Utilities 992,008 1,042,260 1,030,220 5405 -Internet Services 106,938 117,940 100,000 5410-Property Insurance 287,375 316,110 466,210 5510-Property Tax Admin.Fee 91,119 89,160 98,080 5723 -Misc Contributions to Fire 0 0 50,000 5725 -Other Expenditures 181,664 0 125,000 TOTAL OPERATIONS&MAINTENANCE $ 54,651,040 $ 63,328,620 $ 65,847,440 CAPITAL OUTLAY 5603 -Capital Outlay-Equipment $ 8,986 $ 10,000 $ 10,000 5605 -Capital Outlay-Computer Equip 15,189 0 0 5650-Capital Project 497,962 200,000 300,000 TOTAL CAPITAL OUTLAY $ 522,137 $ 210,000 $ 310,000 DEBT SERVICE 5700-Interest Expense $ 9,196 $ 8,200 $ 7,210 5701 -Principal Repayments 97,244 98,250 99,240 5704-Long Term Debt Repymt Contra (97,244) 0 0 TOTAL DEBT SERVICE $ 9,196 $ 106,450 $ 106,450 COST ALLOCATION 5990-Cost Allocation Plan Offset $ (6,068,050) $ (6,365,070) $ (6,563,720) TOTAL COST ALLOCATION $ (6,068,050) $ (6,365,070) $ (6,563,720) TRANSFER OUT 9018-Transfer Out-Traffic Safety $ 304,520 $ 10,270 $ 0 9025 -Transfer Out-Capital Reserve 1,175,000 725,000 1,220,460 Fiscal Year 2021/22 Preliminary Budget Page 173 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 9130-Transfer Out-LMD1 136,000 36,300 36,610 9131 -Transfer Out-LMD2 323,730 314,280 303,270 9136-Transfer Out-LMD6R 43,680 39,010 40,090 9152-Transfer Out-SLD2 363,500 317,330 63,610 9155 -Transfer Out-SLD5 0 0 28,920 9157-Transfer Out-SLD7 94,400 89,100 29,400 9700-Transfer Out-Sports Complex 1,738,759 1,401,770 2,005,520 9702-Transfer Out-REGIS Connect 18,204 0 0 9848-Transfer Out-Fund 848 217,060 72,170 99,990 TOTAL TRANSFER OUT $ 4,414,853 $ 3,005,230 $ 3,827,870 TOTAL GENERAL FUND $ 81,127,336 $ 90,104,500 $ 95,160,410 281-FIRE FUND PERSONNEL SERVICES 5000-Regular Salaries $ 13,979,261 $ 15,040,040 $ 15,652,970 5005 -Overtime Salaries 3,960,978 4,291,190 4,413,540 5010-Part Time Salaries 102,148 159,790 83,640 Fringe Benefits 9,805,324 11,333,550 11,894,770 5060-Tuition Reimbursement 2,300 10,000 10,000 5082-Reimb Personnel from CFD 85-1 (5,942,550) (5,978,580) (6,225,520) 5083 -Reimb Personnel from CFD 88-1 (2,310,160) (2,223,100) (2,358,010) 5093 -Other Funds-Salary Reimbursmnt (26,835) (26,840) (26,730) TOTAL PERSONNEL SERVICES $ 19,570,466 $ 22,606,050 $ 23,444,660 OPERATIONS&MAINTENANCE 5100-Travel and Meetings $ 9,374 $ 23,050 $ 29,800 5102-Training 90,623 154,130 155,780 5150-Office Supplies&Equipment 23,530 32,000 32,000 5151 -Postage 39 300 300 5155 -Public Relations/Educ Material 31,479 25,750 25,750 5160-Membership Dues 6,425 10,330 10,060 5161 -Publications& Subscriptions 6,950 9,270 7,870 5165 -Licenses,Permits&Fees 8,693 8,740 9,640 5200-Operations&Maintenance 318,662 342,520 385,440 5204-O&M/Facilities 61,703 70,000 70,000 5220-Cellular Technology 59,377 67,620 67,620 5240-Operation of Acquired Property 5,827 10,500 2,800 5250-Vehicle Operations&Maint. 186,287 210,600 216,740 5252-Emergency Equipment&Veh Rntl 0 1,500 1,500 5255 -Gasoline 31,378 41,200 41,830 5256-Diesel Fuel 102,857 136,400 136,400 5258-Propane 6,271 19,000 15,000 5280-Equip Operations&Maint 26,160 38,180 38,680 Fiscal Year 2021/22 Preliminary Budget Page 174 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5285 - Safety Gear&Equipment 108,189 121,890 98,740 5290- Specialized Tools&Equipment 41,532 52,930 51,180 5291 -Equipment Supplies&Repairs 36,835 43,400 49,900 5300-Contract Services 1,159,941 1,395,660 1,517,180 5304-Contract Serv/Facilities 192,597 302,570 353,930 5312-Legal Services 116,854 50,000 129,130 5320-Hazardous Waste Removal 1,681 2,500 2,500 5321 -Fire Incident Costs 209 3,500 4,500 5400-Telephone Utilities 11,271 27,690 16,680 5401 -Gas Utilities 10,345 10,670 13,740 5402-Water Utilities 18,886 22,270 27,410 5403 -Electric Utilities 85,664 84,390 109,020 5410-Property Insurance 107,022 123,090 329,350 5411 -Other Insurance 5,061 5,580 15,220 5416-General Liability Insurance 259,589 402,850 344,980 5500-Assessment Administration 97,570 97,570 97,570 5501 -Admin./General Overhead 2,725,110 3,118,370 3,221,590 5510-Property Tax Admin.Fee 159,915 156,010 172,120 5720-Misc Contributions to City 242,161 456,970 610,630 5725 -Other Expenditures 0 0 3,618,000 TOTAL OPERATIONS&MAINTENANCE $ 6,356,067 $ 7,679,000 $ 12,030,580 DEBT SERVICE 5700-Interest Expense $ 63,196 $ 47,560 $ 31,370 5701 -Principal Repayments 336,788 352,430 368,620 5704-Long Term Debt Repymt Contra (336,788) 0 0 TOTAL DEBT SERVICE $ 63,196 $ 399,990 $ 399,990 TRANSFER OUT 9283 -Transfer Out-CFD 88-1 $ 2,103,840 $ 2,036,930 $ 2,175,200 TOTAL TRANSFER OUT $ 2,103,840 $ 2,036,930 $ 2,175,200 TOTAL FIRE FUND $ 28,093,569 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES 5081 -Reimb Personnel to Fire Fund $ 5,942,550 $ 5,978,580 $ 6,225,520 TOTAL PERSONNEL SERVICES $ 5,942,550 $ 5,978,580 $ 6,225,520 OPERATIONS&MAINTENANCE 5165 -Licenses,Permits&Fees $ 3,049 $ 3,110 $ 3,180 5200-Operations&Maintenance 8,218 10,000 10,000 5300-Contract Services 356,020 367,860 374,450 5400-Telephone Utilities 4,231 4,490 4,750 Fiscal Year 2021/22 Preliminary Budget Page 175 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5401 -Gas Utilities 6,627 7,360 91170 5402-Water Utilities 15,553 13,240 13,890 5403 -Electric Utilities 52,266 62,180 67,430 5501 -Admin./General Overhead 252,280 292,080 292,080 TOTAL OPERATIONS&MAINTENANCE $ 698,244 $ 760,320 $ 774,950 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,640,794 $ 6,738,900 $ 7,000,470 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES 5081 -Reimb Personnel to Fire Fund $ 2,310,160 $ 2,223,100 $ 2,358,010 TOTAL PERSONNEL SERVICES $ 2,310,160 $ 2,223,100 $ 2,358,010 OPERATIONS&MAINTENANCE 5165 -Licenses,Permits&Fees $ 1,469 $ 1,490 $ 1,520 5200-Operations& Maintenance 2,601 4,000 4,000 5300-Contract Services 88,612 91,580 93,200 5400-Telephone Utilities 1,687 15,160 1,950 5401 -Gas Utilities 1,680 2,170 2,170 5402-Water Utilities 4,324 5,240 5,240 5403 -Electric Utilities 13,810 14,520 17,200 5501 -Admin./General Overhead 107,030 110,760 110,760 TOTAL OPERATIONS& MAINTENANCE $ 221,213 $ 244,920 $ 236,040 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 2,531,373 $ 2,468,020 $ 2,594,050 290-LIBRARY FUND PERSONNEL SERVICES 5000-Regular Salaries $ 1,490,328 $ 1,767,140 $ 1,750,090 5010-Part Time Salaries 589,642 985,220 666,650 TOTAL PERSONNEL SERVICES $ 2,079,970 $ 2,752,360 $ 2,416,740 OPERATIONS& MAINTENANCE Fringe Benefits 839,110 929,090 1,049,730 5100-Travel and Meetings $ 12,613 $ 26,280 $ 25,370 5102-Training 0 2,500 3,000 5105-Mileage 188 900 750 5150-Office Supplies&Equipment 4,756 19,000 15,000 5152-Computer Software 0 0 4,530 5160-Membership Dues 4,708 6,330 6,250 5200-Operations&Maintenance 547,883 769,950 732,720 5207-O&M/Capital Supplies 73,442 40,000 40,000 5215 -O&M/Computer Equipment 10,300 78,330 23,220 5220-Cellular Technology 456 500 0 Fiscal Year 2021/22 Preliminary Budget Page 176 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5300-Contract Services 158,454 312,880 353,080 5400-Telephone Utilities 1,644 2,650 2,650 5402-Water Utilities 5,073 6,010 6,010 5403 -Electric Utilities 63,872 68,250 68,250 5405-Internet Services 53,035 57,480 57,480 5501 -Admin./General Overhead 103,870 114,250 116,600 5725-Other Expenditures 0 58,400 133,400 TOTAL OPERATIONS& MAINTENANCE $ 1,879,404 $ 2,492,800 $ 2,638,040 CAPITAL OUTLAY 5603-Capital Outlay-Equipment $ 0 $ 0 $ 45,000 5604-Capital Outlay-Vehicles 16,577 0 0 5606-Capital Outlay-Furn/Fixtures 2,075 5,000 5,000 TOTAL CAPITAL OUTLAY $ 18,652 $ 5,000 $ 50,000 TRANSFER OUT 9329-Transfer Out-Library Cap Fund $ 525,000 $ 500,000 $ 500,000 TOTAL TRANSFER OUT $ 525,000 $ 500,000 $ 500,000 TOTAL LIBRARY FUND $ 4,503,026 $ 5,750,160 $ 5,604,780 TOTAL OPERATING BUDGET $ 122,896,098 $ 137,783,550 $ 148,410,140 Fiscal Year 2021/22 Preliminary Budget Page 177 City of Rancho Cucamonga, California Expenditure Summary by Department All Funds Fiscal Year 2021/22 Preliminary Budget Public Works Services Governance 11.61% 1.21% Planning Police 1 58% 18.11% Engineering Services 21.21% Building and Safety Services 0.73% Econ.and Comm.Dev. Fire District 0.42% 24.92% Animal Services Innovation and 1.19% Technology 2.40% Records Management Human Resources 0 19% 0.33% Community Services Financ3.64 3 00%e Administrativ Library Services /o ° Services 2.56% 6.89% Governance $ 3,243,520 Police 48,527,460 Fire District 66,790,890 Animal Services 3,189,440 Records Management 519,850 Community Services 9,741,450 Library Services 6,868,180 Administrative Services 18,474,490 Finance 8,033,830 Human Resources 895,190 Innovation and Technology 6,435,990 Econ. and Comm. Dev. 1,133,920 Building and Safety Services 1,949,420 Engineering Services 56,839,510 Planning 4,223,110 Public Works Services 31,108,200 Total All Funds Budget $ 267,974,450 Fiscal Year 2021/22 Preliminary Budget Page 178 City of Rancho Cucamonga Expenditure Summary by Category All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA PERSONNEL SERVICES $ 43,605,427 $ 44,603,110 $ 46,800,620 OPERATIONS&MAINTENANCE 87,441,049 95,377,950 98,780,610 CAPITAL OUTLAY 15,554,399 32,854,910 49,475,220 DEBT SERVICE 656,275 2,495,710 4,262,940 COST ALLOCATION (6,068,050) (6,365,070) (6,563,720) TRANSFER OUT 11,104,471 7,628,100 8,454,620 TOTAL CITY OF RANCHO CUCAMONGA $ 152,293,571 $ 176,594,710 $ 201,210,290 R.C.FIRE PROTECTION DISTRICT PERSONNEL SERVICES $ 27,823,177 $ 30,807,730 $ 32,028,190 OPERATIONS&MAINTENANCE 7,558,135 9,415,150 13,812,310 CAPITAL OUTLAY 6,514,800 5,204,550 18,243,000 DEBT SERVICE 63,196 399,990 399,990 TRANSFER OUT 2,209,334 2,154,600 2,280,670 TOTAL R.C.FIRE PROTECTION DISTRICT $ 44,168,642 $ 47,982,020 $ 66,764,160 TOTAL ALL FUNDS $ 196,462,213 $ 224,576,730 $ 267,974,450 Fiscal Year 2021/22 Preliminary Budget Page 179 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA 001-GENERAL FUND 5000-Regular Salaries $ 16,635,500 $ 17,612,350 $ 18,330,580 5005 -Overtime Salaries 270,654 348,680 347,380 5010-Part Time Salaries 1,801,470 2,822,640 3,166,930 Fringe Benefits 8,804,626 8,907,170 9,656,050 5060-Tuition Reimbursement 33,099 26,000 29,000 5061 -Employee Development 39,190 86,540 86,540 5065 -Coffee Fund 4,076 5,000 5,000 5070-Executive Reimbursement 16,162 18,000 18,000 5093 -Other Funds-Salary Reimbursmnt (6,617) (7,110) (7,110) 5100-Travel and Meetings 234,478 333,970 411,930 5102-Training 134,450 262,130 261,900 5105-Mileage 3,442 6,630 10,130 5150-Office Supplies&Equipment 149,562 222,310 219,420 5151 -Postage 51,992 98,440 98,470 5152-Computer Software 28,595 10,780 7,880 5160-Membership Dues 175,309 185,540 188,410 5161 -Publications& Subscriptions 18,418 26,770 18,210 5165-Licenses,Permits&Fees 185,955 120,530 60,730 5200-Operations&Maintenance 1,105,772 1,893,510 1,852,580 5201 -O&M/Volunteer Program 14,407 20,000 20,000 5204-O&M/Facilities 312,285 448,880 448,880 5207-O&M/Capital Supplies 0 24,000 15,000 5210-O&M/Crime Prevention 9,424 29,000 29,000 5215 -O&M/Computer Equipment 25,324 29,430 24,020 5217-Technical Investigative Costs 128,917 168,580 166,130 5220-Cellular Technology 130,215 153,310 155,900 5250-Vehicle Operations&Maint. 323,539 524,380 584,600 5251 -Depreciation-Vehicles 443,260 443,260 483,260 5252-Emergency Equipment& Veh Rntl 14,556 37,000 37,000 5253 -Vehicle Collision Repair 61,138 100,000 100,000 5255 -Gasoline 548,467 540,610 534,910 5256-Diesel Fuel 8,567 12,470 12,470 5257-CNG Fuel 13,134 10,870 16,570 5260-O&M/Animal Care 109,334 117,630 117,630 5262-O&M/Community&Info Programs 815 2,000 2,000 5263 -O&M/Field Services 4,332 4,000 5,580 5264-O&M/Veterinarian Services 145,255 139,000 139,000 5265 -O&M/Kitten Nursery 25,089 10,000 10,000 5280-Equip Operations&Maint 28,050 30,690 32,690 5281 -Depreciation-Equipment 86,740 86,740 94,850 5283 -Depreciation-Computer Equip 584,190 584,190 640,190 5285 - Safety Gear&Equipment 52,244 46,000 50,000 5300-Contract Services 44,204,752 51,236,710 52,819,390 5303 -Contract Serv/Reimbursable 264,893 240,450 501,440 Fiscal Year 2021/22 Preliminary Budget Page 18o City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5304-Contract Serv/Facilities 1,491,623 1,873,500 1,788,670 5310-Tree Maintenance 574,498 200,000 425,000 5312-Legal Services 521,235 576,250 610,430 5320-Hazardous Waste Removal 13,827 24,320 24,310 5360-Contract Serv/Animal Care 15,705 43,660 43,660 5362-Contract Serv/Comm&Info Prgm 554 1,030 1,030 5363 -Contract Serv/Field Services 9,150 15,500 15,500 5364-Contract Serv/Vet Services 58,629 66,400 66,400 5365-Cont Srv-Spay/Neuter Program 6,813 47,500 47,500 5400-Telephone Utilities 126,622 132,260 134,750 5401 -Gas Utilities 137,272 148,090 149,590 5402-Water Utilities 409,108 434,830 500,920 5403 -Electric Utilities 992,008 1,042,260 1,030,220 5405 -Internet Services 106,938 117,940 100,000 5410-Property Insurance 287,375 316,110 466,210 5510-Property Tax Admin.Fee 91,119 89,160 98,080 5603 -Capital Outlay-Equipment 8,986 10,000 10,000 5605 -Capital Outlay-Computer Equip 15,189 0 0 5650-Capital Project 497,962 200,000 300,000 5700-Interest Expense 9,196 8,200 7,210 5701 -Principal Repayments 97,244 98,250 99,240 5704-Long Term Debt Repymt Contra (97,244) 0 0 5723 -Misc Contributions to Fire 0 0 50,000 5725 -Other Expenditures 181,664 0 125,000 5990-Cost Allocation Plan Offset (6,068,050) (6,365,070) (6,563,720) 9018-Transfer Out-Traffic Safety 304,520 10,270 0 9025-Transfer Out-Capital Reserve 1,175,000 725,000 1,220,460 9130-Transfer Out-LMD1 136,000 36,300 36,610 9131 -Transfer Out-LMD2 323,730 314,280 303,270 9136-Transfer Out-LMD6R 43,680 39,010 40,090 9152-Transfer Out-SLD2 363,500 317,330 63,610 9155-Transfer Out-SLD5 0 0 28,920 9157-Transfer Out-SLD7 94,400 89,100 29,400 9700-Transfer Out-Sports Complex 1,738,759 1,401,770 2,005,520 9702-Transfer Out-REGIS Connect 18,204 0 0 9848-Transfer Out-Fund 848 217,060 72,170 99,990 TOTAL GENERAL FUND $ 81,127,336 $ 90,104,500 $ 95,160,410 003-REIMB ST/COUNTY PARKING CIT 5200-Operations&Maintenance $ 97,446 $ 111,330 $ 109,650 TOTAL REIMB ST/COUNTY PARKING CIT $ 97,446 $ 111,330 $ 109,650 006-CVWD REIMBURSEMENTS 5000-Regular Salaries $ 82,068 $ 65,370 $ 65,470 Fringe Benefits 42,366 31,380 32,610 5093 -Other Funds-Salary Reimbursmnt (636) 0 0 Fiscal Year 2021/22 Preliminary Budget Page 181 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5200-Operations&Maintenance 80,725 62,500 82,900 5250-Vehicle Operations&Maint. 9,492 22,180 22,180 5252-Emergency Equipment&Veh Rntl 1,000 1,000 1,000 5255 -Gasoline 0 5,390 5,390 5256-Diesel Fuel 0 2,530 2,530 5257-CNG Fuel 0 2,530 2,530 5280-Equip Operations&Maint 293 500 500 9001 -Transfer Out-General Fund 64,720 90,510 90,510 9174-Transfer Out-Fund 174 150,000 0 0 9712-T/O Equipment/Vehicle Replacem 150,000 300,000 300,000 TOTAL CVWD REIMBURSEMENTS $ 580,028 $ 583,890 $ 605,620 016-COMM DEV TECHNICAL SRVCS FUND 5102-Training $ 0 $ 500 $ 500 5200-Operations&Maintenance 817 3,000 3,000 5215 -O&M/Computer Equipment 751 0 0 5300-Contract Services 778,942 3,000 53,000 TOTAL COMM DEV TECHNICAL SRVCS FUND $ 780,510 $ 6,500 $ 56,500 017-LAW ENFORCEMENT RESERVE 5200-Operations&Maintenance $ 10,384 $ 1,300 $ 1,300 5207-O&M/Capital Supplies 18,532 30,000 30,000 5300-Contract Services 139,857 78,000 88,000 5501 -Admin./General Overhead 2,420 10,200 13,350 5603 -Capital Outlay-Equipment 522,103 359,000 401,250 5650-Capital Project 1,681,909 0 0 9361 -Trsf Out-Fd 361 194 0 0 9381 -Transfer Out-Fund 381 443 0 0 TOTAL LAW ENFORCEMENT RESERVE $ 2,375,842 $ 478,500 $ 533,900 018-TRAFFIC SAFETY 5300-Contract Services $ 304,662 $ 112,000 $ 335,100 5501 -Admin./General Overhead 0 0 4,250 TOTAL TRAFFIC SAFETY $ 304,662 $ 112,000 $ 339,350 020-CITY TECHNOLOGY FEE FUND 5501 -Admin./General Overhead $ 97,560 $ 145,380 $ 145,910 TOTAL CITY TECHNOLOGY FEE FUND $ 97,560 $ 145,380 $ 145,910 022-MOBILE HOME PARK PROGRAM 5200-Operations&Maintenance $ 16,710 $ 16,710 $ 16,710 5300-Contract Services 0 15,500 5,000 5501 -Admin./General Overhead 2,360 3,430 3,500 5720-Misc Contributions to City 1,780 7,110 7,110 Fiscal Year 2021/22 Preliminary Budget Page 182 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL MOBILE HOME PARK PROGRAM $ 20,850 $ 42,750 $ 32,320 023-SB1186 CERT ACCESS SPEC PROG 5102-Training $ 0 $ 700 $ 700 5160-Membership Dues 0 80 80 5200-Operations&Maintenance 1,529 3,600 3,600 5501 -Admin./General Overhead 1,350 1,350 1,390 TOTAL SB1186 CERT ACCESS SPEC PROG $ 2,879 $ 5,730 $ 5,770 025-CAPITAL RESERVE 5005 -Overtime Salaries $ 65 $ 0 $ 0 5010-Part Time Salaries 14,729 0 0 Fringe Benefits 214 0 0 5200-Operations&Maintenance 88,402 0 0 5207-O&M/Capital Supplies 25,257 172,150 150,400 5300-Contract Services 97,153 367,400 351,000 5320-Hazardous Waste Removal 17,236 20,000 20,000 5411 -Other Insurance 28,042 33,220 31,260 5416-General Liability Insurance 405,968 675,270 680,930 5417-General Liability Claims 416,276 500,000 500,000 5501 -Admin./General Overhead 67,350 8,310 28,460 5600-Capital Outlay-Land 1,842,385 0 0 5602-Capital Outlay-Bldg&Imprvmnt 497,493 557,000 1,482,400 5603 -Capital Outlay-Equipment 67,982 220,000 0 5650-Capital Project 183,982 1,740,000 2,555,000 9130-Transfer Out-LMD1 14,800 0 0 9711 -Transfer Out-Fund 711 939,603 934,840 937,300 9714-Transfer Out-Comptr Eq Rplc 421,864 421,870 421,870 TOTAL CAPITAL RESERVE $ 5,128,801 $ 5,650,060 $ 7,158,620 073-BENEFITS CONTINGENCY 5000-Regular Salaries $ 1,075,695 $ 1,069,080 $ 906,480 5501 -Admin./General Overhead 9,460 10,140 11,350 TOTAL BENEFITS CONTINGENCY $ 1,085,155 $ 1,079,220 $ 917,830 100-ASSESSMENT DISTRICTS ADMIN 5000-Regular Salaries $ 134,276 $ 182,570 $ 181,920 5010-Part Time Salaries 25,720 0 0 Fringe Benefits 69,758 87,060 90,340 5100-Travel and Meetings 3,064 6,280 6,280 5102-Training 0 1,000 1,000 5105 -Mileage 133 300 300 5150-Office Supplies&Equipment 340 500 500 5200-Operations&Maintenance 11,419 29,240 25,830 5300-Contract Services 78,164 263,260 313,260 Fiscal Year 2021/22 Preliminary Budget Page 183 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5501 -Admin./General Overhead 605,800 444,420 444,710 5603 -Capital Outlay-Equipment 9,180 0 0 TOTAL ASSESSMENT DISTRICTS ADMIN $ 937,854 $ 1,014,630 $ 1,064,140 101-AD 93-1 MASI COMMERCE CENTER 5501 -Admin./General Overhead $ 210 $ 180 $ 180 TOTAL AD 93-1 MASI COMMERCE CENTER $ 210 $ 180 $ 180 105-AB2766 AIR QUALITY IMPROVEMENT 5200-Operations&Maintenance $ 14,362 $ 13,650 $ 13,650 5300-Contract Services 1,518 1,580 1,610 5501 -Admin./General Overhead 840 5,170 5,520 5603 -Capital Outlay-Equipment 19,872 0 0 5604-Capital Outlay-Vehicles 0 84,000 105,000 5650-Capital Project 104,553 216,000 208,740 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 141,145 $ 320,400 $ 334,520 106-MSRC AIR POLLUTION REDUCT GRNT 5604-Capital Outlay-Vehicles $ 0 $ 30,000 $ 0 TOTAL MSRC AIR POLLUTION REDUCT GRNT $ 0 $ 30,000 $ 0 109-PUBLIC ART TRUST FUND 5200-Operations&Maintenance $ 0 $ 0 $ 45,000 5501 -Admin./General Overhead 0 0 40 TOTAL PUBLIC ART TRUST FUND $ 0 $ 0 $ 45,040 110-BEAUTIFICATION 5501 -Admin./General Overhead $ 440 $ 450 $ 790 5650-Capital Project 354,904 0 15,000 TOTAL BEAUTIFICATION $ 355,344 $ 450 $ 15,790 II1-PARK LAND AC UISITION 5300-Contract Services $ 7,094 $ 0 $ 0 5501 -Admin./General Overhead 360 1,370 2,480 TOTAL PARK LAND ACQUISITION $ 7,454 $ 1,370 $ 2,480 112-DRAINAGE FAC/GENERAL 5000-Regular Salaries $ 23,041 $ 29,030 $ 30,510 Fringe Benefits 12,006 13,940 15,260 5501 -Admin./General Overhead 6,710 6,900 8,200 5650-Capital Project 0 100,000 275,000 TOTAL DRAINAGE FAC/GENERAL $ 41,757 $ 149,870 $ 328,970 Fiscal Year 2021/22 Preliminary Budget Page 184 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 113-COMMUNITY/REC CENTER DEVELPMNT 5300-Contract Services $ 2,341 $ 0 $ 0 5501 -Admin./General Overhead 140 500 910 5650-Capital Project 11,666 0 0 TOTAL COMMUNITY/REC CENTER DEVELPMNT $ 14,147 $ 500 $ 910 114-DRAINAGE-ETIWANDA/SAN SEVAINE 5501 -Admin./General Overhead $ 370 $ 120 $ 250 5650-Capital Project 14,321 0 0 TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 14,691 $ 120 $ 250 115-HENDERSON/WARDMAN DRAINAGE 5501 -Admin./General Overhead $ 260 $ 360 $ 360 TOTAL HENDERSON/WARDMAN DRAINAGE $ 260 $ 360 $ 360 116-ETIWANDA DRAINAGE 5000-Regular Salaries $ 7,933 $ 22,000 $ 19,420 Fringe Benefits 4,134 10,560 9,710 5501 -Admin./General Overhead 4,180 3,070 3,880 5650-Capital Project 9,612 100,000 100,000 TOTAL ETIWANDA DRAINAGE $ 25,859 $ 135,630 $ 133,010 118-UPPER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 390 $ 220 $ 450 TOTAL UPPER ETIWANDA DRAINAGE $ 390 $ 220 $ 450 119-PARK IMPROVEMENT 5300-Contract Services $ 3,422 $ 0 $ 0 5501 -Admin./General Overhead 0 150 750 TOTAL PARK IMPROVEMENT $ 3,422 $ 150 $ 750 120-PARK DEVELOPMENT 5000-Regular Salaries $ 64,379 $ 70,640 $ 82,170 Fringe Benefits 33,546 33,910 41,090 5100-Travel and Meetings 1,148 2,500 1,800 5102-Training 0 500 500 5150-Office Supplies&Equipment 0 200 200 5160-Membership Dues 150 240 150 5161 -Publications& Subscriptions 0 150 0 5200-Operations&Maintenance 0 500 1,000 5300-Contract Services 1,275 50,000 50,000 5501 -Admin./General Overhead 15,020 15,220 18,690 5650-Capital Project 270,065 250,000 900,690 Fiscal Year 2021/22 Preliminary Budget Page 185 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL PARK DEVELOPMENT $ 385,583 $ 423,860 $ 1,096,290 122-SOUTH ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 240 $ 410 $ 800 TOTAL SOUTH ETIWANDA DRAINAGE $ 240 $ 410 $ 800 123-LIBRARY IMPACT FEE 5300-Contract Services $ 773 $ 0 $ 0 5501 -Admin./General Overhead 0 0 260 5650-Capital Project 11,666 0 0 TOTAL LIBRARY IMPACT FEE $ 12,439 $ 0 $ 260 124-TRANSPORTATION 5000-Regular Salaries $ 305,821 $ 379,230 $ 378,160 Fringe Benefits 159,168 182,040 188,890 5501 -Admin./General Overhead 62,650 62,040 74,310 5650-Capital Project 834,286 1,440,650 8,997,350 TOTAL TRANSPORTATION $ 1,361,925 $ 2,063,960 $ 9,638,710 125-ANIMAL CENTER IMPACT FEE 5300-Contract Services $ 168 $ 0 $ 0 5501 -Admin./General Overhead 0 0 60 TOTAL ANIMAL CENTER IMPACT FEE $ 168 $ 0 $ 60 126-LOWER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 400 $ 230 $ 480 TOTAL LOWER ETIWANDA DRAINAGE $ 400 $ 230 $ 480 127-POLICE IMPACT FEE 5309-Contract Srvc/Electric Utility $ 224 $ 0 $ 0 5501 -Admin./General Overhead 0 0 200 5602-Capital Outlay-Bldg&Imprvmnt 0 0 170,000 5650-Capital Project 11,666 0 0 TOTAL POLICE IMPACT FEE $ 11,890 $ 0 $ 170,200 128-ETIWANDA NO.EQUESTRIAN FACIL. 5501 -Admin./General Overhead $ 180 $ 260 $ 540 TOTAL ETIWANDA NO.EQUESTRIAN FACIL. $ 180 $ 260 $ 540 129-UNDERGROUND UTILITIES 5501 -Admin./General Overhead $ 3,210 $ 4,060 $ 8,330 5650-Capital Project 0 40,000 0 Fiscal Year 2021/22 Preliminary Budget Page 186 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL UNDERGROUND UTILITIES $ 3,210 $ 44,060 $ 8,330 130-LMD#1 GENERAL CITY 5000-Regular Salaries $ 18,368 $ 17,820 $ 18,050 5010-Part Time Salaries 2,205 0 14,350 Fringe Benefits 9,802 8,560 12,840 5093 -Other Funds-Salary Reimbursmnt (46) 0 0 5200-Operations&Maintenance 63,464 70,100 67,070 5204-O&M/Facilities 0 2,300 2,300 5250-Vehicle Operations&Maint. 1,837 2,000 2,000 5252-Emergency Equipment&Veh Rntl 0 5,800 5,800 5280-Equip Operations&Maint 1,500 2,000 2,000 5300-Contract Services 511,016 550,850 615,960 5304-Contract Serv/Facilities 5,992 7,410 7,410 5310-Tree Maintenance 52,500 52,500 52,500 5400-Telephone Utilities 1,713 2,000 1,890 5402-Water Utilities 341,084 342,760 380,530 5403 -Electric Utilities 32,312 52,790 37,450 5500-Assessment Administration 62,850 62,850 62,850 5501 -Admin./General Overhead 47,410 56,150 56,690 5607-Cap Outlay-Impry Oth Than Bldg 313,000 40,000 0 5650-Capital Project 0 0 50,000 5720-Misc Contributions to City 660 660 660 9141 -Transfer Out-Fund 141 90,000 90,000 90,000 TOTAL LMD#1 GENERAL CITY $ 1,555,667 $ 1,366,550 $ 1,480,350 131-LMD#2 VICTORIA 5000-Regular Salaries $ 539,331 $ 573,110 $ 582,690 5005 -Overtime Salaries 0 1,090 1,090 5010-Part Time Salaries 53,649 46,320 70,550 Fringe Benefits 285,330 286,550 310,010 5200-Operations&Maintenance 58,117 86,150 83,300 5220-Cellular Technology 0 690 0 5250-Vehicle Operations&Maint. 4,613 5,000 5,000 5252-Emergency Equipment&Veh Rntl 0 200 200 5300-Contract Services 1,125,709 1,533,420 1,301,810 5310-Tree Maintenance 157,007 163,340 163,340 5402-Water Utilities 837,154 801,940 952,430 5403 -Electric Utilities 42,095 61,790 47,700 5500-Assessment Administration 35,080 35,080 35,080 5501 -Admin./General Overhead 289,680 322,630 324,160 5504-Interfund Allocation 80,430 86,230 83,160 5603 -Capital Outlay-Equipment 0 0 2,230 5607-Cap Outlay-Impry Oth Than Bldg 127,300 100,000 25,000 5650-Capital Project 79,008 425,000 1,000,000 Fiscal Year 2021/22 Preliminary Budget Page 187 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL LMD#2 VICTORIA $ 3,714,503 $ 4,528,540 $ 4,987,750 132-LMD#3A HYSSOP 5200-Operations&Maintenance $ 2,050 $ 1,250 $ 0 5300-Contract Services 2,656 5,560 0 5310-Tree Maintenance 0 900 0 5402-Water Utilities 941 1,320 0 5403 -Electric Utilities 278 900 0 5500-Assessment Administration 50 50 0 5501 -Admin./General Overhead 1,320 720 0 TOTAL LMD#3A HYSSOP $ 7,295 $ 10,700 $ 0 133-LMD#313 MEDIANS 5000-Regular Salaries $ 74,047 $ 78,020 $ 79,820 5010-Part Time Salaries 4,928 11,010 14,860 Fringe Benefits 38,978 40,180 43,770 5093-Other Funds-Salary Reimbursmnt (423) 0 0 5152-Computer Software 495 500 500 5200-Operations&Maintenance 14,324 17,050 17,050 5204-O&M/Facilities 2,609 11,500 11,500 5300-Contract Services 311,234 527,950 380,710 5304-Contract Serv/Facilities 189,125 168,760 181,320 5310-Tree Maintenance 26,210 26,210 26,210 5402-Water Utilities 115,891 120,470 133,120 5403 -Electric Utilities 31,770 44,480 37,730 5500-Assessment Administration 6,240 6,240 6,240 5501 -Admin./General Overhead 39,820 43,220 44,070 5650-Capital Project 127,000 0 0 TOTAL LMD#313 MEDIANS $ 982,248 $ 1,095,590 $ 976,900 134-LMD#4R TERRA VISTA 5000-Regular Salaries $ 645,474 $ 683,180 $ 683,480 5005 -Overtime Salaries 276 1,050 1,050 5010-Part Time Salaries 25,957 26,140 33,610 Fringe Benefits 337,596 334,400 350,130 5200-Operations&Maintenance 63,950 99,750 80,810 5220-Cellular Technology 0 690 0 5250-Vehicle Operations&Maint. 3,975 6,000 6,000 5252-Emergency Equipment&Veh Rntl 0 1,700 1,700 5280-Equip Operations&Maint 3,351 3,750 5,750 5300-Contract Services 351,514 680,320 654,270 5310-Tree Maintenance 71,515 74,970 74,970 5402-Water Utilities 388,882 371,420 477,240 5403 -Electric Utilities 16,741 27,160 19,820 5500-Assessment Administration 20,980 20,980 20,980 Fiscal Year 2021/22 Preliminary Budget Page 188 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5501 -Admin./General Overhead 235,870 255,460 257,850 5607-Cap Outlay-Impry Oth Than Bldg 47,800 0 0 5650-Capital Project 57,891 400,000 700,000 TOTAL LMD#4R TERRA VISTA $ 2,271,772 $ 2,986,970 $ 3,367,660 135-LMD#5 ANDOVER 5000-Regular Salaries $ 977 $ 1,530 $ 1,990 5010-Part Time Salaries 275 0 0 Fringe Benefits 539 740 1,000 5200-Operations&Maintenance 433 1,300 1,300 5250-Vehicle Operations&Maint. 0 70 70 5300-Contract Services 384 1,640 1,820 5402-Water Utilities 714 650 900 5403 -Electric Utilities 135 490 200 5500-Assessment Administration 240 240 240 5501 -Admin./General Overhead 1,350 830 850 TOTAL LMD#5 ANDOVER $ 5,047 $ 7,490 $ 8,370 136-LMD#6R CARYN COMMUNITY 5000-Regular Salaries $ 12,128 $ 12,310 $ 12,490 5010-Part Time Salaries 0 0 1,970 Fringe Benefits 6,319 5,910 6,780 5200-Operations&Maintenance 4,464 11,900 7,500 5252-Emergency Equipment&Veh Rntl 0 200 200 5300-Contract Services 234,983 325,980 296,460 5310-Tree Maintenance 34,670 34,850 50,000 5402-Water Utilities 160,332 155,760 193,120 5403 -Electric Utilities 3,093 7,330 4,120 5500-Assessment Administration 6,680 6,680 6,680 5501 -Admin./General Overhead 35,510 40,540 40,790 5603 -Capital Outlay-Equipment 0 0 1,120 5650-Capital Project 0 0 50,000 TOTAL LMD#6R CARYN COMMUNITY $ 498,179 $ 601,460 $ 671,230 137-LMD#7 NORTH ETIWANDA 5000-Regular Salaries $ 129,745 $ 135,720 $ 136,830 5010-Part Time Salaries 6,404 6,420 23,670 Fringe Benefits 68,120 66,740 74,580 5200-Operations&Maintenance 24,281 39,800 38,130 5204-O&M/Facilities 188 1,500 5,000 5252-Emergency Equipment&Veh Rntl 1,039 3,200 9,200 5300-Contract Services 353,221 479,830 454,520 5304-Contract Serv/Facilities 5,652 2,750 2,750 5310-Tree Maintenance 15,820 25,090 25,090 5402-Water Utilities 289,868 272,800 343,150 Fiscal Year 2021/22 Preliminary Budget Page 189 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5403-Electric Utilities 14,406 23,280 16,170 5500-Assessment Administration 16,130 16,130 16,130 5501 -Admin./General Overhead 93,960 104,430 104,930 5603-Capital Outlay-Equipment 0 0 3,350 5607-Cap Outlay-Impry Oth Than Bldg 0 0 100,000 5720-Misc Contributions to City 680 680 680 TOTAL LMD#7 NORTH ETIWANDA $ 1,019,514 $ 1,178,370 $ 1,354,180 138-LMD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 3,446 $ 3,550 $ 3,640 Fringe Benefits 1,795 1,710 1,820 5200-Operations&Maintenance 1,719 2,250 1,500 5300-Contract Services 10,116 11,370 10,620 5310-Tree Maintenance 3,720 3,720 3,720 5402-Water Utilities 6,861 5,780 9,950 5403 -Electric Utilities 409 1,160 610 5500-Assessment Administration 1,060 1,060 1,060 5501 -Admin./General Overhead 8,880 9,280 9,310 TOTAL LMD#8 SOUTH ETIWANDA $ 38,006 $ 39,880 $ 42,230 139-LMD#9 LOWER ETIWANDA 5000-Regular Salaries $ 207,390 $ 213,970 $ 214,050 5010-Part Time Salaries 10,255 11,470 18,670 Fringe Benefits 108,877 105,540 111,800 5093 -Other Funds-Salary Reimbursmnt (380) 0 0 5200-Operations&Maintenance 13,356 30,510 17,800 5220-Cellular Technology 2,614 690 0 5252-Emergency Equipment&Veh Rntl 0 1,200 1,200 5300-Contract Services 77,555 249,870 107,440 5310-Tree Maintenance 33,930 33,930 33,930 5402-Water Utilities 57,853 62,780 67,090 5403-Electric Utilities 3,252 7,680 4,240 5500-Assessment Administration 7,700 7,700 7,700 5501 -Admin./General Overhead 57,960 59,110 59,630 5603 -Capital Outlay-Equipment 0 0 460 5650-Capital Project 0 40,000 0 TOTAL LMD#9 LOWER ETIWANDA $ 580,362 $ 824,450 $ 644,010 140-LMD#10 RANCHO ETIWANDA 5000-Regular Salaries $ 127,972 $ 166,340 $ 156,650 5005-Overtime Salaries 0 1,050 1,050 5010-Part Time Salaries 16,067 16,510 28,280 Fringe Benefits 68,129 83,950 85,710 5200-Operations&Maintenance 11,275 21,400 16,270 5204-O&M/Facilities 0 1,500 1,500 Fiscal Year 2021/22 Preliminary Budget Page 190 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5252-Emergency Equipment&Veh Rntl 1,039 3,300 3,300 5280-Equip Operations&Maint 0 500 500 5300-Contract Services 100,911 163,020 151,320 5304-Contract Serv/Facilities 6,248 3,770 3,770 5310-Tree Maintenance 11,800 11,800 11,800 5402-Water Utilities 106,627 109,590 131,150 5403 -Electric Utilities 11,194 17,560 12,470 5500-Assessment Administration 4,120 4,120 4,120 5501 -Admin./General Overhead 73,330 81,610 82,110 5603 -Capital Outlay-Equipment 0 0 1,790 5607-Cap Outlay-Impry Oth Than Bldg 0 65,000 150,000 5720-Misc Contributions to City 650 650 650 TOTAL LMD#10 RANCHO ETIWANDA $ 539,362 $ 751,670 $ 842,440 141-LMD 1 CAPITAL REPLACEMENT FUND 5200-Operations&Maintenance $ 0 $ 10,000 $ 10,000 5300-Contract Services 0 30,000 30,000 5501 -Admin./General Overhead 620 550 650 5603 -Capital Outlay-Equipment 0 0 8,920 5607-Cap Outlay-Impry Oth Than Bldg 0 0 90,000 5650-Capital Project 0 0 50,000 TOTAL LMD 1 CAPITAL REPLACEMENT FUND $ 620 $ 40,550 $ 189,570 150-GENERAL CITY STREET LIGHTS 5200-Operations&Maintenance $ 114,426 $ 100,000 $ 100,000 5300-Contract Services 275,265 250,000 250,000 5501 -Admin./General Overhead 1,620 4,830 4,830 TOTAL GENERAL CITY STREET LIGHTS $ 391,311 $ 354,830 $ 354,830 151-SLD#1 ARTERIAL 5000-Regular Salaries $ 10,934 $ 15,360 $ 15,360 Fringe Benefits 5,697 7,380 7,680 5102-Training 80 180 180 5160-Membership Dues 50 50 50 5200-Operations&Maintenance 5,948 7,990 7,990 5220-Cellular Technology 0 2,000 2,000 5280-Equip Operations&Maint 0 500 500 5300-Contract Services 0 47,750 47,750 5400-Telephone Utilities 1,048 1,500 1,500 5403 -Electric Utilities 409,205 358,160 406,000 5500-Assessment Administration 152,990 152,990 152,990 5501 -Admin./General Overhead 51,220 58,710 58,940 5700-Interest Expense 37,534 35,320 0 5701 -Principal Repayments 212,121 212,130 0 5704-Long Term Debt Repymt Contra (212,121) 0 0 Fiscal Year 2021/22 Preliminary Budget Page 191 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 9150-Transfer Out-Fund 150 92,628 113,200 113,200 TOTAL SLD#1 ARTERIAL $ 767,334 $ 1,013,220 $ 814,140 152-SLD#2 RESIDENTIAL 5300-Contract Services $ 689 $ 20,980 $ 20,940 5403 -Electric Utilities 282,997 269,740 288,000 5500-Assessment Administration 38,080 38,080 38,080 5501 -Admin./General Overhead 1,900 1,920 1,920 5650-Capital Project 5,480 0 0 5700-Interest Expense 38,253 35,990 0 5701 -Principal Repayments 216,188 216,190 0 5704-Long Term Debt Repymt Contra (216,188) 0 0 9150-Transfer Out-Fund 150 90,679 110,860 110,860 TOTAL SLD#2 RESIDENTIAL $ 458,078 $ 693,760 $ 459,800 153-SLD#3 VICTORIA 5000-Regular Salaries $ 16,379 $ 21,270 $ 21,570 Fringe Benefits 8,535 10,210 10,790 5102-Training 0 180 180 5160-Membership Dues 50 50 50 5200-Operations&Maintenance 5,362 9,940 9,940 5300-Contract Services 0 8,050 8,050 5403 -Electric Utilities 99,078 100,150 112,000 5500-Assessment Administration 34,240 34,240 34,240 5501 -Admin./General Overhead 8,010 6,740 7,300 5700-Interest Expense 14,363 13,520 1,110 5701 -Principal Repayments 81,169 81,170 1,307,100 5704-Long Term Debt Repymt Contra (81,169) 0 0 9150-Transfer Out-Fund 150 35,951 43,960 43,960 TOTAL SLD#3 VICTORIA $ 221,968 $ 329,480 $ 1,556,290 154-SLD#4 TERRA VISTA 5000-Regular Salaries $ 16,379 $ 21,270 $ 21,570 Fringe Benefits 8,535 10,210 10,790 5102-Training 0 190 190 5160-Membership Dues 50 50 50 5200-Operations&Maintenance 23 4,940 4,940 5280-Equip Operations&Maint 1,000 1,000 2,290 5300-Contract Services 0 3,730 3,730 5403-Electric Utilities 47,389 45,730 51,000 5500-Assessment Administration 20,950 20,950 20,950 5501 -Admin./General Overhead 6,020 5,250 5,490 5650-Capital Project 114,898 0 0 5700-Interest Expense 7,247 6,820 1,980 5701 -Principal Repayments 40,955 40,960 510,010 Fiscal Year 2021/22 Preliminary Budget Page 192 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5704-Long Term Debt Repymt Contra (40,955) 0 0 9150-Transfer Out-Fund 150 16,694 20,410 20,410 TOTAL SLD#4 TERRA VISTA $ 239,185 $ 181,510 $ 653,400 155-SLD#5 CARYN COMMUNITY 5000-Regular Salaries $ 3,505 $ 4,840 $ 4,840 Fringe Benefits 1,826 2,330 2,420 5102-Training 0 180 180 5160-Membership Dues 50 50 50 5200-Operations&Maintenance 8,929 8,990 8,990 5300-Contract Services 0 1,770 1,770 5403 -Electric Utilities 33,786 20,320 24,000 5500-Assessment Administration 6,670 6,670 6,670 5501 -Admin./General Overhead 2,090 1,510 1,510 5700-Interest Expense 3,255 3,070 0 5701 -Principal Repayments 18,393 18,400 0 5704-Long Term Debt Repymt Contra (18,393) 0 0 9150-Transfer Out-Fund 150 7,931 9,690 9,690 TOTAL SLD#5 CARYN COMMUNITY $ 68,042 $ 77,820 $ 60,120 156-SLD#6 INDUSTRIAL AREA 5000-Regular Salaries $ 16,379 $ 21,270 $ 21,570 Fringe Benefits 8,535 10,210 10,790 5102-Training 0 180 180 5160-Membership Dues 50 50 50 5200-Operations&Maintenance 5,023 6,940 6,940 5280-Equip Operations&Maint 716 800 2,290 5300-Contract Services 0 2,780 2,780 5403 -Electric Utilities 44,209 40,830 45,000 5500-Assessment Administration 5,610 5,610 5,610 5501 -Admin./General Overhead 6,090 5,330 5,510 5700-Interest Expense 5,260 4,950 390 5701 -Principal Repayments 29,727 29,730 480,470 5704-Long Term Debt Repymt Contra (29,727) 0 0 9150-Transfer Out-Fund 150 12,413 15,170 15,170 TOTAL SLD#6 INDUSTRIAL AREA $ 104,285 $ 143,850 $ 596,750 157-SLD#7 NORTH ETIWANDA 5000-Regular Salaries $ 10,934 $ 15,360 $ 15,360 Fringe Benefits 5,697 7,380 7,680 5102-Training 0 180 180 5160-Membership Dues 20 50 50 5200-Operations&Maintenance 885 4,940 4,940 5300-Contract Services 0 5,630 5,630 5403 -Electric Utilities 67,551 66,090 72,000 Fiscal Year 2021/22 Preliminary Budget Page 193 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5500-Assessment Administration 20,370 20,370 20,370 5501 -Admin./General Overhead 3,920 3,770 3,820 5700-Interest Expense 10,354 9,750 0 5701 -Principal Repayments 58,512 58,520 0 5704-Long Term Debt Repymt Contra (58,512) 0 0 9150-Transfer Out-Fund 150 25,123 30,720 30,720 TOTAL SLD#7 NORTH ETIWANDA $ 144,854 $ 222,760 $ 160,750 158-SLD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 15,211 $ 19,660 $ 19,960 Fringe Benefits 7,926 9,440 9,980 5102-Training 0 180 180 5160-Membership Dues 0 40 40 5200-Operations&Maintenance 18 4,940 4,940 5300-Contract Services 0 1,980 1,980 5403 -Electric Utilities 24,086 22,490 26,000 5500-Assessment Administration 8,290 8,290 8,290 5501 -Admin./General Overhead 5,350 4,920 5,730 5700-Interest Expense 2,725 2,570 210 5701 -Principal Repayments 15,417 15,420 248,010 5704-Long Term Debt Repymt Contra (15,417) 0 0 9150-Transfer Out-Fund 150 8,854 10,820 10,820 TOTAL SLD#8 SOUTH ETIWANDA $ 72,460 $ 100,750 $ 336,140 174-STATE GAS TAX 5000-Regular Salaries $ 985,986 $ 1,120,900 $ 1,141,770 5005-Overtime Salaries 6,454 12,000 12,000 5010-Part Time Salaries 38,117 36,680 19,620 Fringe Benefits 512,259 546,120 572,090 5093 -Other Funds-Salary Reimbursmnt (11,482) 0 0 5102-Training 1,427 2,780 2,780 5200-Operations&Maintenance 170 620 620 5250-Vehicle Operations&Maint. 5,515 6,110 6,110 5280-Equip Operations&Maint 928 1,200 1,200 5300-Contract Services 165,560 277,290 285,170 5403 -Electric Utilities 78,424 168,000 95,000 5501 -Admin./General Overhead 230,510 239,410 242,890 5650-Capital Project 226,106 1,455,260 4,677,960 TOTAL STATE GAS TAX $ 2,239,974 $ 3,866,370 $ 7,057,210 176-MEASURE I 1990-2010 5501 -Admin./General Overhead $ 210 $ 300 $ 440 5650-Capital Project 27,598 0 101,250 TOTAL MEASURE I 1990-2010 $ 27,808 $ 300 $ 101,690 Fiscal Year 2021/22 Preliminary Budget Page 194 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 177-MEASURE I 2010-2040 5000-Regular Salaries $ 249,602 $ 267,070 $ 274,230 5005-Overtime Salaries 13,950 14,300 14,300 Fringe Benefits 129,502 127,970 136,760 5300-Contract Services 951,591 1,152,380 1,161,160 5501 -Admin./General Overhead 45,780 50,170 51,510 5650-Capital Project 2,332,283 1,290,000 1,358,750 TOTAL MEASURE I 2010-2040 $ 3,722,708 $ 2,901,890 $ 2,996,710 179-ROAD MAINT&REHAB ACCT 5501 -Admin./General Overhead $ 0 $ 0 $ 910 5650-Capital Project 1,192,650 2,400,000 4,482,000 TOTAL ROAD MAINT&REHAB ACCT $ 1,192,650 $ 2,400,000 $ 4,482,910 181-SB 1-TCEP 5501 -Admin./General Overhead $ 0 $ 650 $ 650 5650-Capital Project 2,478,408 11,000,000 12,500,000 TOTAL SB 1-TCEP $ 2,478,408 $ 11,000,650 $ 12,500,650 182-AB 2928 TRAFFIC CONGEST RELIEF 5501 -Admin./General Overhead $ 80 $ 0 $ 0 TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 80 $ 0 $ 0 188-INTEGRATED WASTE MANAGEMENT 5000-Regular Salaries $ 660,933 $ 671,520 $ 681,720 5005 -Overtime Salaries 37,386 50,000 50,000 5010-Part Time Salaries 7,735 0 0 Fringe Benefits 339,809 321,320 337,190 5093 -Other Funds-Salary Reimbursmnt (421) 0 0 5100-Travel and Meetings 795 1,500 1,500 5102-Training 15 500 500 5105 -Mileage 90 100 100 5150-Office Supplies&Equipment 985 1,000 1,000 5160-Membership Dues 600 890 890 5200-Operations&Maintenance 22,262 25,500 25,500 5204-O&M/Facilities 0 500 500 5220-Cellular Technology 1,360 1,940 0 5300-Contract Services 95,842 148,300 148,300 5304-Contract Serv/Facilities 3,343 3,480 3,610 5501 -Admin./General Overhead 126,590 123,520 124,890 9001 -Transfer Out-General Fund 218,390 218,390 218,390 TOTAL INTEGRATED WASTE MANAGEMENT $ 1,515,714 $ 1,568,460 $ 1,594,090 194-PROPOSITION 1B STATE FUNDING Fiscal Year 2021/22 Preliminary Budget Page 195 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5501 -Admin./General Overhead $ 70 $ 100 $ 200 TOTAL PROPOSITION 1B STATE FUNDING $ 70 $ 100 $ 200 195-STATE ASSET SEIZURE 5300-Contract Services $ 0 $ 40,000 $ 0 5501 -Admin./General Overhead 180 440 470 5605-Capital Outlay-Computer Equip 0 0 15,000 9196-Transfer Out-Fund 196 0 0 2,680 TOTAL STATE ASSET SEIZURE $ 180 $ 40,440 $ 18,150 196-CA ASSET SEIZURE 15% 5300-Contract Services $ 6,000 $ 0 $ 2,980 5501 -Admin./General Overhead 10 70 70 TOTAL CA ASSET SEIZURE 15% $ 6,010 $ 70 $ 3,050 198-CITYWIDE INFRASTRUCTURE IMPRV 5000-Regular Salaries $ 7,081 $ 14,000 $ 14,720 Fringe Benefits 3,689 6,720 7,340 5300-Contract Services 1,148 0 0 5501 -Admin./General Overhead 13,530 12,130 21,740 5650-Capital Project 36,427 266,890 120,000 TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 61,875 $ 299,740 $ 163,800 204-COMMUNITY DEVELOPMENT BLK GRNT 5000-Regular Salaries $ 175,364 $ 181,970 $ 180,720 5010-Part Time Salaries 4,917 0 0 Fringe Benefits 91,059 87,060 90,010 5093-Other Funds-Salary Reimbursmnt (423) 0 0 5501 -Admin./General Overhead 50,940 35,290 35,290 5650-Capital Project 480,119 962,210 1,532,370 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 801,976 $ 1,266,530 $ 1,838,390 214-PEDESTRIAN GRANT/ART 3 5650-Capital Project $ 1,739 $ 401,200 $ 398,550 TOTAL PEDESTRIAN GRANT/ART 3 $ 1,739 $ 401,200 $ 398,550 218-PUBLIC RESRCE GRNTS/HEALTHY RC 5200-Operations&Maintenance $ 19,359 $ 9,730 $ 0 5300-Contract Services 25,000 0 0 5501 -Admin./General Overhead 0 10 0 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 44,359 $ 9,740 $ 0 225-CA RECYC/LITTER REDUCTION GRNT Fiscal Year 2021/22 Preliminary Budget Page 196 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5005 -Overtime Salaries $ 1,941 $ 4,600 $ 4,600 Fringe Benefits 0 0 70 5100-Travel and Meetings 837 2,000 2,000 5102-Training 0 1,350 1,350 5200-Operations&Maintenance 27,158 37,660 37,660 5300-Contract Services 0 13,000 13,000 5501 -Admin./General Overhead 1,180 1,010 1,010 TOTAL CA RECYC/LITTER REDUCTION GRNT $ 31,116 $ 59,620 $ 59,690 227-USED OIL RECYCLING PROGRAM 5005 -Overtime Salaries $ 24,742 $ 25,000 $ 25,000 5010-Part Time Salaries 385 0 0 Fringe Benefits 87 0 370 5100-Travel and Meetings 524 150 150 5102-Training 716 0 0 5200-Operations&Maintenance 16,050 24,000 24,000 5501 -Admin./General Overhead 650 660 680 TOTAL USED OIL RECYCLING PROGRAM $ 43,154 $ 49,810 $ 50,200 234-SAFE ROUTES TO SCHOOL PROGRAM 5010-Part Time Salaries $ 11,235 $ 0 $ 0 Fringe Benefits 2,342 0 0 5200-Operations&Maintenance 11,488 0 0 5300-Contract Services 6,000 0 0 5650-Capital Project 0 90,800 0 TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 31,065 $ 90,800 $ 0 250-RECREATION SERVICES 5000-Regular Salaries $ 538,031 $ 0 $ 0 5010-Part Time Salaries 744,089 0 0 Fringe Benefits 329,128 0 0 5150-Office Supplies&Equipment 906 0 0 5200-Operations&Maintenance 133,402 0 0 5300-Contract Services 511,752 0 0 5501 -Admin./General Overhead 41,010 0 0 5999-Prior Period Adjustment (10,538) 0 0 9025 -Transfer Out-Capital Reserve 1,831,277 0 0 TOTAL RECREATION SERVICES $ 4,119,057 $ 0 $ 0 255-VG CULTURAL CENTER 5000-Regular Salaries $ 94,741 $ 0 $ 0 5005 -Overtime Salaries 502 0 0 5010-Part Time Salaries 208,411 0 0 Fringe Benefits 62,493 0 0 5200-Operations&Maintenance 63,822 0 0 Fiscal Year 2021/22 Preliminary Budget Page 197 ` City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5300-Contract Services 730,205 0 0 5501 -Admin./General Overhead 7,640 0 0 5999-Prior Period Adjustment 113 0 0 9025 -Transfer Out-Capital Reserve 377,166 0 0 TOTAL VG CULTURAL CENTER $ 1,545,093 $ 0 $ 0 272-FREEDOM COURTYARD RSRC GRANTS 5204-O&M/Facilities $ 2,099 $ 0 $ 0 TOTAL FREEDOM COURTYARD RSRC GRANTS $ 2,099 $ 0 $ 0 274-STATE GRANTS FUND 5300-Contract Services $ 17,710 $ 0 $ 0 5603 -Capital Outlay-Equipment 26,477 0 0 5650-Capital Project 0 2,686,760 2,686,760 5720-Misc Contributions to City 35,236 0 0 TOTAL STATE GRANTS FUND $ 79,423 $ 2,686,760 $ 2,686,760 290-LIBRARY FUND 5000-Regular Salaries $ 1,490,328 $ 1,767,140 $ 1,750,090 5010-Part Time Salaries 589,642 985,220 666,650 Fringe Benefits 839,110 929,090 1,049,730 5100-Travel and Meetings 12,613 26,280 25,370 5102-Training 0 2,500 3,000 5105 -Mileage 188 900 750 5150-Office Supplies&Equipment 4,756 19,000 15,000 5152-Computer Software 0 0 4,530 5160-Membership Dues 4,708 6,330 6,250 5200-Operations&Maintenance 547,883 769,950 732,720 5207-O&M/Capital Supplies 73,442 40,000 40,000 5215 -O&M/Computer Equipment 10,300 78,330 23,220 5220-Cellular Technology 456 500 0 5300-Contract Services 158,454 312,880 353,080 5400-Telephone Utilities 1,644 2,650 2,650 5402-Water Utilities 5,073 6,010 6,010 5403 -Electric Utilities 63,872 68,250 68,250 5405 -Internet Services 53,035 57,480 57,480 5501 -Admin./General Overhead 103,870 114,250 116,600 5603 -Capital Outlay-Equipment 0 0 45,000 5604-Capital Outlay-Vehicles 16,577 0 0 5606-Capital Outlay-Furn/Fixtures 2,075 5,000 5,000 5725 -Other Expenditures 0 58,400 133,400 9329-Transfer Out-Library Cap Fund 525,000 500,000 500,000 TOTAL LIBRARY FUND $ 4,503,026 $ 5,750,160 $ 5,604,780 291-CA STATE LIBRARY Fiscal Year 2021/22 Preliminary Budget Page 198 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5200-Operations&Maintenance $ 997 $ 20,000 $ 20,000 5300-Contract Services 0 0 9,150 5501 -Admin./General Overhead 530 530 530 TOTAL CA STATE LIBRARY $ 1,527 $ 20,530 $ 29,680 292-STAFF INNOVATION FD MCA ST LB). 5100-Travel and Meetings $ 0 $ 5,750 $ 7,500 5501 -Admin./General Overhead 80 150 250 TOTAL STAFF INNOVATION FD(CA ST LB) $ 80 $ 5,900 $ 7,750 301-THE BIG READ LIBRARY GRANT 5501 -Admin./General Overhead $ 50 $ 0 $ 0 9290-Transfer Out-Library Fund 34,651 0 0 TOTAL THE BIG READ LIBRARY GRANT $ 34,701 $ 0 $ 0 302-LIBRARY SERVICES&TECH.ACT 5501 -Admin./General Overhead $ 0 $ 20 $ 0 TOTAL LIBRARY SERVICES&TECH.ACT $ 0 $ 20 $ 0 329-LIBRARY CAPITAL FUND 5501 -Admin./General Overhead $ 3,120 $ 300 $ 710 5650-Capital Project 16,163 925,000 1,225,000 TOTAL LIBRARY CAPITAL FUND $ 19,283 $ 925,300 $ 1,225,710 354-COP'S PROGRAM GRANT-STATE 5100-Travel and Meetings $ 4,049 $ 2,500 $ 5,000 5300-Contract Services 219,642 300,000 300,000 5501 -Admin./General Overhead 4,930 3,520 3,520 5603 -Capital Outlay-Equipment 37,555 0 0 TOTAL COP'S PROGRAM GRANT-STATE $ 266,176 $ 306,020 $ 308,520 361-JUSTICE ASSISTANCE GRANT(JAG) 5207-O&M/Capital Supplies $ 0 $ 0 $ 2,010 5215 -O&M/Computer Equipment 0 0 230 5605 -Capital Outlay-Computer Equip 0 0 15,820 TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 0 $ 0 $ 18,060 370-OTS-"DRI DRIVE LOSE"GRANT 9017-Transfer Out-Fund 017 $ 15,351 $ 0 $ 0 TOTAL OTS-"DRINK,DRIVE,LOSE" GRANT $ 15,351 $ 0 $ 0 373-COPS SECURE OUR SCHOOLS GRANT Fiscal Year 2021/22 Preliminary Budget Page 199 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 9017-Transfer Out-Fund 017 $ 12,042 $ 0 $ 0 TOTAL COPS SECURE OUR SCHOOLS GRANT $ 12,042 $ 0 $ 0 380-HOMELAND SECURITY GRANT-FIRE 5207-O&M/Capital Supplies $ 57,522 $ 0 $ 0 9288-Transfer Out-Fire Capital Fund 29,665 0 0 TOTAL HOMELAND SECURITY GRANT-FIRE $ 87,187 $ 0 $ 0 381-HOMELAND SECURITY GRANT-POLICE 5200-Operations&Maintenance $ 19,305 $ 0 $ 0 5207-O&M/Capital Supplies 5,031 0 0 5603-Capital Outlay-Equipment 0 66,140 56,000 5605-Capital Outlay-Computer Equip 0 0 12,000 TOTAL HOMELAND SECURITY GRANT-POLICE $ 24,336 $ 66,140 $ 68,000 383-EMERGENCY MGMT PERFORMNCE GRNT 5723 -Misc Contributions to Fire $ 26,835 $ 26,840 $ 26,730 TOTAL EMERGENCY MGMT PERFORMNCE GRNT $ 26,835 $ 26,840 $ 26,730 396-HOUSING SUCCESSOR AGENCY 5245 -Subsidies To Low/Mod Housing $ 40,570 $ 40,500 $ 37,200 5300-Contract Services 223,586 250,000 150,000 5620-Project Improvement Costs 933,617 3,505,200 0 5699-Capital Proj Contra Acct(FS) (933,617) 0 0 5720-Misc Contributions to City 200,000 200,000 200,000 TOTAL HOUSING SUCCESSOR AGENCY $ 464,156 $ 3,995,700 $ 387,200 600-AD 82-1 6TH ST INDUSTRIAL 5501 -Admin./General Overhead $ 0 $ 10 $ 10 TOTAL AD 82-1 6TH ST INDUSTRIAL $ 0 $ 10 $ 10 602-AD 84-1 DAY CREEK/MELLO 5501 -Admin./General Overhead $ 300 $ 430 $ 890 TOTAL AD 84-1 DAY CREEK/MELLO $ 300 $ 430 $ 890 612-CFD 2001-01 5501 -Admin./General Overhead $ 910 $ 1,090 $ 2,020 TOTAL CFD 2001-01 $ 910 $ 1,090 $ 2,020 614-CFD 2003-01 PROJECT FUND 5501 -Admin./General Overhead $ 0 $ 60 $ 60 Fiscal Year 2021/22 Preliminary Budget Page 200 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL CFD 2003-01 PROJECT FUND $ 0 $ 60 $ 60 700-SPORTS COMPLEX 5000-Regular Salaries $ 861,094 $ 710,890 $ 792,490 5005-Overtime Salaries 17,166 14,280 37,220 5010-Part Time Salaries 167,739 18,340 255,030 Fringe Benefits 469,545 345,970 464,340 5080-Pension Expense 124,855 0 0 5093 -Other Funds-Salary Reimbursmnt (1,683) 0 0 5165 -Licenses,Permits&Fees 0 250 250 5200-Operations&Maintenance 60,247 59,200 110,700 5204-O&M/Facilities 28,500 29,300 49,400 5250-Vehicle Operations&Maint. 1,219 1,500 1,500 5252-Emergency Equipment&Veh Rntl 6,617 4,500 4,500 5280-Equip Operations&Maint 15,353 8,000 16,000 5299-Depreciation Expense 560,032 0 0 5300-Contract Services 57,111 78,170 104,680 5304-Contract Serv/Facilities 207,584 138,110 178,420 5400-Telephone Utilities 1,109 1,500 1,230 5401 -Gas Utilities 9,061 7,200 7,200 5402-Water Utilities 88,375 88,210 88,210 5403 -Electric Utilities 139,564 150,000 150,000 5501 -Admin./General Overhead 25,000 20,000 20,000 5700-Interest Expense 19,198 17,910 16,660 5701 -Principal Repayments 123,362 124,660 125,910 5704-Long Term Debt Repymt Contra (123,362) 0 0 TOTAL SPORTS COMPLEX $ 2,857,686 $ 1,817,990 $ 2,423,740 702-REGIS CONNECT 5501 -Admin./General Overhead $ 270 $ 0 $ 0 TOTAL REGIS CONNECT $ 270 $ 0 $ 0 705-MUNICIPAL UTILITY 5000-Regular Salaries $ 296,921 $ 343,790 $ 352,890 5010-Part Time Salaries 42,286 50,320 50,360 Fringe Benefits 156,505 173,730 182,060 5080-Pension Expense 94,125 0 0 5100-Travel and Meetings 1,397 5,250 5,250 5102-Training 3,491 41,000 42,000 5150-Office Supplies&Equipment 2,233 2,500 2,500 5152-Computer Software 42,900 14,000 14,000 5160-Membership Dues 16,055 20,140 20,140 5161 -Publications& Subscriptions 1,680 1,680 1,930 5209-O&M/Electric Utility 6,923,527 8,195,370 8,631,870 5215 -O&M/Computer Equipment 7,617 1,200 6,000 Fiscal Year 2021/22 Preliminary Budget Page 201 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5216-Solar Net Metering 25,786 0 1,000 5220-Cellular Technology 67,977 81,300 86,300 5299-Depreciation Expense 1,125,368 0 0 5309-Contract Srvc/Electric Utility 544,388 891,350 932,390 5312-Legal Services 289,117 230,000 230,000 5400-Telephone Utilities 561 7,500 540 5501 -Admin./General Overhead 239,270 195,080 200,950 5603 -Capital Outlay-Equipment 276,697 100,000 400,000 5650-Capital Project 1,618,471 259,500 316,000 5699-Capital Proj Contra Acct(FS) (1,508,092) 0 0 5720-Misc Contributions to City 5,000 5,000 5,000 5899-Clearing Acct-Electric Utility (2,173) 0 0 5900-Bad Debt Expense-Electric Util 14,798 0 0 9001 -Transfer Out-General Fund 1,407,380 1,508,650 1,414,010 TOTAL MUNICIPAL UTILITY $ 11,693,285 $ 12,127,360 $ 12,895,190 706-UTILITY PUBLIC BENEFIT FUND 5000-Regular Salaries $ 102,807 $ 136,640 $ 139,050 Fringe Benefits 51,975 65,300 68,600 5160-Membership Dues 1,218 2,220 1,220 5161 -Publications& Subscriptions 0 200 200 5209-O&M/Electric Utility 174,078 342,000 196,800 5300-Contract Services 4,322 25,000 25,000 5501 -Admin./General Overhead 18,000 20,170 20,390 TOTAL UTILITY PUBLIC BENEFIT FUND $ 352,400 $ 591,530 $ 451,260 708-RCMU CAPITAL REPLACEMENT FUND 5501 -Admin./General Overhead $ 1,410 $ 2,020 $ 4,130 TOTAL RCMU CAPITAL REPLACEMENT FUND $ 1,410 $ 2,020 $ 4,130 709-RCMU CAP AND TRADE FUND 5501 -Admin./General Overhead $ 0 $ 0 $ 250 TOTAL RCMU CAP AND TRADE FUND $ 0 $ 0 $ 250 711-FIBER OPTIC NETWORK 5150-Office Supplies&Equipment $ 28 $ 0 $ 0 5152-Computer Software 19,600 0 0 5160-Membership Dues 0 550 550 5200-Operations&Maintenance 20,580 126,200 126,200 5299-Depreciation Expense 163,991 0 0 5300-Contract Services 80,343 292,510 299,300 5330-Payment to Trustee 5,500 5,500 5,500 5501 -Admin./General Overhead 4,820 14,310 14,310 5650-Capital Project 1,913,121 47,300 0 5699-Capital Proj Contra Acct(FS) (1,913,121) 0 0 Fiscal Year 2021/22 Preliminary Budget Page 202 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5700-Interest Expense 441,636 509,840 497,300 5701 -Principal Repayments 310,000 425,000 440,000 5704-Long Term Debt Repymt Contra (310,000) 0 0 TOTAL FIBER OPTIC NETWORK $ 736,498 $ 1,421,210 $ 1,383,160 712-EQUIPNEHICLE REPLACEMENT 5200-Operations&Maintenance $ 135,925 $ 265,350 $ 265,350 5299-Depreciation Expense 984,021 0 0 5300-Contract Services 4,200 13,500 13,500 5501 -Admin./General Overhead 28,980 21,920 22,590 5603 -Capital Outlay-Equipment 252,797 252,000 244,460 5604-Capital Outlay-Vehicles 82,214 131,000 110,000 5605 -Capital Outlay-Computer Equip 0 80,000 0 5650-Capital Project 143,296 150,000 150,000 5699-Capital Proj Contra Acct(FS) (435,990) 0 0 TOTAL EQUIPNEHICLE REPLACEMENT $ 1,195,443 $ 913,770 $ 805,900 714-COMP EQUIP/TECH REPLCMENT FUND 5152-Computer Software $ 6,500 $ 0 $ 0 5200-Operations&Maintenance 8,870 5,000 5,000 5215 -O&M/Computer Equipment 301,407 43,800 125,000 5299-Depreciation Expense 822,128 0 0 5300-Contract Services 240,901 47,530 140,530 5501 -Admin./General Overhead 8,520 12,290 13,040 5605 -Capital Outlay-Computer Equip 95,522 116,000 190,000 5699-Capital Proj Contra Acct(FS) (79,725) 0 0 5700-Interest Expense 67,253 0 0 5703 -Capital Lease Payment 453,174 527,340 527,340 5704-Long Term Debt Repymt Contra (453,174) 0 0 TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 1,471,376 $ 751,960 $ 1,000,910 838-AD 91-2 REDEMPTION-DAY CANYON 5000-Regular Salaries $ 14,397 $ 14,450 $ 14,450 Fringe Benefits 7,502 6,940 7,230 5500-Assessment Administration 1,900 1,900 1,900 5501 -Admin./General Overhead 2,400 2,560 2,590 TOTAL AD 91-2 REDEMPTION-DAY CANYON $ 26,199 $ 25,850 $ 26,170 847-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 2,445 23,000 23,000 5501 -Admin./General Overhead 670 600 720 5607-Cap Outlay-Impry Oth Than Bldg 5,603 0 0 5650-Capital Project 0 0 500,000 Fiscal Year 2021/22 Preliminary Budget Page 203 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL PD 85 CAPITAL REPLACEMENT FUND $ 8,718 $ 40,600 $ 540,720 848-PD 85 REDEMPTION FUND 5000-Regular Salaries $ 141,229 $ 147,710 $ 157,770 5005-Overtime Salaries 204 3,680 3,680 Fringe Benefits 73,293 70,970 78,640 5200-Operations&Maintenance 36,300 36,410 53,000 5204-O&M/Facilities 0 2,500 2,500 5252-Emergency Equipment&Veh Rntl 1,721 6,500 6,500 5280-Equip Operations&Maint 3,099 1,000 1,000 5300-Contract Services 229,877 269,440 279,860 5304-Contract Serv/Facilities 9,059 13,000 13,000 5310-Tree Maintenance 14,241 26,210 26,210 5400-Telephone Utilities 3,287 4,500 3,940 5402-Water Utilities 182,304 186,070 186,280 5403 -Electric Utilities 92,923 136,650 136,650 5500-Assessment Administration 144,590 144,590 144,590 5501 -Admin./General Overhead 51,980 54,060 54,060 5607-Cap Outlay-Impry Oth Than Bldg 205,700 0 580,000 5650-Capital Project 18,375 100,000 0 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 $ 1,327,942 $ 1,323,050 $ 1,847,440 868-CFD 2000-03 PARK MAINTENANCE. 5000-Regular Salaries $ 130,210 $ 137,030 $ 133,490 5010-Part Time Salaries 6,102 12,390 12,390 Fringe Benefits 67,986 68,840 69,910 5200-Operations&Maintenance 11,442 25,000 25,000 5204-O&M/Facilities 1,000 1,000 0 5220-Cellular Technology 0 690 0 5300-Contract Services 59,953 81,610 77,240 5310-Tree Maintenance 5,000 5,000 5,000 5402-Water Utilities 105,441 103,720 120,020 5403 -Electric Utilities 2,946 3,920 3,120 5500-Assessment Administration 1,890 1,890 1,890 5501 -Admin./General Overhead 63,250 68,480 68,660 5607-Cap Outlay-Impry Oth Than Bldg 150,500 148,000 0 5650-Capital Project 12,695 0 0 TOTAL CFD 2000-03 PARK MAINTENANCE $ 618,415 $ 657,570 $ 516,720 875-CFD 2017-01 NO.ETIWANDA 5500-Assessment Administration $ 0 $ 1,200 $ 1,200 5501 -Admin./General Overhead 0 20 20 Fiscal Year 2021/22 Preliminary Budget Page 204 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL CFD 2017-01 NO.ETIWANDA $ 0 $ 1,220 $ 1,220 876-CFD 2018-01 EMPIRE LAKES 5200-Operations&Maintenance $ 0 $ 0 $ 10,000 5300-Contract Services 0 30,000 18,390 5403-Electric Utilities 3,736 5,000 6,000 5500-Assessment Administration 0 1,200 1,960 9130-Transfer Out-LMD1 0 2,710 26,440 9141 -Transfer Out-Fund 141 0 810 7,940 9151 -Transfer Out-Fund 151 0 0 7,940 9152-Transfer Out-SLD2 0 1,900 18,510 9847-Transfer Out-Fund 847 0 950 10,580 9848-Transfer Out-Fund 848 0 1,220 11,900 9877-Transfers Out-CFD Emp Lak 0 79,390 97,050 TOTAL CFD 2018-01 EMPIRE LAKES $ 3,736 $ 123,180 $ 216,710 TOTAL CITY OF RANCHO CUCAMONGA $ 152,293,575 $ 176,594,710 $ 201,210,290 R.C.FIRE PROTECTION DISTRICT 281-FIRE FUND 5000-Regular Salaries $ 13,979,261 $ 15,040,040 $ 15,652,970 5005 -Overtime Salaries 3,960,978 4,291,190 4,413,540 5010-Part Time Salaries 102,148 159,790 83,640 Fringe Benefits 9,805,324 11,333,550 11,894,770 5060-Tuition Reimbursement 2,300 10,000 10,000 5082-Reimb Personnel from CFD 85-1 (5,942,550) (5,978,580) (6,225,520) 5083 -Reimb Personnel from CFD 88-1 (2,310,160) (2,223,100) (2,358,010) 5093 -Other Funds-Salary Reimbursmnt (26,835) (26,840) (26,730) 5100-Travel and Meetings 9,374 23,050 29,800 5102-Training 90,623 154,130 155,780 5150-Office Supplies&Equipment 23,530 32,000 32,000 5151 -Postage 39 300 300 5155 -Public Relations/Educ Material 31,479 25,750 25,750 5160-Membership Dues 6,425 10,330 10,060 5161 -Publications& Subscriptions 6,950 9,270 7,870 5165 -Licenses,Permits&Fees 8,693 8,740 9,640 5200-Operations&Maintenance 318,662 342,520 385,440 5204-O&M/Facilities 61,703 70,000 70,000 5220-Cellular Technology 59,377 67,620 67,620 5240-Operation of Acquired Property 5,827 10,500 2,800 5250-Vehicle Operations&Maint. 186,287 210,600 216,740 5252-Emergency Equipment&Veh Rntl 0 1,500 1,500 5255 -Gasoline 31,378 41,200 41,830 5256-Diesel Fuel 102,857 136,400 136,400 5258-Propane 6,271 19,000 15,000 5280-Equip Operations&Maint 26,160 38,180 38,680 Fiscal Year 2021/22 Preliminary Budget Page 205 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5285 -Safety Gear&Equipment 108,189 121,890 98,740 5290- Specialized Tools&Equipment 41,532 52,930 51,180 5291 -Equipment Supplies&Repairs 36,835 43,400 49,900 5300-Contract Services 1,159,941 1,395,660 1,517,180 5304-Contract Serv/Facilities 192,597 302,570 353,930 5312-Legal Services 116,854 50,000 129,130 5320-Hazardous Waste Removal 1,681 2,500 2,500 5321 -Fire Incident Costs 209 3,500 4,500 5400-Telephone Utilities 11,271 27,690 16,680 5401 -Gas Utilities 10,345 10,670 13,740 5402-Water Utilities 18,886 22,270 27,410 5403 -Electric Utilities 85,664 84,390 109,020 5410-Property Insurance 107,022 123,090 329,350 5411 -Other Insurance 5,061 5,580 15,220 5416-General Liability Insurance 259,589 402,850 344,980 5500-Assessment Administration 97,570 97,570 97,570 5501 -Admin./General Overhead 2,725,110 3,118,370 3,221,590 5510-Property Tax Admin.Fee 159,915 156,010 172,120 5700-Interest Expense 63,196 47,560 31,370 5701 -Principal Repayments 336,788 352,430 368,620 5704-Long Term Debt Repymt Contra (336,788) 0 0 5720-Misc Contributions to City 242,161 456,970 610,630 5725 -Other Expenditures 0 0 3,618,000 9283 -Transfer Out-CFD 88-1 2,103,840 2,036,930 2,175,200 TOTAL FIRE FUND $ 28,093,569 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 5081 -Reimb Personnel to Fire Fund $ 5,942,550 $ 5,978,580 $ 6,225,520 5165 -Licenses,Permits&Fees 3,049 3,110 3,180 5200-Operations&Maintenance 8,218 10,000 10,000 5300-Contract Services 356,020 367,860 374,450 5400-Telephone Utilities 4,231 4,490 4,750 5401 -Gas Utilities 6,627 7,360 9,170 5402-Water Utilities 15,553 13,240 13,890 5403 -Electric Utilities 52,266 62,180 67,430 5501 -Admin./General Overhead 252,280 292,080 292,080 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,640,794 $ 6,738,900 $ 7,000,470 283-COMMUNITY FACILITIES DIST 88-1 5081 -Reimb Personnel to Fire Fund $ 2,310,160 $ 2,223,100 $ 2,358,010 5165 -Licenses,Permits&Fees 1,469 1,490 1,520 5200-Operations&Maintenance 2,601 4,000 4,000 5300-Contract Services 88,612 91,580 93,200 5400-Telephone Utilities 1,687 15,160 1,950 5401 -Gas Utilities 1,680 2,170 2,170 5402-Water Utilities 4,324 5,240 5,240 Fiscal Year 2021/22 Preliminary Budget Page 2o6 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 5403 -Electric Utilities 13,810 14,520 17,200 5501 -Admin./General Overhead 107,030 110,760 110,760 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 2,531,373 $ 2,468,020 $ 2,594,050 285-FIRE TECHNOLOGY FEE FUND 5501 -Admin./General Overhead $ 200 $ 210 $ 210 TOTAL FIRE TECHNOLOGY FEE FUND $ 200 $ 210 $ 210 288-FIRE PROTECTION CAPITAL FUND 5200-Operations&Maintenance $ 58,322 $ 180,000 $ 165,000 5207-O&M/Capital Supplies 5,121 165,000 258,350 5215 -O&M/Computer Equipment 66,832 2,000 7,280 5250-Vehicle Operations&Maint. 40,545 50,000 50,000 5280-Equip Operations&Maint 0 3,000 3,000 5290- Specialized Tools&Equipment 37,903 3,000 175,200 5300-Contract Services 24,523 276,000 60,000 5501 -Admin./General Overhead 49,160 51,700 51,700 5600-Capital Outlay-Land 66,092 0 0 5602-Capital Outlay-Bldg&Imprvmnt 0 300,000 300,000 5603 -Capital Outlay-Equipment 530,391 26,000 43,000 5604-Capital Outlay-Vehicles 281,156 1,365,000 2,260,000 5605 -Capital Outlay-Computer Equip 0 0 240,000 5650-Capital Project 5,637,161 3,513,550 15,400,000 9383 -Transfer Out-Emg Mgt Perf Grnt 28 0 0 9714-Transfer Out-Comptr Eq Rplc 105,466 117,670 105,470 TOTAL FIRE PROTECTION CAPITAL FUND $ 6,902,700 $ 6,052,920 $ 19,119,000 TOTAL R.C.FIRE PROTECTION DISTRICT $ 44,168,636 $ 47,982,020 $ 66,764,160 TOTAL ALL FUNDS $ 196,462,211 $ 224,576,730 $ 267,974,450 Fiscal Year 2021/22 Preliminary Budget Page 207 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND DIVISION 001 -NON-DEPARTMENTAL GENERAL $ 5,544,415 $ 4,531,930 $ 5,715,190 002-NON-DEPARTMENTAL PERSONNEL 88,452 182,240 148,200 101 -CITY COUNCIL 114,755 132,470 137,600 102-CITY MANAGEMENT 964,979 1,016,030 1,079,110 103-CITY CLERK 2,057 1,940 1,980 104-ANIMAL CARE AND SERVICES 3,031,418 3,161,730 3,189,380 106-RECORDS MANAGEMENT 489,350 1,279,650 519,850 107-HEALTHY RC PROGRAM 639,421 633,230 620,230 108-COMMUNITY AFFAIRS 181,514 528,120 548640 201 -ADMIN SRVCS-ADMINISTRATION 277,357 186,530 190:750 204-BUSINESS LICENSING 366,517 369,880 378,360 205-CITY FACILITIES 808,862 1,021,620 1,009,270 206-FINANCE 1,371,304 1,520,910 1,598,930 209-INNOVATION&TECHNOLOGY SRVCS 3,495,883 3,524,740 3,917,550 210-HUMAN RESOURCES 637,787 651,090 596,590 211 -PROCUREMENT 221,494 247,010 266,770 212-RISK MANAGEMENT 242,889 249,480 298,600 213-TREASURY MANAGEMENT 12,078 12,300 6,140 217-CITY TELECOMMUNICATIONS 179,651 259,430 241,490 301 -ECONOMIC AND COMMUNITY DVLPMNT 685,754 802,270 886,470 302-BUILDING AND SAFETY 1,822,741 1,766,050 1,911,330 303 -ENGINEERING-ADMINISTRATION 369,950 301,100 372,640 305 -ENGINEERING-DEVELOPMENT MGT 903,157 963,370 1,023,390 306-ENGINEERING-NPDES 378,724 303,650 246,430 307-ENGINEERING-PROJECT MGT 516,044 529,590 686,180 308-ENGINEERING-TRAFFIC MGT 210,053 255,590 241,050 311 -FIRE FACILITIES MAINTENANCE 235,651 456,970 372,330 312-CITY FACILITIES MAINTENANCE 3,217,469 3,610,070 3,747,020 314-PLANNING 1,929,072 1,618,600 1,976,590 315-PLANNING COMMISSION 14,045 15,170 20,390 317-VEHICLE AND EQUIP.MAINT. 1,048,983 1,068,040 1,181,990 318- STREET MAINTENANCE 2,688,367 2,404,740 2,563,580 319-PARK MAINTENANCE 2,784,858 2,728,470 3,016,970 322-COMMUNITY IMPROVEMENT 668,994 782,010 849,820 401 -COMMUNITY SRVCS-ADMINISTRATION 4,401,161 1,579,750 1,811,190 402-CSD-CENTRAL PARK OPERATIONS 0 1,383,370 1,401,760 403 -CSD-LIONS CENTER 0 885,410 891,170 404-CSD-RC FAMILY RESOURCE CENTER 0 175,810 177,830 405 -CSD-RC SPORTS CENTER 0 663,220 673,810 406-CSD-SPECIAL EVENTS 0 246,780 277,710 407-CSD-VICTORIA GARDENS CULT CTR 0 2,404,260 2,412,180 408-CSD-CONTRACT CLASSES 0 592,420 601,020 409-CSD-PARK SERVICES 0 188,390 394,350 701 -POLICE-ADMINISTRATION 40,582,129 44,869,070 46,958,580 Fiscal Year 2021/22 Preliminary Budget Page 208 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL GENERAL FUND $ 81,127,335 $ 90,104,500 $ 95,160,410 OTHER GENERAL FUNDS 003 -REIMB ST/COUNTY PARKING CIT $ 97,446 $ 111,330 $ 109,650 006-CVWD REIMBURSEMENTS 580,028 583,890 605,620 016-COMM DEV TECHNICAL SRVCS FUND 780,510 6,500 56,500 017-LAW ENFORCEMENT RESERVE 2,375,843 478,500 533,900 018-TRAFFIC SAFETY 304,662 112,000 339,350 020-CITY TECHNOLOGY FEE FUND 97,560 145,380 145,910 022-MOBILE HOME PARK PROGRAM 20,850 42,750 32,320 023 - SB1186 CERT ACCESS SPEC PROG 2,879 5,730 5,770 025 -CAPITAL RESERVE 5,128,801 5,650,060 7,158,620 073 -BENEFITS CONTINGENCY 1,085,155 1,079,220 917,830 TOTAL OTHER GENERAL FUNDS $ 10,473,734 $ 8,215,360 $ 9,905,470 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 937,853 $ 1,014,630 $ 1,064,140 101 -AD 93-1 MASI COMMERCE CENTER 210 180 180 105 -AB2766 AIR QUALITY IMPROVEMENT 141,145 320,400 334,520 106-MSRC AIR POLLUTION REDUCT GRNT 0 30,000 0 109-PUBLIC ART TRUST FUND 0 0 45,040 110-BEAUTIFICATION 355,344 450 15,790 111 -PARK LAND ACQUISITION 7,454 1,370 2,480 112-DRAINAGE FAC/GENERAL 41,758 149,870 328,970 113 -COMMUNITY/REC CENTER DEVELPMNT 14,146 500 910 114-DRAINAGE-ETIWANDA/SAN SEVAINE 14,691 120 250 115 -HENDERSON/WARDMAN DRAINAGE 260 360 360 116-ETIWANDA DRAINAGE 25,859 135,630 133,010 118-UPPER ETIWANDA DRAINAGE 390 220 450 119-PARK IMPROVEMENT 3,422 150 750 120-PARK DEVELOPMENT 385,583 423,860 1,096,290 122- SOUTH ETIWANDA DRAINAGE 240 410 800 123 -LIBRARY IMPACT FEE 12,439 0 260 124-TRANSPORTATION 1,361,925 2,063,960 9,638,710 125 -ANIMAL CENTER IMPACT FEE 168 0 60 126-LOWER ETIWANDA DRAINAGE 400 230 480 127-POLICE IMPACT FEE 11,890 0 170,200 128-ETIWANDA NO.EQUESTRIAN FACIL. 180 260 540 129-UNDERGROUND UTILITIES 3,210 44,060 8,330 130-LMD#1 GENERAL CITY 1,555,667 1,366,550 1,480,350 131 -LMD#2 VICTORIA 3,714,502 4,528,540 4,987,750 132-LMD#3A HYSSOP 7,295 10,700 0 133 -LMD#313 MEDIANS 982,249 1,095,590 976,900 134-LMD#4R TERRA VISTA 2,271,771 2,986,970 3,367,660 135 -LMD#5 ANDOVER 5,048 7,490 8,370 136-LMD 96R CARYN COMMUNITY 498,178 601,460 671,230 137-LMD 97 NORTH ETIWANDA 1,019,513 1,178,370 1,354,180 138-LMD#8 SOUTH ETIWANDA 38,006 39,880 42,230 139-LMD#9 LOWER ETIWANDA 580,362 824,450 644,010 140-LMD#10 RANCHO ETIWANDA 539,363 751,670 842,440 141 -LMD 1 CAPITAL REPLACEMENT FUND 620 40,550 189,570 Fiscal Year 2021/22 Preliminary Budget Page 209 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget 150-GENERAL CITY STREET LIGHTS 391,311 354,830 354,830 151 -SLD#1 ARTERIAL 767,335 1,013,220 814,140 152-SLD#2 RESIDENTIAL 458,078 693,760 459,800 153 - SLD#3 VICTORIA 221,967 329,480 1,556,290 154- SLD#4 TERRA VISTA 239,184 181,510 653,400 155 -SLD#5 CARYN COMMUNITY 68,042 77,820 60,120 156-SLD#6 INDUSTRIAL AREA 104,285 143,850 596,750 157-SLD#7 NORTH ETIWANDA 144,855 222,760 160,750 158- SLD#8 SOUTH ETIWANDA 72,460 100,750 336,140 174- STATE GAS TAX 2,239,975 3,866,370 7,057,210 176-MEASURE 1 1990-2010 27,808 300 101,690 177-MEASURE I 2010-2040 3,722,709 2,901,890 2,996,710 179-ROAD MAINT&REHAB ACCT 1,192,650 2,400,000 4,482,910 181 - SB 1 -TCEP 2,478,408 11,000,650 12,500,650 182-AB 2928 TRAFFIC CONGEST RELIEF 80 0 0 188-INTEGRATED WASTE MANAGEMENT 1,515,715 1,568,460 1,594,090 194-PROPOSITION 113 STATE FUNDING 70 100 200 195 - STATE ASSET SEIZURE 180 40,440 18,150 196-CA ASSET SEIZURE 15% 6,010 70 3,050 198 -CITYWIDE INFRASTRUCTURE IMPRV 61,876 299,740 163,800 204-COMMUNITY DEVELOPMENT BLK GRNT 801,975 1,266,530 1,838,390 214-PEDESTRIAN GRANT/ART 3 1,739 401,200 398,550 218-PUBLIC RESRCE GRNTS/HEALTHY RC 44,359 9,740 0 225 -CA RECYC/LITTER REDUCTION GRNT 31,116 59,620 59,690 227-USED OIL RECYCLING PROGRAM 43,153 49,810 50,200 234-SAFE ROUTES TO SCHOOL PROGRAM 31,065 90,800 0 250-RECREATION SERVICES 4,119,058 0 0 255 -VG CULTURAL CENTER 1,545,093 0 0 272-FREEDOM COURTYARD RSRC GRANTS 2,099 0 0 274- STATE GRANTS FUND 79,423 2,686,760 2,686,760 290-LIBRARY FUND 4,503,025 5,750,160 5,604,780 291 -CA STATE LIBRARY 1,527 20,530 29,680 292- STAFF INNOVATION FD(CA ST LB) 80 5,900 7,750 301 -THE BIG READ LIBRARY GRANT 34,701 0 0 302-LIBRARY SERVICES&TECH.ACT 0 20 0 329-LIBRARY CAPITAL FUND 19,283 925,300 1,225,710 354-COP'S PROGRAM GRANT-STATE 266,176 306,020 308,520 361 -JUSTICE ASSISTANCE GRANT(JAG) 0 0 18,060 370-OTS-"DRINK,DRIVE,LOSE"GRANT 15,351 0 0 373 -COPS SECURE OUR SCHOOLS GRANT 12,042 0 0 380-HOMELAND SECURITY GRANT-FIRE 87,187 0 0 381 -HOMELAND SECURITY GRANT-POLICE 24,336 66,140 68,000 383 -EMERGENCY MGMT PERFORMNCE GRNT 26,835 26,840 26,730 396-HOUSING SUCCESSOR AGENCY 464,156 3,995,700 387,200 838-AD 91-2 REDEMPTION-DAY CANYON 26,198 25,850 26,170 847-PD 85 CAPITAL REPLACEMENT FUND 8,717 40,600 540,720 848 -PD 85 REDEMPTION FUND 1,327,942 1,323,050 1,847,440 868-CFD 2000-03 PARK MAINTENANCE 618,415 657,570 516,720 875 -CFD 2017-01 NO.ETIWANDA 0 1,220 1,220 876-CFD 2018-01 EMPIRE LAKES 3,736 123,180 216,710 Fiscal Year 2021/22 Preliminary Budget Page 210 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2021/22 Preliminary Budget 2020/21 2021/22 2019/20 Adopted Preliminary Actual Budget Budget TOTAL SPECIAL REVENUE $ 42,382,926 $ 60,647,420 $ 77,176,890 CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ 0 $ 10 $ 10 602-AD 84-1 DAY CREEK/MELLO 300 430 890 612-CFD 2001-01 910 1,090 2,020 614-CFD 2003-01 PROJECT FUND 0 60 60 TOTAL CAPITAL PROJECTS $ 1,210 $ 1,590 $ 2,980 ENTERPRISE FUNDS 700- SPORTS COMPLEX $ 2,857,686 $ 1,817,990 $ 2,423,740 702-REGIS CONNECT 270 0 0 705 -MUNICIPAL UTILITY 11,693,285 12,127,360 12,895,190 706-UTILITY PUBLIC BENEFIT FUND 352,399 591,530 451,260 708-RCMU CAPITAL REPLACEMENT FUND 1,410 2,020 4,130 709-RCMU CAP AND TRADE FUND 0 0 250 711 -FIBER OPTIC NETWORK 736,498 1,421,210 1,383,160 TOTAL ENTERPRISE FUNDS $ 15,641,548 $ 15,960,110 $ 17,157,730 INTERNAL SERVICE FUNDS 712-EQUIP/VEHICLE REPLACEMENT $ 1,195,443 $ 913,770 $ 805,900 714-COMP EQUIP/TECH REPLCMENT FUND 1,471,375 751,960 1,000,910 TOTAL INTERNAL SERVICE FUNDS $ 2,666,818 $ 1,665,730 $ 1,806,810 FIDUCIARY FUNDS TOTAL FIDUCIARY FUNDS $ 0 $ 0 $ 0 TOTAL CITY OF RANCHO CUCAMONGA $ 152,293,571 $ 176,594,710 $ 201,210,290 R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 28,093,574 $ 32,721,970 $ 38,050,430 282-COMMUNITY FACILITIES DIST 85-1 6,640,794 6,738,900 7,000,470 283 -COMMUNITY FACILITIES DIST 88-1 2,531,374 2,468,020 2,594,050 285-FIRE TECHNOLOGY FEE FUND 200 210 210 288-FIRE PROTECTION CAPITAL FUND 6,902,700 6,052,920 19,119,000 TOTAL SPECIAL REVENUE $ 44,168,642 $ 47,982,020 $ 66,764,160 TOTAL R.C.FIRE PROTECTION DISTRICT $ 44,168,642 $ 47,982,020 $ 66,764,160 TOTAL ALL FUNDS $ 196,462,213 $ 224,576,730 $ 267,974,450 Fiscal Year 2021/22 Preliminary Budget Page 211 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 212 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - SUMMARY ADOPTED Preliminary DEPARTMENT 2019/20 2020/21 2021/22 GOVERNANCE City Council 5.00 5.00 5.00 City Clerk 1.00 1.00 1.00 City Treasurer 1.00 1.00 1.00 City Management 19.00 22.00 22.25 TOTAL GOVERNANCE 26.00 29.00 29.25 PUBLIC SAFETY Fire District 115.00 121.00 122.00 Animal Services 22.00 19.00 19.00 TOTAL PUBLIC SAFETY 137.00 140.00 141.00 CIVIC AND CULTURAL SERVICES Records Management 5.00 5.00 5.00 Community Services 45.50 29.00 31.00 Library Services 27.50 26.00 26.00 TOTAL CIVIC AND CULTURAL SERVICES 78.00 60.00 62.00 ADMINISTRATIVE SERVICES Administration/Procurement 5.00 1.00 1.00 Finance 23.00 23.00 23.00 Human Resources 9.00 8.00 8.00 Innovation and Technology 23.00 24.00 25.00 TOTAL ADMINISTRATIVE SERVICES 60.00 56.00 57.00 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 3.00 3.00 3.00 Building and Safety Services 16.00 15.00 16.25 Engineering Services 39.00 35.00 36.50 Planning 13.00 11.00 11.00 Public Works Services 130.00 122.00 122.00 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 201.00 186.00 188.75 TOTAL FULL TIME POSITIONS 502.00 471.00 478.00 Fiscal Year 2021/22 Preliminary Budget Page 213 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT -DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 GOVERNANCE Elected Officials Mayor 1.00 1.00 1.00 Councilmember 4.00 4.00 4.00 City Clerk 1.00 1.00 1.00 City Treasurer 1.00 1.00 1.00 Total Elected Officials 7.00 7.00 7.00 City Management Administrative Assistant 1.00 1.00 1.00 Assistant City Manager*(1) - - 0.50 City Manager 1.00 1.00 1.00 Community Affairs Coordinator - 2.00 2.00 Community Affairs Officer 1.00 1.00 1.00 Community Affairs Senior Coordinator - 1.00 1.00 Community Affairs Technician - 1.00 1.00 Community Improvement Manager 1.00 1.00 1.00 Community Improvement Officer 1 1.00 1.00 1.00 Community Improvement Officer II 2.00 2.00 2.00 Community Programs Coordinator 2.00 1.00 1.00 DCM/Civic&Cultural Services**(1) 1.00 1.00 0.50 Executive Assistant I 1.00 - Executive Assistant II(2) - 1.00 1.00 Management Aide** 2.00 2.00 1.00 Management Analyst 1*(3) 1.00 1.00 2.25 Management Analyst II 1.00 1.00 1.00 Management Analyst III 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 Senior Community Improvement Officer 1.00 1.00 1.00 Senior Executive Assistant 1.00 1.00 1.00 Total City Management 19.00 22.00 22.25 TOTAL GOVERNANCE 26.00 29.00 29.25 Fiscal Year 2021/22 Preliminary Budget Page 214 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 PUBLIC SAFETY Fire District Administrative Assistant - 3.00 3.00 Business Manager - 1.00 1.00 Captain Specialist 3.00 3.00 3.00 Community Affairs Senior Coordinator 1.00 1.00 1.00 Emergency Management Coordinator 1.00 1.00 1.00 EMS Administrator 1.00 1.00 1.00 EMS Quality Improvement Nurse* - - 1.00 Executive Assistant I - 1.00 1.00 Executive Assistant II - 1.00 1.00 Field Training Officer 1.00 1.00 1.00 Fire Battalion Chief 4.00 4.00 4.00 Fire Captain 27.00 27.00 27.00 Fire Chief 1.00 1.00 1.00 Fire Deputy Chief 2.00 2.00 2.00 Fire Engineer 27.00 27.00 27.00 Fire Equipment Apprentice Mechanic 1.00 1.00 1.00 Fire Equipment Lead Mechanic 1.00 1.00 1.00 Fire Equipment Mechanic 2.00 2.00 2.00 Fire Marshall 1.00 1.00 1.00 Fire Prevention Specialist 1 2.00 2.00 2.00 Fire Prevention Specialist II 2.00 2.00 2.00 Fire Prevention Supervisor 2.00 2.00 2.00 Fire Shop Supervisor 1.00 1.00 1.00 Firefighter 27.00 33.00 33.00 Management Aide - - - Management Analyst I 1.00 1.00 1.00 Management Analyst II 1.00 1.00 1.00 Management Analyst III 1.00 - » Office Specialist II 3.00 - Secretary 1.00 - - Senior Administrative Secretary 1.00 - - Total Fire District 115.00 121.00 122.00 Fiscal Year 2021/22 Preliminary Budget Page 215 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 Animal Services Administrative Assistant** 3.00 2.00 1.00 Animal Behavior Specialist 2.00 1.00 1.00 Animal Care Supervisor 2.00 2.00 2.00 Animal Caretaker 1.00 - - Animal Center Manager 1.00 1.00 1.00 Animal Rescue Specialist 1.00 1.00 1.00 Animal Services Director 1.00 1.00 1.00 Animal Services Dispatcher 1.00 1.00 1.00 Animal Services Officer 3.00 3.00 3.00 Community Programs Specialist** 1.00 1.00 - Customer Care Assistant* - - 1.00 Management Aide* - - 1.00 Senior Animal Services Officer(4) 1.00 1.00 1.00 Senior Veterinary Technician 1.00. 1.00 1.00 Veterinarian 1.00 1.00 1.00 Veterinary Assistant 1.00 1.00 1.00 Veterinary Technician 2.00 2.00 2.00 Total Animal Services 22.00 19.00 19.00 TOTAL PUBLIC SAFETY 137.00 140.00 141.00 Fiscal Year 2021/22 Preliminary Budget Page 216 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 CIVIC AND CULTURAL SERVICES Records Management Administrative Assistant 1.00 1.00 1.00 City Clerk Records Management Analyst 1.00 1.00 1.00 City Clerk Services Director 1.00 1.00 1.00 Deputy Director of City Clerk Services 1.00 1.00 1.00 Executive Assistant I 1.00 1.00 1.00 Total Records Management 5.00 5.00 5.00 Community Services Administrative Assistant 3.00 1.00 1.00 Artistic Producer-Main Street Theatre 1.00 - - Box Office Coordinator 1.00 1.00 1.00 Community Affairs Coordinator 1.00 - - Community Affairs Senior Coordinator 1.00 Community Affairs Technician 1.00 - - Community Services Coordinator 12.00 10.00 10.00 Community Services Director 1.00 1.00 1.00 Community Services Manager 1.00 - - Community Services Superintendent* 2.00 1.00 2.00 Community Services Supervisor 4.00 4.00 4.00 Community Services Technician 1.00 1.00 1.00 Community Theater Producer 1.00 - - Cultural Center Manager 1.00 - - Deputy Community Services Director 1.00 1.00 1.00 Event&Rental Services Coordinator 1.00 1.00 1.00 Executive Assistant II(2) 1.00 1.00 1.00 Front of House Coordinator 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 Management Analyst I 1.00 1.00 1.00 Management Analyst II** 2.50 2.00 1.00 Management Analyst III* - - 1.00 Park Ranger* - - 1.00 Patron and Events Supervisor 1.00 1.00 1.00 Theater Productions Supervisor 1.00 1.00 1.00 Theatre Technician III 4.00 - - Total Community Services 45.50 29.00 31.00 Fiscal Year 2021/22 Preliminary Budget Page 217 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 Library Services Deputy Director of Library Services 1.00 1.00 1.00 Executive Assistant II 1.00 1.00 1.00 Librarian I(5) 7.00 7.00 7.00 Librarian II 3.00 4.00 4.00 Library Assistant II 2.00 2.00 2.00 Library Clerk 3.00 3.00 3.00 Library Director 1.00 1.00 1.00 Library Services Manager 1.00 1.00 1.00 Library Technician 5.00 4.00 4.00 Management Analyst II 0.50 - - Senior Librarian 3.00 2.00 2.00 Total Library Services 27.50 26.00 26.00 TOTAL CIVIC AND CULTURAL SERVICES 78.00 60.00 62.00 Fiscal Year 2021/22 Preliminary Budget Page 218 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT -DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 ADMINISTRATIVE SERVICES Administration/Procurement DCM/Administrative Services 1.00 1.00 1.00 Executive Assistant I 1.00 - - Procurement Manager 1.00 - - Procurement Technician 2.00 - - Total Admin/Purchasing 5.00 1.00 1.00 Finance Account Clerk 5.00 4.00 4.00 Account Technician 3.00 2.00 2.00 Accounts Payable Supervisor 1.00 1.00 1.00 Budget Analyst 1.00 1.00 1.00 Business License Clerk** 2.00 1.00 - Business License Program Supervisor 1.00 1.00 1.00 Business License Technician 1.00 1.00 1.00 Customer Services Representative - 2.00 2.00 Deputy Director of Finance* - - 1.00 Executive Assistant I - 1.00 1.00 Finance Director 1.00 1.00 1.00 Finance Manager** 1.00 1.00 - Management Aide 1.00 1.00 1.00 Management Analyst II* - - 1.00 Payroll Supervisor 1.00 1.00 1.00 Principal Accountant 1.00 1.00 1.00 Revenue Manager** 1.00 1.00 - Senior Accountant 2.00 2.00 2.00 Senior Business License Clerk* - - 1.00 Special Districts Analyst 1.00 1.00 1.00 Total Finance 23.00 23.00 23.00 Human Resources Administrative Assistant 1.00 - - Deputy Human Resources Director 1.00 1.00 1.00 Human Resources Business Partner* - - 2.00 Human Resources Director 1.00 1.00 1.00 Human Resources Technician** 3.00 3.00 2.00 Management Analyst I 1.00 1.00 1.00 Risk Management Analyst** 1.00 1.00 Senior Risk Management Analyst 1.00 1.00 1.00 Total Human Resources 9.00 8.00 8.00 Fiscal Year 2021/22 Preliminary Budget Page 219 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 Innovation and Technology Administrative Assistant 2.00 2.00 2.00 Deputy Director of Innovation and Technology 1.00 1.00 1.00 GIS Analyst 2.00 2.00 2.00 GIS Specialist(6) 4.00 2.00 2.00 GIS Supervisor 1.00 1.00 1.00 Information Technology Analyst 1(7) 3.00 3.00 3.00 Information Technology Analyst II(8) 3.00 3.00 3.00 Information Technology Specialist II 2.00 2.00 2.00 Information Technology Technician* 1.00 - 1.00 Innovation and Technology Director 1.00 1.00 1.00 Procurement Manager 1.00 1.00 Procurement Technician 2.00 2.00 Senior GIS Analyst 1.00 1.00 1.00 Senior Information Technology Analyst 2.00 2.00 2.00 Senior Information Technology Specialist - 1.00 1.00 Total Innovation and Technology 23.00 24.00 25.00 TOTAL ADMINISTRATIVE SERVICES 60.00 56.00 57.00 Fiscal Year 2021/22 Preliminary Budget Page 220 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 ECONOMIC AND COMMUNITY DEVELOPMENT Administration DCM/Economic&Community Development 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 Management Analyst II 1.00 1.00 1.00 Total Administration 3.00 3.00 3.00 Building and Safety Services Administrative Assistant 2.00 1.00 1.00 Building and Safety Director* - - 1.00 Building Inspection Supervisor 1.00 1.00 1.00 Building Inspector 4.00 4.00 4.00 Building Safety Manager** 1.00 1.00 - Community Development Technician 11* - - 1.00 Executive Assistant II 1.00 1.00 1.00 Management Analyst I*(3) - - 0.25 Plans Examiner 1 1.00 1.00 1.00 Plans Examiner 11 1.00 1.00 1.00 Public Service Technician I 1.00 1.00 1.00 Public Service Technician II 1.00 1.00 1.00 Public Service Technician 111 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00 Senior Plans Examiner 1.00 1.00 1.00 Total Building and Safety Services 16.00 15.00 16.25 Engineering Services Administrative Assistant 2.00 1.00 1.00 Assistant Engineer* 5.00 5.00 6.00 Associate Engineer(9) 6.00 6.00 6.00 Deputy Director of Engineering* - - 1.00 Deputy Director of Engineering/Assistant City Engineer** 1.00 1.00 - Deputy Director of Engineering/Utilities&Environmental Services** 1.00 1.00 Deputy Director of Engineering/Utility Manager* - - 1.00 Engineering Services Director/City Engineer 1.00 1.00 1.00 Engineering Technician 4.00 3.00 3.00 Environmental Programs Coordinator 1.00 1.00 1.00 Environmental Programs Inspector 2.00 2.00 2.00 Environmental Programs Manager 1.00 1.00 1.00 Executive Assistant 1 1.00 - - Management Aide 2.00 2.00 2.00 Management Analyst 1*(3) 2.00 2.00 2.50 Principal Engineer 1.00 1.00 1.00 Public Services Technician 111 2.00 2.00 2.00 Public Works Inspector 1 1.00 1.00 1.00 Public Works Inspector II 2.00 1.00 1.00 Senior Civil Engineer(10) 1.00 1.00 1.00 Supervising Public Works Inspector 1.00 1.00 1.00 Traffic Engineer(11) 1.00 1.00 1.00 Utilities Operations Supervisor 1.00 1.00 1.00 Total Engineering Services 39.00 35.00 36.50 Fiscal Year 2021/22 Preliminary Budget Page 221 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 Planning Administrative Assistant 1.00 - - Assistant Planner 2.00 2.00 2.00 Associate Planner 2.00 2.00 2.00 Executive Assistant II 1.00 1.00 1.00 Management Analyst II 1.00 1.00 1.00 Planning Director 1.00 1.00 1.00 Planning Technician 2.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 Senior Planner 2.00 2.00 2.00 Total Planning 13.00 11.00 11.00 Public Works Services Administrative Assistant 1.00 1.00 1.00 Assistant Engineer 1.00 1.00 1.00 Deputy Director of Public Works 1.00 1.00 1.00 Electrician 2.00 2.00 2.00 Equipment Operator 5.00 5.00 5.00 Executive Assistant I 1.00 1.00 1.00 Facilities Superintendent 1.00 1.00 1.00 Fleet Supervisor 1.00 1.00 1.00 Inventory Specialist Equipment/Materials 1.00 1.00 1.00 Lead Maintenance Worker 16.00 15.00 15.00 Lead Mechanic 1.00 1.00 1.00 Maintenance Coordinator* 9.00 9.00 10.00 Maintenance Supervisor 10.00 10.00 10.00 Maintenance Worker(12) 57.00 50.00 50.00 Management Analyst I 2.00 2.00 2.00 Management Analyst III 1.00 1.00 1.00 Mechanic 2.00 2.00 2.00 Parks/Landscape Maintenance Superintendent 1.00 1.00 1.00 Public Works Safety Coordinator 1.00 1.00 1.00 Public Works Services Director 1.00 1.00 1.00 Senior Maintenance Worker 11.00 11.00 11.00 Signal&Lighting Coordinator** 1.00 1.00 - Signal&Lighting Technician 2.00 2.00 2.00 Streets/Storm Drain Maintenance Superintendent 1.00 1.00 1.00 Total Public Works Services 130.00 122.00 122.00 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 201.00 186.00 188.75 TOTAL FULL TIME POSITIONS 502.00 471.00 478.00 Fiscal Year 2021/22 Preliminary Budget Page 222 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2021/22 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT -DETAIL ADOPTED Preliminary DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22 PART TIME EMPLOYEES FTEs(FULL TIME EO UIVALENTS). GOVERNANCE City Management 0.80 - 0.46 TOTAL CITY MANAGEMENT 0.80 - 0.46 PUBLIC SAFETY Fire District 3.51 3.51 2.76 Animal Services 15.90 14.90 14.52 TOTAL PUBLIC SAFETY 19.41 18.41 17.28 CIVIC AND CULTURAL SERVICES Records Management 0.50 - - Community Services 93.60 63.00 64.16 Library Services 28.10 28.60 18.87 TOTAL CIVIC AND CULTURAL SERVICES 122.20 91.60 83.03 ADMINISTRATIVE SERVICES Procurement 1.40 - - Innovation and Technology - 0.70 0.77 Human Resources 0.50 - - Finance 1.20 0.30 0.33 TOTAL ADMINISTRATIVE SERVICES 3.10 1.00 1.10 ECONOMIC AND COMMUNITY DEVELOPMENT Building and Safety Services 0.50 0.50 0.46 Engineering Services 1.20 0.80 0.72 Planning 0.80 - - Public Works Services 34.10 13.20 31.78 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 36.60 14.50 32.96 TOTAL PART TIME POSITIONS 182.11 125.51 134.83 Ci�an es in st ffin levels for fiscal Year 2021/22 Prelim9na Budg3 *Position(s)funded for FY 2021/22 **Position(s)defended for FY 2021/22 (1)One of the Deputy City Manager positions will be upgraded at mid-year to an Assistant City Manager position. (2)Position underfilled by Executive Assistant I (3)One position split between Building and Safety Services(25%),Community Improvement(25%), and Engineering Services(25%) (4)Position underfilled by Animal Services Officer (5)One position underfilled by Library Technician (6)One position underfilled by Information Technology Technician (7)One position underfilled by Information Technology Specialist II (8)Two positions underfilled by Information Technology Analyst I (9)One position underfilled by Assistant Engineer (10)Position underfilled by Associate Engineer (11)Position underfilled by Senior Civil Engineer (12)One position overfilled by Senior Maintenance Worker Fiscal Year 2021/22 Preliminary Budget Page 223 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 224 rtirri RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fund Balance Summaries THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 226 City of Rancho Cucamonga, California Fiscal Year 2021/22 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 $18,406,176 Working Capital $ 4,758,020 Funds 281-283 —Fire District Operating Funds: Working Capital $23,822,475 Changes in Economic Circumstances $ 9,128,022 Employee Leave Payouts $ 4,082,530 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. 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 2021/22 Preliminary Budget Page 227 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1,2021 Revenues Transfers In Transfers Out Expenditures June 30,2022 ,]TV OF RANCHO C UC'AMONGA GENERAL FUND 001-GENERAL FUND $ 26,191,734 $ 93,437.500 $ 1.722,910 $ 3.827.870 $ 91,332,540 $ 26,191.734 TOTAL GENERAL FUND $ 26,191.734 $ 93,437.500 $ 1,722,910 $ 3.827,870 $ 01,332,540 $ 26,191.734 OTHER GENERAL FUNDS. 003-REIMB ST/COUNTY PARKING CIT $ 4,257 $ 109,650 $ - $ - $ 109,650 $ 4,257 006-CVWD REIMBURSEMENTS 990,533 633,470 - 390,510 215,110 1,018,383 016-COMM DEV TECHNICAL SRVCS FUND 3,133,955 387,830 - - 56,500 3,465,285 017-LAW ENFORCEMENT RESERVE 5,945,011 68,850 - - 533,900 5,479,961 018-TRAFFIC SAFETY 40,291 339,350 - - 339,350 40,291 020-CITY TECHNOLOGY FEE FUND 1,967,679 335,110 - - 145,910 2,156,879 022-MOBILE HOME PARK PROGRAM 197,955 34,940 - 32,320 200,575 023-SB1186 CERT ACCESS SPEC PROG 172,866 42,120 - - 5,770 209,216 025-CAPITAL RESERVE 68,986,216 794,100 1,220,460 1,359,170 5,799,450 63,842,156 073-BENEFITS CONTINGENCY 2,794,673 39,130 - - 917,930 1,9E5,973 TOTAL OTHER GENERAL FUNDS $ 84,233,436 $ 2.784,550 $ 11220,460 $ 1,749,680 5 8,155,790 $ 78,332,976 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 314,889 $ 968,400 $ - $ - $ 1,064,140 $ 219,149 101-AD 93-1 MASI COMMERCE CENTER 312,393 180 - - 180 312,393 105-AB2766 AIR QUALITY IMPROVEMENT 352,871 240,010 - - 334,520 258,361 109-PUBLIC ART TRUST FUND 556,779 104,680 - - 45,040 616,419 110-BEAUTIFICATION 605,183 7,060 - 15,790 596,453 111-PARK LAND ACQUISITION 5,611,306 1,054,420 - - 2,480 6,663,246 112-DRAINAGE FAC/GENERAL 1,407,353 533,050 - - 328,970 1,611,433 113-COMMUNITY/REC CENTER DEVELPMNT 1,954,944 539,430 - - 910 2,493,464 114-DRAINAGE-ETIWANDA/SAN SEVAINE 272,410 3,090 - - 250 275,250 115-HENDERSON/WARDMAN DRAINAGE 990,190 - - 360 989,830 116-ETIWANDA DRAINAGE 2,082,683 23,880 - - 133,010 1,973,553 118-UPPER ETIWANDA DRAINAGE 615,535 7,030 - - 450 622,115 119-PARK IMPROVEMENT 2,990,065 828,700 - - 750 3,818,015 120-PARK DEVELOPMENT 7,918,062 92,700 - - 1,096,290 6,914,472 122-SOUTH ETIWANDA DRAINAGE 1,126,422 12,840 - - 800 1,138,462 123-LIBRARY IMPACT FEE 1,069,056 226,170 - - 260 1,294,966 124-TRANSPORTATION 38,077,981 6,253,220 - 9,638,710 34,692,491 125-ANIMAL CENTER IMPACT FEE 210,986 47,230 - - 60 258,156 126-LOWER ETIWANDA DRAINAGE 714,825 8,150 - - 480 722,495 127-POLICE IMPACT FEE 799,640 165,240 - - 170,200 794,680 128-ETIWANDA NO,EQUESTRIAN FACIL. 730,277 8,320 - - 540 738,057 129-UNDERGROUND UTILITIES 11,533,567 221,020 - - 8,330 11,746,257 130-LMD#1 GENERAL CITY 1,306,936 1,306,820 63,050 90,000 1,390,350 1,196,456 131-LMD#2 VICTORIA 3,760,724 3,773,740 303,270 - 4,987,750 2,849,984 133-LMD#313 MEDIANS 2,407,705 912,230 - - 976,900 2,343,035 134-LMD#4R TERRA VISTA 7,027,980 2,862,640 - - 3,367,660 6,522,960 135-LMD#5 ANDOVER 26,462 2,840 - 8,370 20,932 136-LMD#6R CARYN COMMUNITY 606,750 562,870 40,090 - 671,230 538,480 137-LMD#7 NORTH ETIWANDA 1,217,449 1,013,340 - - 1,354,180 876,609 138-LMD#8 SOUTH ETIWANDA 52,162 35,100 - 42,230 45,032 139-LMD#9 LOWER ETIWANDA 1,651,213 691,700 - - 644,010 1,698,903 140-LMD#10 RANCHO ETIWANDA 1,404,480 660,450 - - 842,440 1,222,490 141-LMD 1 CAPITAL REPLACEMENT FUND 412,049 4,380 97,940 - 189,570 324,799 150-GENERAL CITY STREET LIGHTS 157 - 354,830 - 354,830 157 151-SLD#1 ARTERIAL 285,791 836,270 7,940 113,200 700,940 315,861 152-SLD#2 RESIDENTIAL 826,608 377,680 82,120 110,860 348,940 826,608 153-SLD#3 VICTORIA 1,588,573 398,770 - 43,960 1,512,330 431,053 Fiscal Year 2021/22 Preliminary Budget Page 228 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance Jul_v 1.2021 Revenues Transfers In Transfers Out Expenditures June 30,2022 154-SLD#4 TERRA VISTA 525,829 171,820 - 20,410 632,990 44,249 155-SLD#5 CARYN COMMUNITY (136,610) 44,200 28,920 9,690 50,430 (123,610) 156-SLD#6 INDUSTRIAL AREA 468,109 141,690 - 15,170 581,580 13,049 157-SLD#7 NORTH ETIWANDA 121,190 132,500 29,400 30,720 130,030 122,340 158-SLD#8 SOUTH ETIWANDA 2,115,148 95,420 - 10,820 325,320 1,874,428 174-STATE GAS TAX 11,051,144 4,687,510 - - 7,057,210 8,681,444 176-MEASURE 1 1990-2010 100,270 1,420 - - 101,690 - 177-MEASURE 12010-2040 3,150,216 3,607,210 - - 2,996,710 3,760,716 178-SB 140 36,978 - - - - 36,978 179-ROAD MAINT&REHAB ACCT 5,000,849 3,556,460 - - 4,482,910 4,074,399 181-SB 1-TCEP - 12,500,650 - - 12,500,650 - 182-AB 2928 TRAFFIC CONGEST RELIEF 296,380 - - - - 296,380 186-FOOTHILL BLVD MAINTENANCE (1,433) - - - - (1,433) 188-INTEGRATED WASTE MANAGEMENT 4,390,023 1,833,520 - 218,390 1,375,700 4,629,453 194-PROPOSITION 1B STATE FUNDING 261,267 2,990 - - 200 264,057 195-STATE ASSET SEIZURE 53,666 880 - 2,680 15,470 36,396 196-CA ASSET SEIZURE 15% 365 30 2,680 - 3,050 25 198-CITYWIDE INFRASTRUCTURE IMPRV 26,949,159 1,200,890 - - 163,800 27,986,249 204-COMMUNITY DEVELOPMENT BLK GRNT 652,674 1,838,390 - - 1,838,390 652,674 209-FEDERAL SAFETEA-LU 187,798 2,140 - - - 189,938 211-PROP IB-SLPP 3,260 30 - - - 3,290 214-PEDESTRIAN GRANT/ART 3 (1,739) 398,550 - - 398,550 (1,739) 215-ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - - (96) 218-PUBLIC RESRCE GRNTS/HEALTHY RC 10 - - - 10 225-CA RECYC/LITTER REDUCTION GRNT 39,942 43,240 - - 59,690 23,492 226-USED OIL RECYCLING GRANT 365 - - - - 365 227-USED OIL RECYCLING PROGRAM 47,591 19,540 - - 50,200 16,931 234-SAFE ROUTES TO SCHOOL PROGRAM 90,800 - - - - 90,800 239-FEDERAL GRANT FUNDS-DREIER 105 - - - - 105 258-SENIOR OUTREACH GRANT (5,267) - - - - (5,267) 272-FREEDOM COURTYARD RSRC GRANTS 49 - - - - 49 1 274-STATE GRANTS FUND - 2,686,760 - - 2,686,760 - 275-FEDERAL GRANTS FUND 13,433,390 3,433,390 - - - 26,866,780 290-LIBRARY FUND 7,912,770 5,981,960 - 500,000 5,104,780 8,289,950 291-CA STATE LIBRARY 117,478 20,000 - - 29,680 107,798 292-STAFF INNOVATION FD(CA ST LB) 266,794 3,020 - - 7,750 262,064 302-LIBRARY SERVICES&TECH.ACT 304 - - - - 304 310-PUBLIC LIBRARY BOND ACT-2000 32,923 - - - - 32,923 329-LIBRARY CAPITAL FUND 1,824,682 16,840 500,000 - 1,225,710 1,115,812 340-DRUG ABATEMENT ACT 30,080 - - - - 30,080 354-COP'S PROGRAM GRANT-STATE 942,362 437,390 - - 308,520 1,071,232 356-JUSTICE ASSIST GRNT(JAG)ARRA 33 - - - - 33 361-JUSTICE ASSISTANCE GRANT(JAG) 59,680 18,060 - - 18,060 59,680 381-HOMELAND SECURITY GRANT-POLICE - 68,000 - - 68,000 - 383-EMERGENCY MGMT PERFORMNCE GRNT - 26,730 - - 26,730 - 396-HOUSING SUCCESSOR AGENCY 2,129,700 34,820 - - 387,200 1,777,320 838-AD 91-2 REDEMPTION-DAY CANYON 79,736 27,350 - - 26,170 80,916 847-PD 85 CAPITAL REPLACEMENT FUND 471,743 4,920 127,380 - 540,720 63,323 848-PD 85 REDEMPTION FUND 2,614,085 1,334,860 111,890 116,800 1,730,640 2,213,395 868-CFD 2000-03 PARK MAINTENANCE 394,476 554,120 - - 516,720 431,876 875-CFD 2017-01 NO.ETIWANDA 1,800 3,020 - - 1,220 3,600 876-CFD 2018-01 EMPIRE LAKES 8 216,730 - 180,360 36,350 28 877-CFD 2018-01 CAPITAL RESERVE 75,510 910 97,050 - - 173,470 TOTAL SPECIAL REVENUE $ 188,608,052 $ 79,931,610 $ 1,846,560 $ 1,463,060 $ 75.713.830 $ 193,209,332 Fiscal Year 2021/22 Preliminary Budget Page 229 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1,2021 Revenues Transfers In Transfers Out Expenditures June 30,2022 CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ 14,170 $ 170 $ - $ - $ 10 $ 14,330 602-AD 84-1 DAY CREEK/MELLO 1,210,130 13,790 - - 890 1,223,030 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - - (41,128) 607-CFD 2000-01 SOUTH ETIWANDA 63 - - - - 63 612-CFD 2001-01 681,391 35,360 - - 2,020 714,731 614-CFD 2003-01 PROJECT FUND 182,757 20 - - 60 182,717 615-CFD 2003-01 CULTURAL CENTER 12,222 30 - - 12,252 617-CFD 2004-01 RANCHO ETIWANDA ES 50,337 70 - - - 50,407 680-CFD 2006-01 VINTNER'S GROVE 1,878 30 - - - 1,908 681-CFD 2006-02 AMADOR ON ROUTE 66 6,506 60 - - - 6,566 TOTAL CAPITAL PROJECTS $ 2,118,326 $ 49,530 $ - $ - $ 2,980 $ 2,164,876 ENTERPRISE FUNDS 700-SPORTS COMPLEX $ - $ 418,220 $ 2,005,520 $ - $ 2,423,740 $ - 705-MUNICIPAL UTILITY 15,864,654 13,810,330 - 1,414,010 11,481,180 16,779,794 706-UTILITY PUBLIC BENEFIT FUND 628,569 304,040 - - 451,260 481,349 708-RCMU CAPITAL REPLACEMENT FUND 5,578,569 66,000 - - 4,130 5,640,439 709-RCMU CAP AND TRADE FUND 2,726,522 425,000 - - 250 3,151,272 711-FIBER OPTIC NETWORK 9,371,279 146,950 937,300 - 1,383,160 9,072,369 TOTAL ENTERPRISE FUNDS $ 34,169,593 $ 15,170,540 $ 2,942,820 $ 1AM010 $ 15,743,720 $ 35,125,223 INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 1,824,666 $ 547,010 $ 300,000 $ - $ 805,900 $ 1,865,776 714-COMP EQUIPITECH REPLCMENT FUND 1,370,268 612,580 527,340 - 1,000,910 1,509,278 TOTAL INTERNAL SERVICE FUNDS $ 3,194N34 $ 1.159,590 $ 827,340 $ - $ 1,306,810 $ 3375,054 TOTAL CITY OF RANCHO CUCAMONGA $ 338,516,074 $ 192,533,320 $ 8,560,090 $ 8,454,620 $ 192,755,670 $ 338.399,194 R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281-FIRE FUND $ 31,251,476 $ 38,050,430 $ - $ 2,175,200 $ 35,875,230 $ 31,251,476 282-COMMUNITY FACILITIES DIST 85-1 4,149,915 6,340,660 - - 7,000,470 3,490,105 283-COMMUNITY FACILITIES DIST 88-1 10,687 418,850 2,175,200 2,594,050 10,687 285-FIRE TECHNOLOGY FEE FUND 20 210 - - 210 20 288-FIRE PROTECTION CAPITAL FUND 35,120,612 10,028,790 - 105,470 19,013,530 26,030,402 TOTAL SPECIAL REVENUE $ 70,532,710 $ 54,838,940 $ 2,175,200 $ 2,280,670 $ 64,483,490 $ 60,782,690 TOTAL R.C.FIRE PROTECTION DISTRICT $ 70,532,710 $ 54,838,940 $ 2,175,200 $ 2,28M70 $ 64,483A90 $ 60,782.690 TOTAL ALL FUNDS $ 409,048,784 $ 247,372,260 $ 10,735,290 $ 10,735,290 $ 257,239,160 $ 399,181,884 Fiscal Year 2021/22 Preliminary Budget Page 230 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1,2021 June 30,2022 Change Change Reason for Changes>$540.0004nd_II CITY OF RANCHO CUCAMONGA GENERAL FUND 001-GENERAL FUND $ 26,191,734 $ 26,191,734 $ 0.00% TOTAL GENERAL FUND $ 26,191,734 $ 26,191,734 $ 0.00% OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 4,257 $ 4,257 $ - 0.00% 006-CVWD REIMBURSEMENTS 990,533 1,018,383 27,850 2,81% 016-COMM DEV TECHNICAL SRVCS FUND 3,133,955 3,465,285 331,330 10.57% 017-LAW ENFORCEMENT RESERVE 5,945,011 5,479,961 (465,050) -7.82% 018-TRAFFIC SAFETY 40,291 40,291 - 0.00% 020-CITY TECHNOLOGY FEE FUND 1,967,679 2,156,879 189,200 9.62% 022-MOBILE HOME PARK PROGRAM 197,955 200,575 2,620 1.32% 023-SB1186 CERT ACCESS SPEC PROG 172,866 209,216 36,350 21.03% 025-CAPITAL RESERVE 68,986,216 63,842,156 (5,144,060) -7.46%Use of funds accumulated over a period of time 073-BENEFITS CONTINGENCY 2,794,673 1,915,973 878,700 -31.440/a Use of funds accumulated over a period of time TOTAL OTHER GENERAL FUNDS $ 84,233,436 $ 79,332,976 $ (5,900,460) -7.00% SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 314,889 $ 219,149 $ (95,740) -30.40% 101-AD 93-1 MASI COMMERCE CENTER 312,393 312,393 - 0.00% 105-AB2766 AIR QUALITY IMPROVEMENT 352,871 258,361 (94,510) -26,78% 109-PUBLIC ART TRUST FUND 556,779 616,419 59,640 10.71% 110-BEAUTIFICATION 605,183 596,453 (8,730) -1.44% 111-PARK LAND ACQUISITION 5,611,306 6,663,246 1,051,940 18.75%Results of operations,for use in future period 112-DRAINAGE FAC/GENERAL 1,407,353 1,611,433 204,080 14.50% 113-COMMUNITY/REC CENTER DEVELPMNT 1,954,944 2,493,464 538,520 27.55%Results of operations,for use in future period 114-DRAINAGE-ETIWANDA/SAN SEVAINE 272,410 275,250 2,840 1.04% 115-HENDERSON/WARDMAN DRAINAGE 990,190 989,830 (360) -0.04% 116-ETIWANDA DRAINAGE 2,082,683 1,973,553 (109,130) -5.24% 118-UPPER ETIWANDA DRAINAGE 615,535 622,115 6,580 1.07% 119-PARK IMPROVEMENT 2,990,065 3,818,015 827,950 27.69%Results of operations,for use in future period Use of funds accumulated over a period of time 120-PARK DEVELOPMENT 7,918,062 6,914,472 (1,003,590) -12.67%for capital projects and Parks Master Plan 122-SOUTH ETIWANDA DRAINAGE 1,126,422 1,138,462 12,040 L07% 123-LIBRARY IMPACT FEE 1,069,056 1,294,966 225,910 21.13% 124-TRANSPORTATION 38,077,981 34,692,491 (3,385,490) -8,89% 125-ANIMAL CENTER IMPACT FEE 210,986 258,156 47,170 22.36% 126-LOWER ETIWANDA DRAINAGE 714,825 722,495 7,670 1.07% 127-POLICE IMPACT FEE 799,640 794,680 (4,960) -0,62% 128-ETIWANDA NO,EQUESTRIAN FACIL. 730,277 738,057 7,780 1.07% 129-UNDERGROUND UTILITIES 11,533,567 11,746,257 212,690 1.84% 130-LMD#1 GENERAL CITY 1,306,936 1,196,456 (110,480) -8;45% Use of funds accumulated over a period of time 131-LMD#2 VICTORIA 3,760,724 2,849,994 (910,740) -24.22%for capital projects 133-LMD#313 MEDIANS 2,407,705 2,343,035 (64,670) -2.69% 134-LMD#4R TERRA VISTA 7,027,980 6,522,960 (505,020) -7.19% 135-LMD#5 ANDOVER 26,462 20,932 (5,530) -20.90% 136-LMD#6R CARYN COMMUNITY 606,750 538,480 (68,270) -11.25% 137-LMD#7 NORTH ETIWANDA 1,217,449 876,609 (340,840) -28.00% 138-LMD#8 SOUTH ETIWANDA 52,162 45,032 (7,130) -13,67% 139-LMD#9 LOWER ETIWANDA 1,651,213 1,698,903 47,690 2.89% 140-LMD#10 RANCHO ETIWANDA 1,404,480 1,222,490 (181,990) -12.96% 141-LMD 1 CAPITAL REPLACEMENT FUND 412,049 324,799 (87,250) -21.17% 150-GENERAL CITY STREET LIGHTS 157 157 - 0.00% Fiscal Year 2021/22 Preliminary Budget Page 231 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1,2021 June 30,2022 Change Change Reason for Changgs?!$500.000 and I Wo 151 -SLD#1 ARTERIAL 285,791 315,861 30,070 10.52% 152-SLD#2 RESIDENTIAL 826,608 826,608 - 0.00% Full repayment of remaining balance of interfund 153-SLD#3 VICTORIA 1,588,573 431,053 (1,157,520) -72.87%loan for street lights purchase 154-SLD#4 TERRA VISTA 525,829 44,249 (481,580) -91,58% 155-SLD#5 CARYN COMMUNITY (136,610) (123,610) 13,000 -9,52% 156-SLD#6 INDUSTRIAL AREA 468,109 13,049 (455,060) -97.21% 157-SLD#7 NORTH ETIWANDA 121,190 122,340 1,150 0.95% 158-SLD#8 SOUTH ETIWANDA 2,115,148 1,974,428 (240,720) -11,38% Use of funds accumulated over a period of time 174-STATE GAS TAX 11,051,144 8,681,444 (2,369,700) -21.44%for capital projects 176-MEASURE I 1990-2010 100,270 - (100,270) -100.00% 177-MEASURE I2010-2040 3,150,216 3,760,716 610,500 19.38%Results of operations,for use in future period 178-SB 140 36,978 36,978 - 0,00% Use of funds accumulated over a period of time 179-ROAD MAINT&REHAB ACCT 5,000,849 4,074,399 (926,450) -18,53%for capital projects 181-SB 1-TCEP - - - 0.00% 182-AB 2928 TRAFFIC CONGEST RELIEF 296,380 296,380 - 0.00% 186-FOOTHILL BLVD MAINTENANCE (1,433) (1,433) - 0.00% 188-INTEGRATED WASTE MANAGEMENT 4,390,023 4,629,453 239,430 5.45% 194-PROPOSITION I STATE FUNDING 261,267 264,057 2,790 1.07% 195-STATE ASSET SEIZURE 53,666 36,396 (17,270) -32.18% 196-CA ASSET SEIZURE 15% 365 25 (340) -93.15% 198-CITYWIDE INFRASTRUCTURE IMPRV 26,949,159 27,986,249 1,037,090 3.85% 204-COMMUNITY DEVELOPMENT BLK GRNT 652,674 652,674 - 0.00% 209-FEDERAL SAFETEA-LU 187,798 189,938 2,140 1.14% 211-PROP 1 B-SLPP 3,260 3,290 30 0.92% 214-PEDESTRIAN GRANT/ART 3 (1,739) (1,739) - 0.00% 215-ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) - 0,00% 218-PUBLIC RESRCE GRNTS/HEALTHY RC 10 10 - 0.00% 225-CA RECYC/LITTER REDUCTION GRNT 39,942 23,492 (16,450) -41.18% 226-USED OIL RECYCLING GRANT 365 365 - 0.00% 227-USED OIL RECYCLING PROGRAM 47,591 16,931 (30,660) -64.42% 234-SAFE ROUTES TO SCHOOL PROGRAM 90,800 90,800 - 0.00% 239-FEDERAL GRANT FUNDS-DREIER 105 105 - 0.00% 258-SENIOR OUTREACH GRANT (5,267) (5,267) - 0.00% 272-FREEDOM COURTYARD RSRC GRANTS 49 49 - 0.00% 274-STATE GRANTS FUND - - - 0.00% Funding received from American Rescue Plan Act (ARPA)of 202l-50%received in FY 2020/21; 275-FEDERAL GRANTS FUND 13,433,390 26,866,780 13,433,390 100.00%50%received in FY 2021/22 290-LIBRARY FUND 7,912,770 8,289,950 377,180 4.77% 291-CA STATE LIBRARY 117,478 107,798 (9,680) -8.24% 292-STAFF INNOVATION FD(CA ST LB) 266,794 262,064 (4,730) -1.77% 302-LIBRARY SERVICES&TECH.ACT 304 304 0.00% 310-PUBLIC LIBRARY BOND ACT-2000 32,923 32,923 - 0.00% Use of funds accumulated over a period of time 329-LIBRARY CAPITAL FUND 1,824,682 1,115,812 (708,870) -38.85%for capital project 340-DRUG ABATEMENT ACT 30,080 30,080 - 0.00% 354-COP'S PROGRAM GRANT-STATE 942,362 1,071,232 128,870 13.68% 356-JUSTICE ASSIST GRNT(JAG)ARRA 33 33 - 0.00% 361-JUSTICE ASSISTANCE GRANT(JAG) 59,680 59,680 - 0.00% 381-HOMELAND SECURITY GRANT-POLICE - - 0.00% 383-EMERGENCY MGMT PERFORMNCE GRNT - - 0.00% 396-HOUSING SUCCESSOR AGENCY 2,129,700 1,777,320 (352,380) -16.55% 838-AD 91-2 REDEMPTION-DAY CANYON 79,736 80,916 1,180 1.48% Fiscal Year 2021/22 Preliminary Budget Page 232 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than$500,000 and 10% Fiscal Year 2021/22 Preliminary Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1,2021 June 30,2022 Change Change Re sort for Changes>$500.000 and lR% 847-PD 85 CAPITAL REPLACEMENT FUND 471,743 63,323 (408,420) -86.58% 848-PD 85 REDEMPTION FUND 2,614,085 2,213,395 (400,690) -15.33% 868-CFD 2000-03 PARK MAINTENANCE 394,476 431,876 37,400 9.48% 875-CFD 2017-01 NO,ETIWANDA 1,800 3,600 1,800 100.00% 876-CFD 2018-01 EMPIRE LAKES 8 28 20 250.00% 877-CFD 2018-01 CAPITAL RESERVE 75,510 173,470 97,960 129.73% TOTAL SPECIAL REVENUE $ 1$808.052 5 193,20,332 $ 4,601,280 2.44% CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ 14,170 $ 14,330 $ 160 1.13% 602-AD 84-1 DAY CREEK/MELLO 1,210,130 1,223,030 12,900 1.07% 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 607-CFD 2000-01 SOUTH ETIWANDA 63 63 - 0.00% 612-CFD 2001-01 681,391 714,731 33,340 4 89% 614-CFD 2003-01 PROJECT FUND 182,757 182,717 (40) -0 02% 615-CFD 2003-01 CULTURAL CENTER 12,222 12,252 30 0 25% 617-CFD 2004-01 RANCHO ETIWANDA ES 50,337 50,407 70 0 14% 680-CFD 2006-01 VINTNER'S GROVE 1,878 1,908 30 1.60% 681-CFD 2006-02 AMADOR ON ROUTE 66 6,506 6,566 60 0.92% TOTAL CAPITAL PROJECTS $ 2,118,326 $ 2,164,876 $ 46,550 2.20% ENTERPRISE FUNDS 700-SPORTS COMPLEX $ - $ - $ - 0.00% 705-MUNICIPAL UTILITY 15,864,654 16,779,794 915,140 5,77% 706-UTILITY PUBLIC BENEFIT FUND 628,569 481,349 (147,220) -23.42% 708-RCMU CAPITAL REPLACEMENT FUND 5,578,569 5,640,439 61,870 1,11% 709-RCMU CAP AND TRADE FUND 2,726,522 3,151,272 424,750 15,58% 711-FIBER OPTIC NETWORK 9,371,279 9,072,369 (298,910) -3.19% TOTAL ENTERPRISE FUNDS $ 34,169,593 $ 35,125,223 $ 955,630 2.80% INTERNAL SERVICE FUNDS 712-EQUIP/VEHICLE REPLACEMENT $ 1,824,666 $ 1,865,776 $ 41,110 2.25% 714-COMP EQUIP/TECH REPLCMENT FUND 1,370,268 1,509,278 139,010 10.14% TOTAL INTERNAL SERVICE FUNDS $ 3,194,934 $ 3,375,054 $ 180,120 5.64% TOTAL CITY OF RANCHO CUCAMONGA $ 338,516,074 $ 338,399,194 $ 116.880 -0.03% 11C.FIRE PROTECTION DISTRIOI SPECIAL REVENUE 281-FIRE FUND $ 31,251,476 $ 31,251,476 $ - 0,00% 282-COMMUNITY FACILITIES DIST 85-1 4,149,915 3,490,105 (659,810) -15.90%Use of funds accumulated over a period of time 283-COMMUNITY FACILITIES DIST 88-1 10,687 10,687 - 0.00% 285-FIRE TECHNOLOGY FEE FUND 20 20 - 0,00% 288-FIRE PROTECTION CAPITAL FUND 35,120,612 26,03Q402 (9,090,210) -25.88%Use of funds accumulated over a period of time TOTAL SPECIAL REVENUE $ 70,532,710 $ 60,782,690 $ (9,750,020) -13.82% TOTAL R.C.FIRE PROTECTION DISTRICT $ 70,532,710 $ 60,782,690 $ (9,750,020) -13,82% TOTAL ALL FUNDS $ 409,048,784 $ 399,181,884 $ (9,866,900) -2.41% Fiscal Year 2021/22 Preliminary Budget Page 233 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 234 �r RANCHO CUCAMONGA CALIFORNIA DEPARTMENTAL BUDGET DETAILS Fiscal Year 2021/22 Preliminary Budget Page 235 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 commissions. 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 As the City Council carries out its mission and works towards its vision, it will be guided by these 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 meant to be inclusive of residents, businesses, non profits, schools, other government institutions—truly all Rancho Cucamonga stakeholders. Vision Statement • The City Council's 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. Fiscal Year 2021/22 Preliminary Budget Page 236 City Council Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 149,023 $ 148,330 $ 153,460 Operations and Maintenance 17,052 25,700 25,700 Capital Outlay - - - Cost Allocation (51,320) (41,560) (41,560) Debt Service - - - Transfer Out _ - - Subtotal 114,755 132,470 137,600 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 149,023 148,330 153,460 Operations and Maintenance 17,052 25,700 25,700 Capital Outlay - - - Cost Allocation (51,320) (41,560) (41,560) Debt Service - - - Transfer Out - - - Total Cost $ 114,755 $ 132,470 $ 137,600 Staffing Summary (Budgeted) Full Time - - - Part Time 5.00 5.00 5.00 Total Staffing 5.00 5.00 5.00 Fiscal Year 2021/22 Preliminary Budget Page 237 City Clerk Department Budget Summary Overview of Department The statutes of the State of California prescribe the essential 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 2021/22 Budget HiEhliahts • Maintain an accurate record of City Council proceedings and official City documents. • Administer the Oath of Office Fiscal Year 2021/22 Preliminary Budget Page 238 City Clerk Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,907 $ 2,830 $ 2,870 Operations and Maintenance - - - Capital Outlay - - - Cost Allocation (850) (890) (890) Debt Service - - - Transfer Out - - - Subtotal 2,057 1,940 1,980 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,907 2,830 2,870 Operations and Maintenance - - - Capital Outlay - - - Cost Allocation (850) (890) (890) Debt Service - - - Transfer Out - - - Total Cost $ 2,057 $ 19940 $ 19980 Staffing Summary (Budgeted) Full Time - - - Part Time 1.00 1.00 1.00 Total Staffing 1.00 1.00 1.00 Fiscal Year 2021/22 Preliminary Budget Page 239 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 Department staff to handle treasury functions needing daily attention. FY 2021/22 Bud et Hi hli hts • Maintain funds in secure and liquid investments • Structure maturities to meet City cash flow needs throughout the year • Work in conjunction with the City's third-party investment advisor to further diversify the City's portfolio and make progress towards achieving the City's established benchmark • 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 2021/22 Preliminary Budget Page 240 City Treasurer Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary - _ 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,907 $ 2,830 $ 2,870 Operations and Maintenance 14,572 15,120 8,920 Capital Outlay - - - Cost Allocation (5,400) (5,650) (5,650) Debt Service - - Transfer Out - - - Subtotal 12,079 12,300 6,140 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,907 2,830 2,870 Operations and Maintenance 14,572 15,120 8,920 Capital Outlay - - - Cost Allocation (5,400) (5,650) (5,650) Debt Service - - - Transfer Out - - - Total Cost $ 129079 $ 12,300 $ 6,140 Staffing Summary{Budgeted) Full Time - - - Part Time 1.00 1.00 1.00 Total Staffing 1.00 1.00 1.00 Fiscal Year 2021/22 Preliminary Budget Page 241 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 nationally recognized 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 Community School Model at Los Amigos Elementary,mental health and unity symposiums, environmental sustainability,and the implementation of policies that encourage access to healthy food and physical activity. The City Manager's Office provides management of the City's award- w winning Community Affairs Network(CAN)including publication of the quarterly Grapevine and Rancho Reporter newsletter, monthly eReporter e-newsletter, department/program e-newsletters, media relations, community outreach and engagement, social media platforms, and other public information efforts. Staff also responds to and conducts follow-up on citizen inquiries and concerns regarding City programs and services and is involved with original programming on the government access channel RCTV-3. CAN utilizes a creative mix of innovative communication tools and technology, along with traditional outreach methods,to create equitable community engagement opportunities. The City Manager's Office also manages the Legislative Advocacy Program to ensure that Rancho Cucamonga's interests are heard at the local, 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 focuses on solutions in response to nuisance conditions and other violations of the Municipal Code, providing for a safer and more beautiful community. Providing more than just enforcement, staff provides resources and information for residents who need it most. When enforcement is required, cost recovery allows staff to take strong action but recover the costs through special assessment when needed. FY 2021/22 Budget Highlights • Understand and explore options related to the changing landscape of transportation. • Lead efforts and collaborate with community partners to prevent and address homelessness. • Educate residents on council districts, inform them about the council redistricting process, and conduct outreach for the awareness of the public input opportunity. • Support City departments with their communication efforts with an increased level of attention to Capital Improvement Projects. • Provide equitable enforcement of the Municipal Code, seeking cost recovery when appropriate. Fiscal Year 2021/22 Preliminary Budget Page 242 City Management Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,632,128 $ 3,034,820 $ 3,176,930 Operations and Maintenance 346,234 495,960 492,260 Capital Outlay 8,986 - - Cost Allocation (532,440) (571,390) (571,390) Debt Service - - Transfer Out - - - Subtotal 2,454,908 2,959,390 3,097,800 Other Funds Personnel Services - - - Operations and Maintenance 97,306 9,740 Capital Outlay 26,477 - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 123,783 9,740 All Funds Personnel Services 2,632,128 3,034,820 3,176,930 Operations and Maintenance 443,540 505,700 492,260 Capital Outlay 35,463 - - Cost Allocation (532,440) (571,390) (571,390) Debt Service - - - Transfer Out - - - Total Cost $ 29578,691 $ 2,969,130 $ 3,097,800 Staffing Summary (Budgeted) Full Time 19.00 22.00 22.25 Part Time 0.80 - 0.46 Total Staffing 19.80 22.00 22.71 Fiscal Year 2021/22 Preliminary Budget Page 243 City Management Performance Measures Page Under Construction New content coming soon A ` - ? *III■ i. Fiscal Year 2021/22 Preliminary Budget Page 244 City Management Services to the Community ImprovementHealthy RC Community Affairs City Management Legislative Affairs 7�L Administration 74 Community Fiscal Year 2021/22 Preliminary Budget Page 245 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 two K9 units to assist with tracking suspects or missing persons. 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, and also 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 2021/22 Budget Hight ■ Continue to implement the Crime Free Multi-Housing Program to enhance awareness, prevent crime and improve safety for all residents. • Continue interaction with the 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 Day Creek Boulevard and Foothill Boulevard;East Avenue and Victoria Street; 4th Street and Etiwanda Avenue; and 8th Street and Vineyard Avenue. Fiscal Year 2021/22 Preliminary Budget Page 246 Police (Contract) Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ - $ - $ - Operations and Maintenance 40,277,609 44,858,800 46,958,580 Capital Outlay - - - Cost Allocation - - Debt Service - - - Transfer Out 304,520 10,270 - Subtotal 40,582,129 44,869,070 46,958,580 Other Funds Personnel Services - - - Operations and Maintenance 832,673 689,360 896,130 Capital Outlay 2,253,234 425,140 670,070 Cost Allocation - - - Debt Service - - Transfer Out 28,030 - 2,680 Subtotal 3,113,937 1,114,500 1,568,880 All Funds Personnel Services - - - Operations and Maintenance 41,110,282 45,548,160 47,854,710 Capital Outlay 2,253,234 425,140 670,070 Cost Allocation - - - Debt Service - - - Transfer Out 332,550 10.270 2,680 Total Cost $ 43,696,066 $ 45,983,570 $ 48,527,460 Staffing Summary (Budgeted) Safety Personnel 141.00 141.00 141.00 Non-Safety Personnel 41.00 41.00 42.00 Total Staffing 182.00 182.00 183.00 Fiscal Year 2021/22 Preliminary Budget Page 247 Police (Contract) Performance Measures Page Under- Construction New content coming soon Fiscal Year 2021/22 Preliminary Budget Page 248 Police (Contract) Services 1 the Community Emergency Response Fiscal Year 2021/22 Preliminary Patrol Two K9's Volunteers Citizen Advisory Crime Prevention PIO Neighborhood Watch Targeted Proactive Enforcement tv� Reduce Collisions — - Traffic Safety Bicycle Safety Classes Police (Contract) Dedicated DUI Enforcement Felony Case Follow-up Investigations � Crime Analyst Pawn Shop Liaison VlCtoria Gardens Retail Theft Investigations ` Multiple Enforcement Team CFS/APS Solution Oriented Policing Team Special Units Crime Free Multi-Housing Active Shooter Program School Resource Officers Budget . • 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. The Fire District's mission is to serve the community through planning, promoting, and demonstrating a readiness to respond to, and reduce, threats to life and property through the delivery of emergency and non-emergency services and programs in an efficient and effective manner. 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. t The Prevention Bureau reduces risk and eliminates hazards through fire prevention, inspection,wildland fire threat reduction,and public r_ 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. The Fire District's 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 2021/22 Budget Highlights • Construction of future Fire Station 178. • Explore the feasibility of an electric fire engine to support the City's environmental sustainability efforts. • Replace an aging Type I fire engine. • Upgrade the QI Nurse from part-time to full-time. • Partner with the City to fund crossing guard services. CONCEPT • Partner with the City to upgrade the Human Resources Technician position to a Human Resources Business Partner and reinstate the Information Technology Technician. • Partner with the City to replace the Heritage Park bridge to support the wildland staging area. • Complete various all-hazard safety related plans in alignment with the General Plan. • Replace the tactical response body armor which has reached its life expectancy. • Replace the first-generation thermal imaging cameras on frontline apparatus. • Continue to fund proposed operations and capital projects while holding assessment levels for both Community Facilities Districts (CFDs). • For the ninth consecutive year, Fire Prevention permit and inspection fees will be suspended. Fiscal Year 2021/22 Preliminary Budget Page 250 Fire District Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 27,823,177 $ 30,807,730 $ 32,028,190 Operations and Maintenance 7,275,529 8,684,240 13,041,570 Capital Outlay - - - Cost Allocation - - - Debt Service 63,196 399,990 399,990 Transfer Out 2,103,840 2,036,930 2,175,200 Subtotal 37,265,742 41,928,890 47,644,950 Other Funds Personnel Services - - - Operations and Maintenance 366,962 757,750 797,470 Capital Outlay 6,514,800 5,204,550 18,243,000 Cost Allocation - - - Debt Service - - - Transfer Out 135.159 117,670 105,470 Subtotal 7,016,921 6,079,970 19,145,940 All Funds Personnel Services 27,823,177 30,807,730 32,028,190 Operations and Maintenance 7,642,491 9,441,990 13,839,040 Capital Outlay 6,514,800 5,204,550 18,243,000 Cost Allocation _ - - Debt Service 63,196 399,990 399,990 Transfer Out 2,238,999 2,154,600 2,280,670 Total Cost $ 44,282,663 $ 48,008,860 $ 66,790,890 Staffing Summary (Budgeted) Full Time 115.00 121.00 122.00 Part Time 3.50 3.51 2.76 Total Staffing 118.50 124.51 124.76 Fiscal Year 2021/22 Preliminary Budget Page 251 Fire District Performance Measures Page Under Construction New content coming soon i ►Ill■ Fiscal Year 2021/22 Preliminary Budget Page 252 DistrictFire Services to the Community Fire Supression Structural Wildland Front Country __ Fire Investigations Emergency ReSpOnSe Emergency Medical Services ' 'Tee nfCaf ttesCue'haz Mat Tactical Res onse Response Planning Ready RC Mitigation ,� Preparedness Emergency Response Management Recovery Community and Business Emergency Response Training FIFE �IStrICt Volunteer Coordination Prevention Inspections Weed Abatement/Brush Community Risk Clearance Reduction Public Education New Construction Plan Review Public Information Community Affairs � special Events Community Outreach and Engagement Fiscal Year 2021/22 Preliminary Perslfrrnei Management and Development __ Planning/Finance Administration � �-� Apparatus and Equipment Maintenance Facility Facility Maintenance Budget Animal Services Department Budget Summary Overview of Department The City of Rancho Cucamonga has an innovative Animal i Services Department whose mission is Creating PAWsitive impact by enriching the lives of animals and people. The �± Animal Services Department cares for nearly 5,000 homeless pets annually and responds to approximately 6,000 calls for service related to stray animals, rescues, and animal welfare. The Department oversees the following program areas: Animal Care. General animal care, adoptions, reuniting lost pets with owners, and promoting responsible pet ownership. Community and Information Programs. Volunteer programs, foster care, neonatal kitten nursery, fundraising, community outreach, social media, and community information/education. Field Services. Animal pickup, rescues, investigations, rabies control, animal licensing, enforcement of animal regulations, co-existing with wildlife, and community education. Veterinarian Services. Veterinary treatment for animals housed at the Center; contracts for outside veterinary services for emergency and after hour care and specialized care; learning opportunities for Veterinary and Veterinary Assistant students; and vouchers for low cost spay and neuter clinics. FY 2021/22 Budget Highlights • Animal Care: o continue to provide high-quality care of the animals. • Enhance programs while being fiscally prudent: 0 offering services such as adoptions, microchips, spay and neuter vouchers and surrender of owned pets by appointment o enhance volunteer program through updates to volunteer job duties, training opportunities, and structured schedules o expand support for owned pets in the community by piloting a nc RANCHO CUCAMONOA safety net program funded by the Animal Care Foundation. ANIMAL ■ Improve talent recruitment: o fill two current vacancies with a Customer Care Assistant and a CENTER Management Aide. Fiscal Year 2021/22 Preliminary Budget Page 254 Animal Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,631,597 $ 2,684,950 $ 2,711,380 Operations and Maintenance 399,821 466,780 468,000 Capital Outlay - 10,000 10,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 3,031,418 3,161,730 3,189,380 Other Funds Personnel Services - - - Operations and Maintenance 168 - 60 Capital Outlay - - Cost Allocation - - - Debt Service Transfer Out - - - Subtotal 168 - 60 All Funds Personnel Services 2,631,597 2,684,950 2,711,380 Operations and Maintenance 399,989 466,780 468,060 Capital Outlay _ 10,000 10,000 Cost Allocation - - - Debt Service _ - - Transfer Out - - - Total Cost $ 3,031,586 $ 3,161,730 $ 3,189,440 Staffing Summary (Budgeted) Full Time 22.00 19.00 19.00 Part Time 15.90 14.90 14.52 Total Staffing 37.90 33.90 33.52 Fiscal Year 2021/22 Preliminary Budget Page 255 Animal Services Performance Measures Page Under Construction New content coming soon i 1/II! Fiscal Year 2021/22 Preliminary Budget Page 256 Animal Services Services to the Community Administration Administrative Services Reuniting Lost Pets with Owners Community Cat Programs Community Outreach Volunteers Community Programs and Information i Foster Care I Kitten Nursery Animal Care and Animal Spay and Neuter 1 Services Programs ` Veterinary Services Animal Health and Wellness Animal Care Animal Care and I Adoptions Adoptions I Field Service Officers Fiscal Year Field Services Dispatcher - - - - Animal Licensing ` Animal Care Foundation • Budget Records Management Department Budget Summary Overview of Department The City Clerk/Records Management Department, which serves as the information center of the City and its departments, is dedicated to providing the highest level of professional service to the citizens of Rancho Cucamonga. The Department's goal is to provide these services expeditiously and efficiently while ensuring compliance with state statutes and city ordinances. The City Clerk/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 City's official documents. The Department assists with several essential activities, including accurately preparing and processing agendas; administering the Citywide records management bmaprogram; overseeing 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. FY 2021/22 Budget Highlights • Finalize implementing 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 retaining current, vital, permanent records, ensuring preservation and accessibility of records by staff and the public. • Continue to provide secure storage of City records in accordance with the Department Records Manual and state law and guidelines. • Update Records Management Handbook and City-Wide r Retention Schedules in accordance with state law. • As the City Clerk and Election Official, facilitate the legislative enactment of the redistricting process that will be used to determine how the current boundaries of the council voting districts might be redrawn based on 2020 Census data. ■ Implement an electronic contract signature and attestation system and protocols for Council approved contracts and documents to continue to provide high-quality services while decreasing expenditures and reliance on inefficient manual paper-driven processes. Fiscal Year 2021/22 Preliminary Budget Page 258 Records Management Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 616,875 $ 603,360 $ 654,310 Operations and Maintenance 92,105 897,340 86,590 Capital Outlay - - - Cost Allocation (219,630) (221,050) (221,050) Debt Service - - Transfer Out - - - Subtotal 489,350 1,279,650 519,850 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal _ - - All Funds Personnel Services 616,875 603,360 654,310 Operations and Maintenance 92,105 897,340 86,590 Capital Outlay - - - Cost Allocation (219,630) (221,050) (221,050) Debt Service - - - Transfer Out - - _ Total Cost $ 489,350 $ 19279,650 $ 519,850 Staffing Summary (Budgeted) Full Time 5.00 5.00 5.00 Part Time 0.50 - - Total Staffing 5.50 5.00 5.00 Fiscal Year 2021/22 Preliminary Budget Page 259 Records Management Performance Measures 409W Page Under Construction New content coming soon ■ ■ 71 ■IJIJ Fiscal Year 2021/22 Preliminary Budget Page 26o Records Management Services 1 the Community Preservation Retention - Disposition Records Public Records Requests l Recorded Documents Municipal Code Agenda and Minute Preparation Legal Notices Bond Releases Contracts Legislation Claims/Subpoenas Records Management Bid Openings Appeals Conflict of Interest Code Board and Commission Recruitments Administration 1 Legal Noticing Candidate Filing Candidate Handbook Election Municipal Elections Fiscal Year Ballot Measures Receive Petitions Disclosure of Campaign Finances and Economic Interests • Preliminary Budget • 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 5 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 2021/22 Budget Highlights ■ When able, the Department will resume programs and services for all ages that enhance the resident's quality of life. • Maintain virtual learning and recreational opportunities while returning to in-person recreational classes utilizing outdoor and indoor spaces. • Seek community engagement on current recreational and cultural arts needs. • Develop a five-year business plan for the Lewis Family Playhouse and the Community Services Department to ensure sustainable services. • Enhance services and support to homebound seniors. • Further enhancements of the Pacific Electric Trail amenities through grant funds. • Develop a Parks and Recreation Master Plan that reflects community input and goals for the next ten years. Fiscal Year 2021/22 Preliminary Budget Page 262 Community Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 3,844,172 $ 5,361,190 $ 5,883,070 Operations and Maintenance 556,989 2,758,220 2,757,950 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 4,401,161 8,119,410 8,641,020 Other Funds Personnel Services 2,253,281 104,550 123,260 Operations and Maintenance 1,516,360 71,330 76,480 Capital Outlay 281,731 2,936,760 900,690 Cost Allocation - - - Debt Service - - Transfer Out 2,208,443 - - Subtotal 6,259,815 3,112,640 1,100,430 All Funds Personnel Services 6,097,453 5,465,740 6,006,330 Operations and Maintenance 2,073,349 2,829,550 2,834,430 Capital Outlay 281,731 2,936,760 900,690 Cost Allocation - - - Debt Service - - - Transfer Out 2,208,443 - - Total Cost $ 10,660,976 $ 11,232,050 $ 9,741,450 Staffing Summary (Budgeted) Full Time 45.50 29.00 31.00 Part Time 93.60 63.00 64.16 Total Staffing 139.10 92.00 95.16 Fiscal Year 2021/22 Preliminary Budget Page 263 Community Services Performance Measures imp Page Under Construction Now content coming soon FAFISAF Fiscal Year 2021/22 Preliminary Budget Page 264 Community Services to the Community Administration Fiscal Year 2021/22 Preliminary Central Park Lions Centers RC Family Resource Center Community Services RC Sports Center Special Events VG Cultural Center Contract Classes Park Services Budget 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 currently being offered at the Archibald Library and Paul A. Biane Library include: • Curbside Pickup Services • Public access to computers and printers (Biane Library) • In-person browsing (Archibald Library) • Virtual Storytimes and Bookclubs • Delivery of materials for homebound residents • Robust digital collections including books, audiobooks, and magazines • Virtual Library providing free 24/7 access to research databases, online homework tutoring, language learning software, resources for small businesses, and job seekers. Services that will be returning as the Library is able: • Programs and information services for all ages, including weekly and special event programs, performing and cultural arts programs, and Reading Enrichment Center �� • Adult and family literacy services • Passport services ■ Enhanced interactive activities highlighting Science, �= Technology, Engineering and Mathematics (STEM), art, and early learning development FY 2021/22 Budget Highlights • Restore in-person programs and services as public health conditions permit. • Enhance physical and digital collections. • Support families experiencing early literacy learning gaps. • Maintain access to materials for all residents through Curbside Pickup Services and House Calls. • Provide and promote resources for small business and job seekers. ] • Develop a refresh plan for the Paul A.Biane Library's first floor. ' • Further development of the Second Story and Beyond®interactive discovery space. Fiscal Year 2021/22 Preliminary Budget Page 266 Library Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,919,080 $ 3,681,450 $ 3,466,470 Operations and Maintenance 1,040,293 1,563,710 1,588,310 Capital Outlay 18,652 5,000 50,000 Cost Allocation - - - Debt Service - - - Transfer Out 525,000 500,000 500,000 Subtotal 4,503,025 5,750,160 5,604,780 Other Funds Personnel Services - - - Operations and Maintenance 5,550 26,750 38,400 Capital Outlay 27,829 925,000 1,225,000 Cost Allocation - - - Debt Service - - - Transfer Out 34,651 - - Subtotal 68,030 951,750 1,263,400 All Funds Personnel Services 2,919,080 3,681,450 3,466,470 Operations and Maintenance 1,045,843 1,590,460 1,626,710 Capital Outlay 46,481 930,000 1,275,000 Cost Allocation _ - - Debt Service - - - Transfer Out 559,651 500,000 500,000 Total Cost $ 4,571,055 $ 69701,910 $ 6,868,180 Staffing Summary (Budgeted) Full Time 27.50 26.00 26.00 Part Time 28.10 28.60 18.87 Total Staffing 55.60 54.60 44.87 Fiscal Year 2021/22 Preliminary Budget Page 267 Library Services Performance Measures Page Under Construction New content coming soon Fiscal Year 2021/22 Preliminary Budget Page 268 Library Services 1 the Community Programming 1 Fiscal Year 2021/22 Preliminary Adult and Teen Services Information Services Special Projects -- Physical & Digital Content Collection Services r Programming Children's Services Information Services Special Projects Adult Literacy Literacy Services Back 2 Basics Second Story and Programming Library Services Beyond" Finance Grants ~Administration Staff Development Personnel LINK+ Services Technology Centers Technology website Services Social Media Outreach Services House calls Passport Services Budget .. 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 2021/22 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 to a web-based platform 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 2021/22 Preliminary Budget Page 270 Administrative Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 479,284 $ 526,150 $ 492,330 Operations and Maintenance 2,148,651 2,149,230 2,599,010 Capital Outlay - - - Cost Allocation (837,240) (876,090) (971,520) Debt Service 9,196 106,450 106,450 Transfer Out 4,110,333 2,994,960 3,827,870 Subtotal 5,910,224 4,900,700 6,054,140 Other Funds Personnel Services 1,295,001 1,287,340 1,122,270 Operations and Maintenance 2,575,911 2,398,970 2,396,550 Capital Outlay 2,921,780 3,578,000 7,542,360 Cost Allocation - - - Debt Service - - - Transfer Out 1,376,268 1,356,710 1,359,170 Subtotal 8,168,960 8,621,020 12,420,350 All Funds Personnel Services 1,774,285 1,813,490 1,614,600 Operations and Maintenance 4,724,562 4,548,200 4,995,560 Capital Outlay 2,921,780 3,578,000 7,542,360 Cost Allocation (837,240) (876,090) (971,520) Debt Service 9,196 106,450 106,450 Transfer Out 5,486,601 4,351,670 5,187,040 Total Cost $ 14,079,184 $ 13,521,720 $ 189474,490 Staffing Summary(Budgeted) Full Time 5.00 1.00 1.00 Part Time 1.40 - - Total Staffing 6.40 1.00 1.00 Fiscal Year 2021/22 Preliminary Budget Page 271 Administrative Services Performance Measures Please see Performance Measures for Procurement in the following department section: Innovation and Technology Fiscal Year 2021/22 Preliminary Budget Page 272 Administrative Services Services to the Community AdministrativeOversight Responsibility for Services Innovation and Technology, and Human Resources Departments Fiscal Year 2021/22 Preliminary Budget Page 273 Finance Department Budget Summary Ovef'1'icly of l)e. aartment The overall mission of the Finance Department is to provide excellent service to both our internal y�+r r ti and external customers with the highest degree of reliability and timeliness, while maintaining r 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 annual financial report. • 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. 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 202I/22 Budget Hi hli hts ■ In conjunction with DoIT, facilitate the update of the City's financial system to a browser- 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. • In conjunction with the Community Improvement Division and the City's third-party vendor, ensure compliance with the City's Short-Term Rental Ordinance. • Provide public access to a computer in the City Hall rotunda to expedite the processing of business license applications and renewals. + Complete a Banking Services Request for Quote(RFQ)to determine whether the City's current financial institution is providing competitive pricing to the City. Fiscal Year 2021/22 Preliminary Budget Page 274 Finance Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,321,925 $ 2,531,240 $ 2,619,860 Operations and Maintenance 71,025 67,600 65,480 Capital Outlay - - - Cost Allocation (655,130) (708,050) (708,050) Debt Service - - - Transfer Out - - - Subtotal 1,737,820 1,890,790 1,977,290 Other Funds Personnel Services 366,226 445,820 452,620 Operations and Maintenance 2,500,533 2,547,630 2,699,810 Capital Outlay 129,558 - - Cost Allocation - - - Debt Service 118,992 784,510 2,549,280 Transfer Out 290,272 354,830 354,830 Subtotal 3,405,581 4,132,790 6,056,540 All Funds Personnel Services 2,688,151 2,977,060 3,072,480 Operations and Maintenance 2,571,558 2,615,230 2,765,290 Capital Outlay 129,558 - - Cost Allocation (655,130) (708,050) (708,050) Debt Service 118,992 784,510 2,549,280 Transfer Out 290,272 354,830 354,830 Total Cost $ 5,143,401 $ 6,023,580 $ 8,033,830 Staffing Summary (Budgeted) Full Time 23.00 23.00 23.00 Part Time 1.20 0.30 0.33 Total Staffing 24.20 23.30 23.33 Fiscal Year 2021/22 Preliminary Budget Page 275 Finance Performance Measures Page Under Construction New content coming soon Fiscal Year 2021/22 Preliminary Budget Page 276 Finance CommunityServices to the Accounts Payable Fiscal Year 2021/22 Preliminary Accounts Receivable Cashiering Accounting and Financial Reporting Fixed Assets General Ledger Payroll Prepare Annual Financial Report Budget Management Coordinate City's Annual Budge Generate Quarterly Budget Updates for City Council Issue and Renew - Business Licenses Finance Business Licensing Ensure Compliance with City's TOT and Admissions Tax Ordinances Administer 37 Special Districts in the City Special Districts Manage Special District Formations Daily Cash Management Investment of Excess Funds Revenue Management Investment Reporting Revenue Collection and Forecasting Budget 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. r 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 2021/22 BudjZet 1-Iiyblights • Provide ongoing small group learning experiences including Brene Brown's Rising StrongTM and Daring GreatlyTM programs focused on communication, self-confidence, and resiliency. • Offer Lunch and Learn sessions to address COVID-19 related issues including stress, personal finances, and vaccinations. • Continue communications with employees on COVID-19 and the important role they play on stopping the spread. • Continue to offer TeleHealth services, an employee assistance program, which provides employees access to mental health professionals using videoconferencing. • Continue to administer and proactively track legislative changes to the Affordable Care Act, CARES Act, and mandatory sick leaves as a result of COVID-19. • Provide training to assist departments with the upcoming once-a-year part-time employee performance review. • Facilitate PERFORM Management system revisions to improve and simplify the user experience. • Support and continue to participate in the City's REDI initiative. • Continue improvement of recruitment processes focused on understanding of our biases and how to reduce and eliminate bias in the hiring process. • Utilize NEOGOV's LEARN platform to assign and track staff certifications and training, as well as attendance at professional conferences. • Continue to foster and facilitate employee development, organizational development, and succession planning through innovative and cooperative programs. Fiscal Year 2021/22 Preliminary Budget Page 278 Human Resources Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 1,116,757 $ 1,025,910 $ 1,080,330 Operations and Maintenance 206,079 323,780 322,810 Capital Outlay - - - Cost Allocation (442,160) (449,120) (507,950) Debt Service - - Transfer Out - - - Subtotal 880,676 900,570 895,190 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - Cost Allocation - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 1,116,757 1,025,910 1,080,330 Operations and Maintenance 206,079 323,780 322,810 Capital Outlay - - - Cost Allocation (442,160) (449,120) (507,950) Debt Service - - - Transfer Out - - - Total Cost $ 880,676 $ 9009570 $ 895,190 Staffing Summary (Budgeted) Full Time 9.00 8.00 8.00 Part Time 0.50 - - Total Staffing 9.50 8.00 8.00 Fiscal Year 2021/22 Preliminary Budget Page 279 Human Resources Performance Measures Page Under Construction New content coming soon Fiscal Year 2021/22 Preliminary Budget Page 28o Human Resources Services to the Community Talent Management Attract Fiscal Year 2021/22 Preliminary ' Develop/Motivate Retain Benefits Management Y Policies and Procedures Culture Employee Experience Diversity, Equity, and Inclusion Enhance Employee Lifecycle Organizational Development Human Resources Labor Relations MOU/Negotiations f Liability Workers Compensation Risk Management _ Safety/Loss Control Insurance Physical and Psychological Employee Wellness Programs and Services Budget Innovation and Technology Department Budget Summary Overview of Department The Department of Innovation and Technology facilitates the impactful use of technology across all City departments, allowing for increased efficiency, improved transparency, and overall enhanced service to the community. In 2020, Rancho Cucamonga was once again ranked among the top ten cities nationwide in our population category by Government Technology's Digital Cities Survey for our use, management, and imaginative application of technology to solve complex challenges and ensure the DIGITAL C I T I seamless operation of governance. The Department is comprised of four divisions including Systems and Network, Enterprise Applications, Geographic 2020 S U R V E Y W I N N E R Information Services (GIS), and Operations. 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 continued quality improvement on existing platforms. 3. Continued planning for the evolution of technology lines and services. 4. Facilitating the innovative application of technology in business practices and service delivery to the community. FY 2021/22 Budget Highlights ■ Completion of the City's data center refresh built on a dual-site architecture to provide high-availability performance and improved disaster recovery. • Continued expansion of municipal fiber optic network services in cooperation with the Rancho Cucamonga Municipal Utility. • Continued addition of cybersecurity measures including implementation of a dedicated network security appliance, restricted device access to the City's network, expanded user training, and the City's first cybersecurity public awareness campaign. ■ Expansion of the City's use of GIS to manage public service requests and internal work orders. • Implementation of a comprehensive mobile device management platform to secure City- issued tablets and mobile phones. • Deployment of secure digital forms to support CARES Act programs and other community engagements using the Laserfiche forms tool. Fiscal Year 2021/22 Preliminary Budget Page 282 Innovation and Technology Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 3,189,653 $ 3,193,650 $ 3,326,290 Operations and Maintenance 3,849,538 4,334,680 4,628,710 Capital Outlay 15,189 - - Cost Allocation (2,348,490) (2,475,530) (2,519,920) Debt Service Transfer Out - - - Subtotal 4,705,890 5,052,800 5,435,080 Other Funds Personnel Services - - - Operations and Maintenance 1,388,595 108,620 283,570 Capital Outlay 15,797 116,000 190,000 Cost Allocation - - - Debt Service 67,253 527,340 527,340 Transfer Out - - - Subtotal 1,471,645 751,960 1,000,910 All Funds Personnel Services 3,189,653 3,193,650 3,326,290 Operations and Maintenance 5,238,133 4,443,300 4,912,280 Capital Outlay 30,986 116,000 190,000 Cost Allocation (2,348,490) (2,475,530) (2,519,920) Debt Service 67,253 527,340 527,340 Transfer Out - - - Total Cost $ 6,177,535 $ 5,804,760 $ 6,435,990 Staffing Summary (Budgeted) Full Time 23.00 24.00 25.00 Part Time - 0.70 0.77 Total Staffing 23.00 24.70 25.77 Fiscal Year 2021/22 Preliminary Budget Page 283 Innovation and Technology Performance Measures ram• Page Under Construction 'r New content coming soon i Va T I - - 4 r1/I■ I� Fiscal Year 2021/22 Preliminary Budget Page 284 Innovation 1 Technology Services 1 the Community Enterprise Appent lication Managem Applications User Interface Development ' Data Hosting Solutions Network Security and Management Systems Data Center Management Information Security Practices i Spatial Data Visualization - Geographic Information Innovation and Services (GIs) Business Intelligence r Development Technology ' Enterprise GIS Help Desk Requests Operations End User Support Hardware Implementation Fiscal Year 2021/22 Preliminary Procurement of Goods and Services Procurement Bid Management Disposal of City Assets (surplus) Budget Economic and Community Development Department Budget Summary Overview of Department The Economic and Community Development Group encompasses the activities of the Building and Safety, Engineering, Planning (including Economic Development), 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 Group coordinates implementation of the City's Economic and Community Development goals and objectives and capital projects planning programs. FY 202I/22 Budget Highlights • 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. • Develop and execute a second business relief grant program through CDBG funding provided by the CARES Act. ■ Develop policy to create an equitable distribution of local e-commerce revenue. • Provide professional consulting services and deliver advice, assistance, and guidance relative to business-related issues through partnership with the Inland Empire Small Business Development Center(SBDC). • Deliver services of Building and Safety, Engineering,Planning, and Public Works under a common philosophy of innovation and excellent customer service. ■ Provide effective coordination and monitoring of all Economic and Community Development programs and budgets that cross-over department lines. • 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 2021/22 Preliminary Budget Page 286 Economic and Community Development Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 405,039 $ 426,610 $ 427,090 Operations and Maintenance 280,715 375,660 459,380 Capital Outlay - - - Cost Allocation - - Debt Service - - - Transfer Out - - - Subtotal 685.754 802,270 886,470 Other Funds Personnel Services - - - Operations and Maintenance 878,070 151,880 247,450 Capital Outlay - - - Cost Allocation - - - Debt Service - - Transfer Out - - - Subtotal 878.070 151,880 247,450 All Funds Personnel Services 405,039 426,610 427,090 Operations and Maintenance 1,158,785 527,540 706,830 Capital Outlay - - - Cost Allocation - - Debt Service - - Transfer Out - - - Total Cost $ 1,563,824 $ 9549150 $ 19133,920 Staffing Summary (Budgeted) Full Time 3.00 3.00 3.00 Part Time - - - Total Staffing 3.00 3.00 3.00 Fiscal Year 2021/22 Preliminary Budget Page 287 Economic and Community Development Performance Measures Please see Performance Measures for Economic and Community Development in each of the following department sections: Building and Safety Services Engineering Services Planning Public Works Services Fiscal Year 2021/22 Preliminary Budget Page 288 Economic and Community Development Services to the Community Oversee Services of: Fiscal Year 2021/22 Preliminary Building and Safety Engineering Planning Public Works Assist in Implementing Economic and City Council's Goals Community Development Oversight of Key Capital Projects M Foster Economic Development through Housing Focused Programs that Promote the Quality of Works to ensure decent affordable housing and services are provided Life and Economic to families and residents of low to Health of the moderate income Community Budget ' • Building and Safety Services Department Budget Summary Over-view 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 addressing illegal business activity by bringing uses and structures within safe standards. • Provides 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 2021/22 Budget Hi hli hts ■ 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. • Continue community outreach through producing informative videos about inspections, permits, code requirements, and various City information topics (RC Hot Topics). Fiscal Year 2021/22 Preliminary Budget Page 290 Building and Safety Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 1,726,791 $ 1,655,910 $ 1,811,640 Operations and Maintenance 95,949 110,140 99,690 Capital Outlay - - - Cost Allocation - - Debt Service - - - Transfer Out - - Subtotal 1,822,740 1,766,050 1,911,330 Other Funds Personnel Services - - - Operations and Maintenance 23,729 48,480 38,090 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 21729 48,480 38,090 All Funds Personnel Services 1,726,791 1,655,910 1,811,640 Operations and Maintenance 119,678 158,620 137,780 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 1,846,469 $ 1,814,530 $ 1,949,420 Staffing Summary (Budgeted) Full Time 16.00 15.00 16.25 Part Time 0.50 0.50 0.46 Total Staffing 16.50 15.50 16.71 Fiscal Year 2021/22 Preliminary Budget Page 291 Building and Safety Services Performance Measures Page Under ConstrUGti011 �-► - New content coming soon .f, Fiscal Year 2021/22 Preliminary Budget Page 292 Building 1 Safety Services Services 1 the Community Damage Assessment Fiscal Year 2021/22 Preliminary Budget Page 293 Building and Fire Inspections Complaint Response Construction and Water Quality Management Building and Permit Services Plan (WQMP) Review Safety Services Building and Fire Plan Check Administrative Support Services 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. The Department provides a number of services in support of building a world-class community. Among these are planning and implementation of capital improvements, development related services, traffic and transportation management, environmental programs, and utility services such as electric power, high-speed fiber internet, and streetlight management. The Department seeks to provide excellent service in these areas in service to the community while continuing to become more agile as we learn from and grow coming out of the COVID-19 pandemic. FY 2021/22 Budget Highlights Fiscal Year 2021/22 will prove to be an exciting year for the City's Engineering Services Department. There are a number of major projects and activities planned that will help to pave the way for the future of our community. Major construction projects such as the Etiwanda Grade Separation and the Advanced Traffic Management System (ATMS) projects seek to address community concerns about traffic capacity, while planning projects such as the ADA Transition Plan and Healthy RC Active Transportation Plan will help guide current and future infrastructure needs to better serve the needs of residents and businesses in our City. Some of the key projects and activities planned for this fiscal year include: • Design continues for the Etiwanda Grade Separation project with construction expected to begin in Summer 2022. • Continuation of the ATMS program with Phase 2, which will incorporate five additional corridors into our traffic management system. ■ Preparation of Phases 2 and 3 of the ADA Transition Plan Update. • Preparation of our Local Road Safety Plan to identify opportunities for street safety improvements and for continued eligibility for federal HSIP grant funding. • Preparation of the Healthy RC Active Transportation Infrastructure Assessment and Improvement Plan that will identify and prioritize pedestrian and bicycle infrastructure improvements and lay the foundation for future grant applications. ■ Coordination with SBCTA for the design of the 61h Street Cycle Track. ■ Development of plans to reduce organic waste and increase edible food recovery in compliance with SB 13 83. • Strategic expansion of the RC Fiber program to serve a larger number of businesses and residents in the City. • Continue to provide reliable,green,and cost-effective power to more than 2,000 residential and business customers including new developments forthcoming at The Resort. Fiscal Year 2021/22 Preliminary Budget Page 294 Engineering Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 2,120,959 $ 2,153,370 $ 2,426,700 Operations and Maintenance 256,969 199,930 142,990 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 2,377,928 2,353,300 2,569,690 Other Funds Personnel Services 4,278,057 4,624,780 4,726,690 Operations and Maintenance 11,694,370 12,899,700 13,231,570 Capital Outlay 7,895,409 19,021,600 33,741,860 Cost Allocation - - - Debt Service 441,636 934,840 937,300 Transfer Out 1,625,770 1,727,040 1,632,400 Subtotal 25,935,242 39,207,960 54,269,820 All Funds Personnel Services 6,399,016 6,778,150 7,153,390 Operations and Maintenance 11,951,339 13,099,630 13,374,560 Capital Outlay 7,895,409 19,021,600 33,741,860 Cost Allocation - - - Debt Service 441,636 934,840 937,300 Transfer Out 1,625,770 1,727,040 1,632,400 Total Cost $ 28,313,170 $ 41,561,260 $ 56,839,510 Staffing Summary (Budgeted) Full Time 39.00 35.00 36.50 Part Time 1.20 0.80 0.72 Total Staffing 40.20 35.80 37.22 Fiscal Year 2021/22 Preliminary Budget Page 295 Engineering Services Performance Measures Page Under Construction r, New content coming soon �I�I■ Fiscal Year 2021/22 Preliminary Budget Page 296 Permit Processing Tract/Parcel Maps Land Development & Public and Private Improvement Engineering Services Services to the Community Transportation Design Review Traffic Signal Coordination Vehicle/Pedestrian Safety Transportation Planning Project Administration I Capital Project CIP Budget Implementation Management Inspection Services j r Engineering Project Design Services �� _ Integrated Waste Environmental Programs Storm Water , Household Hazardous Waste Billing/Payment Processing Program Administration Customer Outreach Rancho Cucamonga Municipal Utility Clerical/Administration Budget/Finance Streetlight Management RC Fiber Program Fiscal Year 2021/22 Preliminary • � • Planning Department Budget Summary Overview of❑e artmen( 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 a detailed analysis of all development = _ proposals to verify consistency with the City's Goals and Policies; and working with other City departments to build and maintain a high quality, -, balanced, and sustainable community for Rancho nl i Cucamonga residents,businesses, and visitors. FY 2021/22 Budget Highlights • Complete P1anRC, the comprehensive update to the General Plan. • Update the Development Code based on the vision, goals, and policies outlined in the updated General Plan. • Evaluate new ways to establish long-term and innovative development standards as a result of the changing post-COVID business model. • Develop and execute a second business assistance program through CDBG funding provided by the CARES Act. • Continue evaluating regulations from the state regarding housing and other land use issues and evaluate if development standards need to be updated to reflect these changes. • 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 2021/22 Preliminary Budget Page 298 Planning Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 1,345,042 $ 1,334,860 $ 1,380,800 Operations and Maintenance 598,075 298,910 616,180 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,943,117 1,633,770 1,996,980 Other Funds Personnel Services 270,916 269,030 270,730 Operations and Maintenance 515,276 526,050 423,030 Capital Outlay 480,119 4,467,410 1,532,370 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,266,311 5,262,490 2,226,130 All Funds Personnel Services 1,615,958 1,603,890 1,651,530 Operations and Maintenance 1,113,351 824,960 1,039,210 Capital Outlay 480,119 4,467,410 1,532,370 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 3,209,428 $ 6,896,260 $ 4,223,110 Staffing Summary (Budgeted) Full Time 13.00 11.00 11.00 Part Time 0.80 - - Total Staffing 13.80 11.00 11.00 Fiscal Year 2021/22 Preliminary Budget Page 299 Planning Performance Measures Page Under Construction -• `; New content coming soon T ar TO AS OF Of Fiscal Year 2021/22 Preliminary Budget Page 300 Ecomomic Development Public Information Land Use Entitlements Planning Development Review Environmental Review (CEQA) Historic Preservation Community Development Block Grant (CDBG) BudgetFiscal Year 2021/22 Preliminary Public Works Services Department Budget Summary Overview of Dmartment The Public Works Services Department's mission is to provide efficient stewardship of the City's public works infrastructure. The Department has four sections: Facilities —Provides services for 15 City facilities and 8 Fire District , facilities;Parks and Landscape—Maintains 31 parks, Adult _ r Sports Park and baseball stadium, 125 street front miles of landscape, and a comprehensive inventory of trees, paseos and trails; Street/Fleet/Storm Drain — Maintains 534 roadway miles, including 4,004 catch basins and 226 signalized intersections, and provides fleet maintenance for 181 vehicles and over 140 pieces of on and off-road equipment; and Administration/Project Management — Manages departmental support services, contracts, safety and risk management, budget, and capital maintenance projects. FY 2021/22 Budget Highlights • Water Conservation Projects: Multiple water conservation projects will be completed during the fiscal year, including drought tolerant landscape renovations in Landscape Maintenance Districts (LMDs) 2 and 4R; conceptual design work for drought tolerant landscape in LMDs 1 and 6R; and comprehensive water audits for existing landscape sites throughout the Districts. • Energy Efficiency Projects: LED retrofits of paseo lighting at two locations in LMD 2, tennis court lighting at Beryl Park, and sports lighting at Heritage and Etiwanda Creek Parks will significantly reduce electricity consumption at these sites. • Other Projects: o Painting projects will be completed at Old Town and Victoria Groves Parks. o Traffic signal equipment replacements, including the replacement of 30+ year old cabinets at Archibald Avenue and 61h Street and Milliken Avenue and 6th Street. o Civic Center HVAC Plant Replacement—The new chillers and pumps will change the system from a constant flow chilled water plant to a variable flow plant increasing energy efficiency and reducing operational costs. o Installation of solar pathway lighting at Heritage and Red Hill Parks, and replacement of the pedestrian trail at Heritage Park. ■ Minimum Wage: The minimum wage impacts for FY 2021/22 equal an effective cost increase of$65,940 to fund the part-time positions and an additional$21,040 for janitorial and security guard services. Minimum wage also impacts landscape maintenance services,but these additional costs have been absorbed in existing budgets. Fiscal Year 2021/22 Preliminary Budget Page 302 Public Works Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2019/20 2020/21 2021/22 Operating Budget Personnel Services $ 5,013,100 $ 5,133,260 $ 5,482,440 Operations and Maintenance 5,439,657 5,950,770 6,115,190 Capital Outlay 497,962 200,000 300,000 Cost Allocation (975,390) (1,015,740) (1,015,740) Debt Service - - - Transfer Out - - - Subtotal 9,975,329 10,268,290 10,881,890 Other Funds Personnel Services 4,624,707 4,370,870 5,006,210 Operations and Maintenance 9,636,820 10,980,270 10,986,990 Capital Outlay 981,676 1,170,000 3,312,870 Cost Allocation - - - Debt Service 19,198 142,570 142,570 Transfer Out 571,520 684,290 777,670 Subtotal 15,833,921 17,348,000 20,226,310 All Funds Personnel Services 9,637,807 9,504,130 10,488,650 Operations and Maintenance 15,076,477 16,931,040 17,102,180 Capital Outlay 1,479,638 1,370,000 3,612,870 Cost Allocation (975,390) (1,015,740) (1,015,740) Debt Service 19,198 142,570 142,570 Transfer Out 571,520 684,290 777,670 Total Cost $ 25,809,250 $ 27,616,290 $ 319108,200 Staffing Summary (Budgeted) Full Time 130.00 122.00 122.00 Part Time 34.10 13.20 31.78 Total Staffing 164.10 135.20 153.78 Fiscal Year 2021/22 Preliminary Budget Page 303 Public Works Services Performance Measures Page Under Construction New content coming soon ►III■ I Fiscal Year 2021/22 Preliminary Budget Page 304 Public 1 Services 1 the Community City Buildings Fiscal Year 2021/22 Preliminary Facilities Maintenance Fire Stations Sports Lighting Urban Forestry Water Management Parks and Landscape Maintenance Parkways, Medians and Trails Park Facilities and Amenities 1 Park Landscape and Sports Turf Public Works Traffic Signals and Safety Lighting Services Street Sweeping Street Maintenance Graffiti Removal Storm Drain Maintenance City Fleet Maintenance Concrete and Asphalt Clerical/Administration Safety/Training Administration Capital Projects • Contracts Budget/Finance Budget THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 3o6 �r RANCHO CUCAMONGA CALIFORNIA CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2021/22 Preliminary Budget Page 307 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 308 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Summary by Department The City's Capital Improvement Program (CIP) for Fiscal Year 2021/22 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 2021/22: Community Services $ 3,994,210 Engineering Services 34,598,940 Fire District 14,800,000 Library Services 1,950,000 Police Department 170,000 Public Works Services 6,509,900 Total Capital Improvement Program 62.023.050 Some of the more significant capital improvement projects for each Department are discussed below. Community Services projects include: ■ The Central Park Dog Park project will add a new Dog Park to the City,an amenity determined through the City's Fiscal Year 2017/18 Central Park Master Plan ReVision, which included community workshops and surveys. ■ The Citywide Parks and Recreation Master Plan represents the city-wide master plan of parks and recreational facilities. R The Cultural Center-Courtyard Redesign project is intended to take a primarily passive, outdoor space with little shade or seating areas and redesign it to encourage greater pedestrian access and use.Amenities will include shade and lighting as well as a permanent outdoor stage to facilitate outdoor events,concerts, library programming and rentals as well as improvements to spectator comfort. Engineering Services projects include: ■ The Advance Traffic Management System-Phase 2 project will install Closed Circuit Television (CCTV) cameras, video detection system (VDS), fiber optic cable and conduit, communication networking equipment, upgrade and integrate over 50 traffic signals into the Traffic Management Center (TMC) located at city hall, and implement traffic signal coordination timing.A Network Monitoring System will be purchased to help troubleshoot and maintain the traffic fiber network. Additional licenses will be purchased to add 39 CCTV cameras to the new IT/PD Video Monitoring System. Overall, this project will improve monitoring, retiming, and coordination of the City's traffic signal system. ■ The Etiwanda Avenue Grade Separation project from Whittram Avenue to Napa Street will provide an elevated four lane roadway crossing intended to improve safety and traffic circulation. Fiscal Year 2021/22 Preliminary Budget Page 309 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Summary by Department • The Etiwanda Avenue East Side Widening project will involve street widening on the east side of Etiwanda Avenue including curb and gutter, sidewalk, streetlight, and utility relocation, as well as pavement rehabilitation. The project is intended to enhance pedestrian and vehicular safety. ■ The Foothill Boulevard Pavement Rehabilitation project is intended to 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 drive, pedestrian and equestrian bridges that span the Demens Creek Channel, to the equestrian arenas, with one multi-use bridge at Heritage Community Park. ■ The Local Overlay at Various Locations project is intended to restore the existing road surface at various locations to a substantially new condition, extending pavement life, use and rideability. ■ The Rochester Avenue, Base Line Road to Highland Avenue Pavement Rehabilitation project is intended to restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Fire District projects include: IN The Fire District Town Center Station 178 project will result in a new two-story station that will be centrally located in an area of the city planned for high-density residential and large- scale office building developments. It will house an all-risk apparatus and crew that will work on a 24/7/365-day cycle. Library Services projects include: ■ The 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. Police Department projects include: ■ The Police Station Operational and COVID-Related Lobby Improvements will reconfigure the lobby and front office area in the Police Department's Civic Center Station. The improvements are intended to improve efficiency, customer service, and circulation in these areas. Public Works Services projects include: ■ The Citywide Concrete Repair project is intended to repair sections of concrete sidewalks, curbs and gutters, and drive approaches damaged by tree roots, etc. in the public right of way. The project location is Area 1 between Beryl to Carnelian and Banyan to Mandarin and Area 3 between Haven to Stanislaus and Victoria to La Vine. Fiscal Year 2021/22 Preliminary Budget Page 310 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Summary by Department ■ The Civic Center ADA and COVID Improvements project intends to provide more efficient, healthy spaces at various areas of the Civic Center. ■ The Civic Center HVAC Plant Replacement project will replace three 150-ton chillers and related pumps that have exceeded their expected service life. ■ The LMD 2-Paseo Lighting Retrofits project will replace existing paseo lighting with new energy efficient LED lighting. ■ The 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. in The 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. 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 2021/22 are included in the following pages. Fiscal Year 2021/22 Preliminary Budget Page 311 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 312 CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Detail by Department Dehartnnent 1 Project Descrit)lion Funding Source Amount Community Services Central Park-Dog Park State Grants Fund $ 2,686,760 Park Development 625,690 State Gas Tax 201,760 3,514,210 Citywide Parks Master Plan Park Development 250,000 Cultural Center-Courtyard Redesign Capital Reserve 190,000 Hermosa Street Beautification Beautification 15,000 Pacific Electric Trail Improvements Park Development 25,000 Community Services Total: 3,994,210 Engineering Services 5th Street:Lucas Ranch Road to Hermosa Avenue Pavement Rehabilitation Measure 12010-2040 67,500 6th Street at BNSF Spur Crossing West of Etiwanda Transportation 150,000 6th Street-Charles Smith Avenue-Hyssop Dr:Pavement Rehab State Gas Tax 74,250 ADA Ramps at Various Locations Measure 12010-2040 250,000 Advance Traffic Management System-Phase 2 Transportation 6,382,000 Grant Opportunity 1,000,000 Capital Reserve 90,000 7,472,000 Archibald Avenue:210 Freeway to 19th St-Pavement Rehabilitation Measure I 1990-2010 101,250 Banyan from Milliken Ave to Rochester Ave-Pavement Rehab Measure I 2010-2040 60,000 Banyan Street:Garnet Street-Beryl St Pavement Rehabilitation State Gas Tax 87,750 Center Ave Pavement Rehabilitation Project State Gas Tax 475,000 Cherry Avenue-Wilson to City Limit-Pavement Rehabilitation State Gas Tax 222,750 Cucamonga Storm Drain Phi-CLOMR-FEMA Drainage Fac/General 175,000 Day Creek Channel Bike Trail Pedestrian Grant/Art 3 398,550 AB 2766 Air Quality Improvement 208,740 607,290 East Ave at Highland Avenue-Traffic Control Device Transportation 540,000 Etiwanda Avenue Grade Separation SB 1 -TCEP 12,500,000 Fiscal Year 2021/22 Preliminary Budget Page 313 CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Detail by Department De artment 1 Project Descri Lion Funding Source Amount Etiwanda Ave from Arrow Rte to Whittram Ave-Electric and Fiber Line Ext Municipal Utility 311,000 Etiwanda Ave-East Side Widening Transportation 825,000 Fiber Optic Interconnect Transportation 660,000 Foothill Blvd:Grove Ave to San Bernardino Rd Citywide Infrastructure Improvement 120,000 Foothill Boulevard-Pavement Rehabilitation Road Maintenance&Rehab Acct 2,565,000 Haven Avenue:Lemon-Wilson:Pavement Rehabilitation State Gas Tax 479,250 Heritage Park Bridge Replacements Fire Protection Capital Fund 600,000 PD 85 Capital Replacement Fund 500,000 1,100,000 Hermosa Ave-Pavement Rehabilitation Measure I 2010-2040 101,250 Hermosa Ave-Foothill Blvd to Church St-Pavement Rehab State Gas Tax 607,500 Local Overlay at Various Locations State Gas Tax 1,820,000 Local Slurry Seal Pavement Rehabilitation @ Various Locations State Gas Tax 280,000 Rochester Avenue:6th St to Arrow Rte-Pavement Rehab Measure I 2010-2040 700,000 Rochester Avenue:Base Line Rd-Highland Ave:Pavement Rehab Road Maintenance&Rehab Acct 1,917,000 The Resort Parkway(North)RCMU Distribution Municipal Utility 5,000 Upgrade LT Phases at Multiple Locations Grant Opportunity 162,600 Transportation 90,350 State Gas Tax 72,200 325,150 Engineering Services Total: 34,598,940 Fire District Fire District-Town Center Station-178 Fire Protection Capital Fund 14,800,000 Fire District Total: 14,800,000 Library Services Paul A.Biane Library-Second Story and Beyond Project Library Capital Fund 1,225,000 Capital Reserve 725,000 Library Services Total: 1,950,000 Fiscal Year 2021/22 Preliminary Budget Page 314 CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Detail by Department Department/Project Description Funding Source Amount Police Department Police Station Operational and COVID-Related Lobby Improvements Police Impact Fee 170,000 Police Total: 170,000 Public Works Services Beryl Park East-All Inclusive Playground Replacement LMD 1 Capital Replacement Fund 40,000 Beryl Park East-Tennis Court LED Light Replacements LMD 1 Capital Replacement Fund 50,000 Citywide Concrete Repair General Fund 200,000 Measure I 2010-2040 100,000 300,000 Citywide HVAC&Lighting Controls Capital Reserve 50,000 Civic Center ADA&COVID Improvements Capital Reserve 1,302,400 Civic Center-HVAC Plant Replacement Capital Reserve 1,500,000 Council Chamber-Carpet&Seating Replacement Capital Reserve 10,000 Etiwanda Creek Park-LED Lighting Replacement LMD#7 North Etiwanda 100,000 Fleet Shop-Rental Space Capital Reserve 150,000 Heritage Park-Equestrian Center Roof Replacement PD 85 Redemption Fund 150,000 Heritage Park-Pedestrian Trail Replacement PD 85 Redemption Fund 150,000 Heritage Park-Senior Baseball Field LED Light Replacement PD 85 Redemption Fund 100,000 Heritage Park-Solar Pathway Lighting PD 85 Redemption Fund 90,000 LMD 1-Drought Tolerant Landscaping LMD 1 Capital Replacement Fund 50,000 LMD 10-Landscape Renovation LMD#10 Rancho Etiwanda 150,000 LMD 2-Paseo Lighting Retrofits LMD#2 Victoria 300,000 LMD 2-Water Conservation/Landscape Renovation LMD#2 Victoria 700,000 LMD 4R-Water Conservation/Landscape Renovation LMD#4R Terra Vista 700,000 LMD 6-Drought Tolerant Landscaping LMD 96R Caryn Community 50,000 Red Hill Park-Solar Pathway Lighting PD 85 Redemption Fund 90,000 Fiscal Year 2021/22 Preliminary Budget Page 315 CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Capital Improvement Program Detail by Department Department/Project Description Funding Source Amount Traffic Signal Battery Backup System Replacement Equip/Vehicle Replacement 150,000 State Gas Tax 127,500 277,500 Traffic Signal Modifications State Gas Tax 200,000 Public Works Services Total: 6,509,900 Total Capital Improvement Projects: $ 62,023,050 Fiscal Year 2021/22 Preliminary Budget Page 316 rS,FrJ RANCHO CUCAMONGA CALIFORNIA APPENDIX Fiscal Year 2021/22 Preliminary Budget Page 317 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 318 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. Fiscal Year 2021/22 Preliminary Budget Page 319 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 Fiscal Year 2021/22 Preliminary Budget Page 320 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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 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 Fiscal Year 2021/22 Preliminary Budget Page 321 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies in economic circumstances is established at a goal of a nine month reserve, or 75% of the Fire District's operating budget for the upcoming fiscal year. The specific uses of this commitment are 1) the declaration of a state or federal state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code Section 2.36.020; or 2) a change in economic circumstances in a given fiscal year that results in revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal years. The City Council/Fire Board may, by the affirming vote of four members, change the amount of this commitment and/or the specific uses of these monies. ■ City Facilities' Capital Repair The City's General Fund balance committed for City facilities' capital repair is established at a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for governmental activities, 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%. Fiscal Year 2021/22 Preliminary Budget Page 322 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies • Employee Leave Payouts The City's General Fund balance and the Fire District's fund balance committed for employee leave payouts as valued in accordance with the City's labor contracts as of the last day of the fiscal year. ■ Vehicle and Equipment Replacement The Fire District's fund balance committed for the replacement of fire safety vehicles and equipment as determined based on the District's replacement criteria is established at a minimum goal of 50% of District vehicle and equipment replacement value. • Law Enforcement The City's General Fund balance committed for public safety purposes, including operations, equipment, capital outlay, 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. Fiscal Year 2021/22 Preliminary Budget Page 323 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies * Community Services Progams-Recreation The City's General Fund balance assigned for non-recurring costs to support community services programs, including a wide variety of classes, special events, and recreational activities sponsored by the Community Services Department. The initial funding of this reserve resulted from the combining of the Department's recreational and community activities that were accounted for in a separate Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund balance remaining in the Recreation Services Fund as of June 30, 2020 was closed out to the City's General Fund. Comrnuni y Services Programs-Cultural Arts The City's General Fund balance assigned for non-recurring costs to support community services programs, including a wide variety of classes, theatrical performances, and cultural activities sponsored by the Community Services Department. The initial funding of this reserve resulted from the combining of the Department's cultural and theatrical activities that were accounted for in a separate Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund balance remaining in the Victoria Gardens Cultural Center Fund as of June 30, 2020 was closed out to the City's General Fund. UnassiLmed 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 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. Fiscal Year 2021/22 Preliminary Budget Page 324 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies INVESTMENT POLICY 1.0 INTRODUCTION This Statement of Investment Policy ("Policy") provides guidelines for the prudent investment of the City of Rancho Cucamonga's ("City") idle cash and outlines the policies essential to ensuring the safety and financial strength of the City's investment portfolio. This Policy is based on the principles of prudent money management and conforms to all federal, state, and local laws governing the investment of public funds. The goal of this Policy is to enhance the economic status of the City by protecting its pooled cash and to invest public funds to: 1. Meet the daily cash flow needs of the City; 2. Comply with all laws of the State of California regarding investment of public funds; and 3. Achieve a reasonable rate of return while minimizing the potential for capital losses arising from market changes or issuer default. 2.0 SCOPE This Policy applies to the investment activities of all funds of the City. These funds are accounted for in the City's Comprehensive Annual Financial Report (CAFR) and include: General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, Proprietary Funds, as well as Agency Funds and a Private-Purpose Trust Fund. Bond proceeds shall be invested in accordance with the requirements and restrictions outlined in bond documents as approved by the City Council. If the bond documents are silent as to the permitted investments,the bond proceeds will be invested in the securities permitted by this Policy. Notwithstanding the other provisions of this Policy, the percentage limitations listed elsewhere in this Policy do not apply to bond proceeds. 3.0 DELEGATION OF AUTHORITY The City Council, as permitted under California Government Code §53607, delegates the responsibility to manage the City's investment portfolio to the City Treasurer for a period of one- year, unless revoked. Subject to review, the City Council may renew the delegation of authority each year. The City Treasurer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials, and their procedures, in the absence of the City Treasurer. Pursuant to Government Code §1190, the City Treasurer appoints the Deputy City Manager/Administrative Services to act as Deputy Treasurer with responsibility to manage the City's investment portfolio on a daily basis. The City Treasurer/Deputy Treasurer will maintain on file a written authorization designating those individuals to whom daily investment activities, such as carrying out the City Treasurer's/Deputy Fiscal Year 2021/22 Preliminary Budget Page 325 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies Treasurer's investment instructions, confirming treasury transactions, and other routine activities, have been delegated. As authorized by the City Council, the City may also utilize the services of an independent investment advisor to assist with the investment program under the supervision of the City Treasurer/Deputy Treasurer. The investment advisor shall follow this Policy and such other written instructions as are provided by the City.The investment advisor shall never take possession of the City's funds or assets. 4.0 PRUDENCE All persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the prudent investor standard, as described in Government Code section 53600.3 which states: When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including,but not limited to,the general economic conditions and the anticipated needs of the agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the agency. The City Treasurer/Deputy Treasurer and authorized persons acting in accordance with this Policy and the "prudent investor" standard and exercising due diligence shall be relieved of personal responsibility for an individual security's credit risk or market price changes,provided deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments, whenever possible. 5.0 OBJECTIVE The objective of the investment portfolio is to meet the short- and long-term cash flow demands of the City. To achieve this objective,the portfolio will be structured to provide safety of principal and liquidity, while then providing a reasonable return on investments. The authority governing investments for municipal governments is set forth in Government Code Sections 53600 et seq. City strategy has been to limit investments more stringently than required under state law. The primary objectives of investment activities, in order of priority are: 1. Safety - Safety and risk associated with an investment refers to the potential loss of principal, interest, or combination thereof. The City only invests in those instruments that are considered safe. Each investment transaction shall be undertaken in a manner that seeks to ensure, whenever possible, that all capital losses are avoided, whether from securities default, broker/dealer default, or erosion of market value. The City shall seek to preserve principal by mitigating two types of risk: credit risk and market risk. slimmium Fiscal Year 2021/22 Preliminary Budget Page 326 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies ■ Credit risk, defined as the risk of loss due to failure of the issuer of a security, shall be mitigated by investing in only very safe securities and by diversifying the investment portfolio so that the failure of any one issuer would not unduly harm the City's cash flow. • Market risk, defined as the risk of market value fluctuations due to overall changes in the general level of interest rates, shall be mitigated by structuring the portfolio to align with the City's anticipated cash flow needs. It is explicitly recognized, however, that in a diversified portfolio, occasional measured losses may occur and must be considered within the context of overall investment return and liquidity needs. 2. Liquidity - Liquidity is an important investment quality especially when the need for unexpected funds occasionally occurs. The City's investment portfolio will remain sufficiently liquid to enable the City to meet operating requirements that might be reasonably anticipated. 3. Yield - The City's investment portfolio shall be designed with the objective of attaining a reasonable market rate of return throughout budgetary and economic cycles, commensurate with the City's investment risk constraints as long as it does not diminish the objectives of Safety and Liquidity. 6.0 ETHICS AND CONFLICTS OF INTEREST The City Treasurer/Deputy Treasurer and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and investment officers shall disclose any material financial interest in financial institutions that conduct business with the City, and they shall further disclose any personal financial/investment positions that could be affected by the performance of the City's operations and functions or by the management of the City's investment program. The Treasurer/Deputy Treasurer and investment employees are required to file annual disclosure statements as required by the Fair Political Practices Commission (FPPC). 7.0 AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS The City Treasurer/Deputy Treasurer shall only execute investment transactions with those direct issuers authorized by this Policy (LAIF, LGIPs, money market funds, and banks). All other investment transactions will be conducted through the City's investment advisor who will maintain their own list of approved issuers,brokers/dealers, and financial institutions with which to conduct transactions on the City's behalf. Fiscal Year 2021/22 Preliminary Budget Page 327 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 8.0 AUTHORIZED AND SUITABLE INVESTMENTS The City is further governed by California Government Code Sections 53600 et. seq. to invest in specific types of securities. The City has further limited the types of securities in which it may invest. In the event an apparent discrepancy is found between this Policy and the Government Code, the more restrictive parameters will take precedence. Percentage holding limits listed in this Policy apply at the time the security is purchased. Credit ratings, where shown, specify the minimum credit rating category required at purchase. In the event a security held by the City is subject to a credit rating change that brings it below the minimum credit ratings specified in this Policy, the City Treasurer/Deputy Treasurer should notify the City Council of the change in the next monthly investment report. The course of action to be followed will then be decided on a case-by-case basis, considering such factors as the reason for the change, prognosis for recovery or further rate drops, and the market price of the security. Any security not listed in Section 8.0 is not a valid investment for the City. The concise list of approved securities is as follows: ■ United States Treasury Securities: United States Treasury Bills, Bonds, and Notes or those instruments for which the full faith and credit of the United States are pledged for payment of principal and interest. There is no limit on the percentage of the portfolio that can be invested in this category. • United States Federal Agencies: Obligations issued by Federal Agencies or United States government-sponsored enterprise obligations, participations, or other instruments, including those issued by or fully guaranteed as to principal and interest by federal agencies or United States government-sponsored enterprises. There is no limit on the percentage of the portfolio that can be invested in this category. • Supranational Securities: United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter- American Development Bank. The maximum remaining maturity for supranational obligations must be five years or less, and they must be eligible for purchase and sale within the United States. These investments must be rated in a rating category of"AA" or better by a NRSRO. There is a 30% limit on the percentage of the portfolio that can be invested in this category. The maximum remaining maturity of any investment in this category shall not exceed five years. • Municipals Notes or Bonds: Registered state warrants or treasury notes or bonds of this state, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the state or by a department, board, agency, or authority of the state. Fiscal Year 2021/22 Preliminary Budget Page 328 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies Registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department,board, agency, or authority of any of the other 49 states, in addition to California. k Bonds, notes, warrants, or other evidences of indebtedness of a local agency within this state, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency. Purchases are limited to securities rated in a rating category of"A" (long-term) or "A-l" (short- term) or their equivalents or better by a Nationally Recognized Statistical Rating Organization ("NRSRO"). (The minimum rating shall apply to any issuer, irrespective of any credit enhancement). There is a 30% limit on the percentage of the portfolio that can be invested in this category. • Negotiable Certificates of Deposit: Negotiable certificates of deposit issued by a nationally or state-chartered bank, a savings association or a federal association, a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank. Purchases are limited to securities rated in a rating category of"A" (long-term) or "A-1" (short-term) or their equivalents or better by an NRSRO. There is a 30% limit on the percentage of the portfolio that can be invested in this category. • Asset-Backed Securities: A mortgage passthrough security, collateralized mortgage obligation, mortgage-backed or other pay-through bond, equipment lease-backed certificate, consumer receivable passthrough certificate, or consumer receivable-backed bond. Securities shall be rated in a rating category of"AA" or its equivalent or better by an NRSRO. There is a 20% limit on the percentage of the portfolio that can be invested in this category. The maximum remaining maturity of any investment in this category shall not exceed five years. ■ Medium-Term Notes: Medium-Term Notes are defined as all corporate and depository institution debt securities. They must be issued by corporations organized and operating within the United States. Notes eligible for investment shall be rated in a rating category of"A" or its equivalent or better by an NRSRO. There is a 30% limit on the percentage of the portfolio that can be invested in this category. The maximum remaining maturity of any investment in this category shall not exceed five years. ■ Bankers' Acceptances: Bankers' acceptances, otherwise known as bills of exchange or time drafts, that are drawn on and accepted by a commercial bank. Purchases are limited Fiscal Year 2021/22 Preliminary Budget Page 329 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies to issuers that have short-term debt rated in a rating category of"A-I" or its equivalent or higher by an NRSRO. There is a 40% limit on the percentage of the portfolio that can be invested in this category. The maximum maturity shall not exceed 180 days. • Commercial Paper: Must be of"prime" quality of the highest ranking or of the highest letter and number rating as provided for by an NRSRO. Purchases of commercial paper are limited to no more than 10% of the outstanding commercial paper of any single issuer. The entity that issues the commercial paper shall meet all the following conditions: (i)is organized and operating in the United States as a general corporation, (ii) has total assets in excess of five hundred million dollars($500,000,000), and(iii)has debt other than commercial paper, if any,that is rated in a rating category of"A" or its equivalent or higher by an NRSRO. There is a 25% limit on the percentage of the portfolio that can be invested in this category. The maximum maturity shall not exceed 270 days. ■ Repurchase Agreements (Repos): An executed Master Repurchase Agreement is required between the City and the broker dealer or financial Institution. The market value of securities that underlies a repurchase agreement shall be valued at 102 percent or greater of the funds borrowed against those securities and the value shall be adjusted no less than quarterly. Collateral is restricted to U.S. Treasury and Federal Agency securities. There is a 20% limit on the percentage of the portfolio that can be invested in this category. The maximum maturity of any investment in this category shall not exceed one year. ■ State of California Local Agency Investment Fund (LAIF): The Local Agency Investment Fund (LAIF) is a State of California managed investment pool established by the State Treasurer for the benefit of local agencies. There is no limit on the percentage of the portfolio that can be invested in this category. The maximum investment in LAIF accounts is dependent upon limits established under the Local Agency Investment Fund guidelines and not Government Code. ► Joint Powers Authority (JPA) Investment Pool: Shares of beneficial interest issued by a joint powers authority organized pursuant to Section 6509.7 that invests in the securities and obligations authorized in Government Code.Whenever the City has any funds invested in a LGIP,the City Treasurer/Deputy Treasurer shall maintain on file a copy of the LGIP's current information statement and periodically review the LGIP's investments. There is no limit on the percentage of the portfolio that can be invested in this category. Fiscal Year 2021/22 Preliminary Budget Page 330 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies • Money Market Funds ("MMF"): Government Money Market Funds meeting either of the following criteria: (A) Attained the highest ranking or the highest letter and numerical rating provided by not less than two NRSROs, or(B) Retained an investment advisor with not less than five years' experience and registered or exempt from registration with the SEC, with assets under management in excess of five hundred million dollars ($500,000,000). Whenever the City has any funds invested in an MMF, the City Treasurer/Deputy Treasurer shall maintain on file a copy of the MMF's current information statement. A maximum of 20% of the City's portfolio may be invested in this category. There is a 20% limit on the percentage of the portfolio that can be invested in this category. • Bank Deposits: FDIC insured or collateralized demand deposit accounts, savings accounts, market rate accounts, certificates of deposits and other types of bank deposits in financial institutions located in California. The amount on deposit in any financial institution shall not exceed the shareholder's equity. To be eligible to receive City deposits, the financial institution must have received a minimum overall satisfactory rating, under the Community Redevelopment Act, for meeting the credit needs of California Communities in its most recent evaluation. Bank deposits are required to be collateralized as specified under Government Code Section 53630 et seq. The City Treasurer/Deputy Treasurer, at his/her discretion, may waive the collateralization requirements for any portion that is covered by federal deposit insurance. The City shall have a signed agreement with any depository accepting City funds per Government Code Section 53649. There is no limit on the percentage of the portfolio that may be invested in this category. There is no limit on the percentage of the portfolio that can be invested in this category. However, a maximum of 10 percent of the portfolio may be invested in time deposits. 9.0 REVIEW OF INVESTMENT PORTFOLIO The securities held by the City must be in compliance with Section 8.0 "Authorized and Suitable Investments" at the time of purchase. If, subsequent to the date of purchase, a security is determined to be no longer in compliance with Section 8.0, the City Treasurer/Deputy Treasurer shall report the non-compliant security to the City Council and shall include a disclosure in the monthly Investment Report if the security is held at the date the report is prepared. The City's external, independent auditors perform an annual review of the City's Investment Policy, investment process, and related internal controls. The annual review process is performed as part of the City's annual external financial audit. 10.0 INVESTMENT POOLS The Local Agency Investment Fund (LAIF) is a voluntary investment alternative for California's local governments and special districts authorized by the California Government Code. LAIF is a Fiscal Year 2021/22 Preliminary Budget Page 331 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies State of California managed investment pool established by the State Treasurer for the benefit of local agencies. The City's participation in LAIF was approved by the City Council with other authorized investments in July 1987. It is a permitted investment with the knowledge that the fund may invest in some vehicles allowed by statute but not otherwise authorized under the City's authorized investments. All securities in LAIF are purchased under the authority of Government Code Sections 16430 and 16480. All investments are purchased at market value, and market valuation is conducted monthly. The City may also invest in shares of beneficial interest issued by a joint powers authority("JPA") organized pursuant to Section 6509.7 of the California Government Code that invests in the securities and obligations specified in the code and which shall retain an investment advisor that meets the following criteria: I. Be registered or exempt from registration with the Securities and Exchange Commission; 2. Have assets under management in excess of five hundred million dollars ($500,000,000), and 3. Have not less than five (5) years of experience investing in the securities and obligations authorized herein. 11.0 COLLATERALIZATION All bank deposits must be FDIC insured or collateralized in accordance with Government Code Section 53630 et seq. 12.0 SAFEKEEPING AND CUSTODY To protect against potential losses by the collapse of individual securities dealers, all trades will be transacted on a delivery-versus-payment (DVP) basis. This means that the securities shall be delivered to the City's designated custodian upon receipt of the payment by the City. The securities shall be held in safekeeping by a third-party custodian, acting as agent for the City under the terms of a custody agreement executed by the bank and City. The third-party custodian shall be required to issue a monthly safekeeping report to the City that lists the specific investment,rate, maturity and other pertinent information. The only exception to the foregoing shall be depository accounts and security purchases made with investment pools and certificates of deposit since the purchased securities are not deliverable. Evidence of these investments will be held in the City's vault. No outside broker/dealer or advisor may have access to City funds, accounts or investments, and any transfer of funds to or through an outside broker/dealer must be approved by the City Treasurer/Deputy Treasurer. Fiscal Year 2021/22 Preliminary Budget Page 332 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies The City strives to maintain the level of investment of all funds as near 100% as possible, through daily and projected cash flow determinations. Idle cash management and investment transactions are the responsibility of the City Treasurer/Deputy Treasurer. 13.0 DIVERSIFICATION It is the policy of the City to diversify its investment portfolio. Assets shall be diversified to eliminate the risk of loss resulting from over-concentration of assets in a specific issuer, security type, and maturities. Diversification strategies shall be determined and revised periodically. The purpose of diversifying is to reduce overall portfolio risks while attaining an average market rate of return;therefore,it needs to be conceptualized in terms of maturity,instrument types and issuer. To promote diversification, no more than 5% of the portfolio may be invested in the securities of any one issuer, regardless of security type; excluding U.S. Treasuries, federal agencies, supranationals, and pooled investments such as LAIF, money market funds, or local government investment pools. 14.0 MAXIMUM MATURITIES To the extent possible, the City will attempt to match security maturities to anticipated cash flow requirements. Where this Policy does not list a specific maturity limit, the maximum maturity of individual investments shall not exceed a maturity of five years from the trade date unless the City Council has granted authority to make that investment either specifically or as a part of an investment program approved by the City Council no less than three months prior to the investment. 15.0 INTERNAL CONTROL The City Treasurer/Deputy Treasurer is responsible for establishing and maintaining an internal control structure designed to ensure that the assets of the City are protected from loss, theft or misuse. The procedures should include references to individuals authorized to execute transactions or transfers, safekeeping agreements, repurchase agreements, wire transfer agreements, collateral/depository agreements and banking services contracts, as appropriate. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that(1)the cost of a control should not exceed the benefits likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgement by management. The City Treasurer/Deputy Treasurer shall establish an annual process of independent review by an external auditor. This review will provide internal control by assuring compliance with policies and procedures set forth in this Policy. Also, see Section 9.0 of this Policy. 16.0 PERFORMANCE The investment performance of the City's operating portfolio shall be evaluated and compared to an appropriate benchmark in order to assess the success of the investment program relative to the Fiscal Year 2021/22 Preliminary Budget Page 333 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies City's Safety, Liquidity, and Yield objectives. This review will be conducted annually with the City Treasurer, City Manager, Deputy City Manager/Administrative Services, and Finance Director, and, if necessary, consideration will be given to making adjustments to future investment strategies as market conditions permit. 17.0 REPORTING The City Treasurer shall prepare and submit a monthly investment report to the City Council and City Manager, which shall include all securities, excluding those held by and invested through trustees. The report shall include the following: • A monthly report of transactions. • The type of investment, name of the issuer, date of purchase, date of maturity, par and dollar amount invested in all securities. • The weighted average maturity of the investments. • Any funds, investments, or programs including loans that are under the management of contracted parties. ■ A description of the compliance with this Policy. • A statement of the City's ability to meet its pooled expenditure requirements for the next six months or provide an explanation as to why sufficient money shall or may not be available. • The investment portfolio report shall include current market value information for all investments. A monthly market value will be obtained for each security owned by the City. For purposes of reporting,the market value of each security may be obtained from the City's custodian bank or other pricing source(s)utilized by the City's investment advisor. The City Treasurer shall be responsible for reviewing and modifying investment guidelines as conditions warrant and is required to submit same for re-approval to the City Council on an annual basis with or without changes. However, the City Treasurer may, at any time, further restrict the items approved for purchase as deemed appropriate. The basic premise underlying the City's investment philosophy is, and will continue to be, to ensure that money is always safe and available when needed. 18.0 INVESTMENT POLICY ADOPTION The City's Investment Policy shall be reviewed and approved annually by the City Council. Any modifications made to the Investment Policy must be approved by the City Council. Fiscal Year 2021/22 Preliminary Budget Page 334 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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 2021/22 Preliminary Budget Page 335 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. Stow 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. Ceilill s for Debt Affordabiii 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. Fiscal Year 2021/22 Preliminary Budget Page 336 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies Ratio Ceilin Total Direct Debt Service as % of General Fund Revenues 10% a. The debt ceiling may be exceeded if there is a guaranteed new revenue source for the debt payments. Generally, this is common for Public Enterprise Revenue Bonds. 2. Rapidity of Debt Repayment. To prevent backloading debt service payments and provide additional debt capacity through relatively rapid retirement of outstanding debt, debt issuances will be structured to reach a target of 50%of debt being repaid within 15 years. a. Back loading of debt service will be considered acceptable when one or more events occur that make debt service payments in early years impracticable or prohibitive. The Finance Director may make findings for any of the following: 1. Natural disasters, extraordinary, or unanticipated external factors. 2. The benefits derived from the debt issuance can clearly be demonstrated to be greater in the future than in the present period. 3. Such structuring is beneficial to the City's aggregate overall debt payment schedule. 4. Such structuring will allow debt service to more closely match project revenues during the early years of the project's operation. C. Monitor Impact on City Taxpayer of All Fees and Taxes 1. In addition to the analysis of the City's debt affordability, the Finance Director will review the impact of debt issuance on City taxpayers. This analysis will incorporate the City's tax levy, other jurisdictions' tax levies, additional taxes for voter- approved debt, and assessments and fees used by the City or related agencies to service revenue bonds. V. REFINANCING OUTSTANDING DEBT A. Types of Refundings (as applicable by Federal and state law): 1. Current Refunding: A refunding of bonds within 90 days of the bond's first optional redemption or call date. 2. Advance Refunding: A refunding that occurs more than 90 days in advance of the first optional redemption or call date of the refunded bonds. B. Monitor Potential Savings 1. Potential savings available by refinancing outstanding debt of the City should be evaluated on a present value basis by using either a percent of maximum call option value or percentage of the refunded par amount. All costs and benefits of the refinancing should be considered. C. Target Savings Amounts 1. A present value analysis must be prepared by the Finance Department or the City's general financial advisors to identify the economic effect of any proposed refunding. To proceed with a refinancing, either of two methodologies may be used to analyze the targeted savings: Fiscal Year 2021/22 Preliminary Budget Page 337 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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 Fiscal Year 2021/22 Preliminary Budget Page 338 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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 Financin : 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. Fiscal Year 2021/22 Preliminary Budget Page 339 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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. Ca italized 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. Fiscal Year 2021/22 Preliminary Budget Page 340 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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. Fiscal Year 2021/22 Preliminary Budget Page 341 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies e. RoIlover 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. CountgMarty 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"AaY 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 Fiscal Year 2021/22 Preliminary Budget Page 342 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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. Fiscal Year 2021/22 Preliminary Budget Page 343 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Financial Policies 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. Fiscal Year 2021/22 Preliminary Budget Page 344 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget 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 2020/21 is $1,084,361,716 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 2020/21: Assessed value $ 28,916,312,421 Debt limit(3.75%of assessed value) 1,084,361,716 Debt applicable to limit: General obligation bonds - Legal debt margin $ 1,084,361,716 Fiscal Year 2021/22 Preliminary Budget Page 345 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Debt Service Obligations The following schedule summarizes the City's debt service obligations: 2019 Lease Revenue Bonds, 2019 Lease Revenue Bonds, Capital Lease-Dell Blade Series A Series B Servers Issue Date: 2019 2019 2019 Description: Finance the acquisition,design, Finance the acquisition,design, Finance acquisition of hardware construction and equipment of construction and equipment of equipment and software for the an expansion to the Citys an expansion to the City's replacement of the City's data existing fiber optic network. existing fiber optic network. center infrastructure Interest Rates: 3.000-5.000% 2.850-3.125% 4.715% Fund: Fiber Optic Enterprise Fund Fiber Optic Enterprise Fund Internal Service Fund Bond Rating: S&P: "AA" S&P: "AA" Not Rated Debt Service Requirements to Maturity: Year Ending June 30 Principal Interest Principal Interest Principal Interest 2022 $ - $ 449,456 $ 440,000 $ 47,838 $ 488,349 $ 38,980 2023 - 449,456 450,000 34,638 507,340 19,990 2024 - 449,456 465,000 21,138 - - 2025 250,000 449,456 230,000 7,188 - - 2026 495,000 439,456 - - - 2027-2031 2,880,000 1,800,031 2032-2036 3,635,000 1,047,781 - - - 2037-2039 2,615,000 195,838 - - - - $ 9,875 000 $ 5,280,930 $ 1,585,000 $ 110,802 $ 995.689 $ 58,970 Note:Amounts Unaudited Fiscal Year 2021/22 Preliminary Budget Page 346 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Glossary of Budget Terms Accrual Basis of Revenues are recognized when both measurable and available; Accounting: expenditures are recorded when services have been substantially performed or goods have been received and the liabilities incurred. 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": Adopted Budget: The official budget as approved by the City Council at the start of each fiscal year. 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. Arbitrage: The interest earned on the investment of the bond proceeds at a rate above the interest rate paid on the debt. 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. 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. 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). Fiscal Year 2021/22 Preliminary Budget Page 347 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Glossary of Budget Terms Capital Budget: A budget which focuses on capital projects to implement the Capital Improvement Program Capital Expenditure: An acquisition or an improvement(as distinguished from a repair)that will have a life of more than one year and costs more than$5,000. 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. Derivative: A financial instrument created from or whose value depends upon(is derived from)the value of one or more separate assets or indices of asset values. 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. Fiscal Year 2021/22 Preliminary Budget Page 348 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Glossary of Budget Terms Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility. Expenditures: Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service and capital outlays. Expenses: Decreases in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. Fiscal Year: 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. Governmental Funds: Typically, are used to account for tax-supported(governmental) activities. These include the General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds. Fiscal Year 2021/22 Preliminary Budget Page 349 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Glossary of Budget Terms Interfund Transfers: Defined as "flows of assets" (such as good or services)without equivalent flows of assets in return and without requirement for repayments. Internal Service Account for the goods or services provided by one fund and/or department Funds: to another fund and/or department on a cost reimbursement basis. 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. 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. Fiscal Year 2021/22 Preliminary Budget Page 350 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Glossary of Budget Terms 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 2021/22 Preliminary Budget Page 351 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 352 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget List of Acronyms ADA Americans with Disabilities Act HVAC Heating,Ventilating, and Air AQMD Air Quality Management District Conditioning BERT Business Emergency Response IAQ Indoor Air Quality Training IESBDC Inland Empire Small Business BYB2RC Bring Your Business 2 Rancho Development Center Cucamonga IPM Integrated Pest Management CAL-ID RAN California Identification System JPA Joint Powers Authority Remote Access Network KIDS Kids Interactive Discovery Space CaIPERS California Public Employees' LAIF Local Agency Investment Fund Retirement System LED Light-Emitting Diode C.A.N.I.N.E. Campus Awareness,Narcotic LGIP Local Government Investment Intervention,Narcotic Education Pool CDBG Community Development Block LMD Landscape Maintenance District Grant MMF Money Market Funds CDTFA California Department of Tax and NSRO Nationally Recognized Statistical Fee Administration Rating Organization CERT Community Emergency Response PASIS Public Agencies Self Insurance Training System CFD Community Facilities District PCI Pavement Condition Index CIP Capital Improvement Program PD Park District CNG Compressed Natural Gas PEPRA Public Employees'Pension CONFIRE Consolidated Fire Agencies,Joint Reform Act Power Authority PERS Public Employees Retirement CPI Consumer Price Index System CPR Cardiopulmonary Resuscitation PSVN Public Safety Video Network CSD Community Services Department RCLS Rancho Cucamonga Library CVWD Cucamonga Valley Water District Services DVP Delivery-Versus-Payment RCMU Rancho Cucamonga Municipal EIR Environmental Impact Review Utility ESRI Environmental Systems Research REGIS Rancho Enterprise Geographic Institute Information Systems FLSA Fair Labor Standards Act ROPS Recognized Obligation Payment FPPC Fair Political Practices Schedule Commission SBCERA San Bernardino County Employee FTE Full Time Equivalent Retirement Association FY Fiscal Year SBCTA San Bernardino County GFOA Government Finance Officers Transportation Authority Association SBOE California State Board of GIS Geographic Information Systems Equalization GOTMD Greater Ontario Tourism SCE Southern California Edison Marketing District SIR Self-Insured Retention HdL Hinderliter de Llamas SLD Street Lighting District HHW Household Hazardous Waste TOD Transit Oriented Development HR Human Resources TOT Transient Occupancy Tax VLF Vehicle License Fees Fiscal Year 2021/22 Preliminary Budget Page 353 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2021/22 Preliminary Budget Page 354 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. Fiscal Year 2021/22 Preliminary Budget Page 355 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 023 SB1186 Cert Access Special Program - Established to account for the $1.00 State mandated fee imposed on any applicant for a business license, equivalent or renewal, including the payment to the State of 30% of the fee collected as well as expenditures to fund increased certified access specialist (CASp) services for the public and to facilitate compliance with construction-related accessibility requirements. 025 Capital Reserve - Established to account for key reserves of the General Fund including City infrastructure, City facilities capital repairs, and self-insurance. 073 Benefits Contingency - Established to account for the accumulation of resources for the future payment of employee leave benefits paid to employees upon separation from the City. SPECIAL REVENUE FUNDS Special Revenue Funds account for revenues derived from specific sources which are required by law or administrative regulation to be accounted for in a separated fund. Funds included are: 100 Assessment Districts Admin - Established to account for revenues and expenditures associated with the management of all City assessment districts. 101 AD 93-1 Masi Commerce Center - Established to acquire the necessary infrastructure from the developer after the completion and acceptance of the approved improvements. Financing was provided by the sale of bonds pursuant to the provisions of the Improvement Act of 1915. 105 AB2766 Air Quality Improvement - Established to account for the revenue and disbursement of funds received as a result of Assembly Bill 2766 which imposed an additional registration fee on motor vehicles. These revenues are to be used to reduce air pollution from motor vehicles and for related planning, monitoring, enforcement, and technical studies (Vehicle Code Section 9250.17 and Health and Safety Code Chapter 7, Part 5 of Division 26, commencing with Section 44220). 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. Fiscal Year 2021/22 Preliminary Budget Page 356 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 109 Public Art Trust Fund - Established to account for the receipts of public art in- lieu fees restricted for the selection, purchase, placement, and maintenance of art installed by the City or on City property. 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. 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. Fiscal Year 2021/22 Preliminary Budget Page 357 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 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 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 41 General City - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 131 LMD #2 Victoria - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 132 LMD#3A Hyssop -Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 133 LMD #313 Medians - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 134 LMD #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. Fiscal Year 2021/22 Preliminary Budget Page 358 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 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 #611 Caryn Community - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 137 LMD #7 North Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 138 LMD #8 South Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 139 LMD #9 Lower Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 140 LMD #10 Rancho Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 141 LMD #1 Capital Replacement - Established to account for resources designated for capital repairs and replacement for LMD #1. 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. Fiscal Year 2021/22 Preliminary Budget Page 359 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 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 11990-2010 - Established to account for the revenue and disbursement of county/local gasoline tax funds for the construction and maintenance of eligible street projects. 177 Measure 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. 178 SB 140 Fund - Established to account for the receipt and disbursement of state matching funds that are restricted for the construction of eligible street contruction 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. Fiscal Year 2021/22 Preliminary Budget Page 36o CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 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 113 (Prop 113) provides state funding to cities and counties to fund the maintenance and improvement of local transportation facilities. The funding is allocated based on population. 195 State Asset Seizure - Established to account for the funds received from the State for the equitable transfer of forfeited property and cash in which the City directly participates in the law enforcement efforts leading to the seizure and forfeiture of the property. 196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund 195) designated for the sole purpose of funding programs designed to combat drug abuse and divert gang activity pursuant to the provisions of Health & Safety Code Section 11489(b)(2)(A)(i). 197 Federal Asset Seizure - Established to account for the funds received from the Federal government for the equitable transfer of forfeited property and cash in which the City directly participates in the law enforcement efforts leading to the seizure and forfeiture of the property. Fiscal Year 2021/22 Preliminary Budget Page 361 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund I)escri ption 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 113 bond proceeds to fund eligible transportation projects. Funds are allocated through formula and competitive sub-programs. 214 Pedestrian Grant/Art 3 - Established to account for the revenue and disbursement of funds received for the construction of facilities provided for the exclusive use of pedestrians and bicycles. 215 Energy Efficiency and Conservation Block Grant (EECBG) Fund - Established to account for the receipts and disbursements of Federal grant monies received through the U.S. Department of Energy under the EECBG program. The receipts are restricted for funding projects that reduce energy consumption and promote energy efficiency. 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 2021/22 Preliminary Budget Page 362 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. 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. 274 State Grants - Established to account for the revenues and expenditures of State grants which are not required to have segregated funds. Fiscal Year 2021/22 Preliminary Budget Page 363 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 275 Federal Grants Fund - Established to account for the revenues and expenditures of Federal grants which are not required to have segregated funds. For Fiscal Year 2021/22, the Federal Grants Fund accounts for funds from the American Rescue Plan Act. 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 2021/22 Preliminary Budget Page 364 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. Fiscal Year 2021/22 Preliminary Budget Page 365 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund# Ftind Description 380 Homeland Security Grant- Fire - This grant from the State Homeland Security Grant Program is administered by the San Bernardino County Office of Emergency Services. The grant is funded by the Federal Department of Homeland Security. The funds will be utilized to purchase terrorism and weapons of mass destruction (WMDs) response equipment and supplies in conjunction with an appropriate level of training cost funding for national security. There are no matching funds required for this grant. 381 Homeland Security Grant- Police - The grant from the State Homeland Security Grant Program administered by the San Bernardino County Office of Emergency Services. The grant is funded by the Federal Department of Homeland Security. The funds will be utilized to purchase terrorism and weapons of mass destruction (WMD's) response equipment and supplies in conjunction with an appropriate level of training costs funding for national security. There are no matching funds required for this grant. 383 Emergency Management Performance Grant - This grant from FEMA is used to fund a volunteer coordinator for the City's Community Emergency Response Team (CERT)program. 396 Housing Successor Agency - Established to account for assets of the former Redevelopment Agency's Low and Moderate Income Housing Fund. The source of revenue in the fund is primarily from interest received from the notes and loans receivable. 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. Fiscal Year 2021/22 Preliminary Budget Page 366 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Description 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. 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. 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. Fiscal Year 2021/22 Preliminary Budget Page 367 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 Preliminary Budget Description of Funds by Fund Type Fund # Fund Descriptioq 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. 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 2021/22 Preliminary Budget Page 368 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2021/22 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. 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. 709 RCMU Cap and Trade Fund - Established to account for the proceeds of quarterly State-run auctions that sell Greenhouse Gas (GHG) credits to businesses in need of GHG credits. The funds are restricted to use for GHG reducing programs. 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 712 Equip/Vehicle Replacement-Established to account for the accumulation of user charges to various City departments and the costs associated with replacing the City's vehicles and equipment. 714 Comp Equip/Tech Replcment Fund - Established to account for the accumulation of resources and the costs associated with replacing and maintaining the City's computer equipment and technology. Fiscal Year 2021/22 Preliminary Budget Page 369 City of Rancho Cucamonga Fiscal Year 2021/ 22 Proposed Budgets Budget Study Session June 18 , 2021 2020 Budget Message Recap • Focus was on economic cycles • Likelihood of an economic contraction/correction was modest in FY 2019/20 increasing into FY 2020/21 • Consumer confidence was becoming volatile • Minimal growth in real wages • In California: • Labor shortages • Housing shortages • Growing wealth disparity for those in poverty • Increasing government deficits • Global trade worries • Economy in ninth year of continuous growth 2020 Budget Message Recap • In February 2020, all that changed 4COVID-19 • Stay-at-home or shelter-in-place orders were implemented to limit the spread of the virus • Orders came with severe side effects • Sales tax plummeted • Hotel occupancy dropped as travel and tourism dried up • Workers in blue-collar industries were laid off • Knowledge workers in white-collar industries were sent home to work remotely ],manCITY OF RANCHO CUCAMONGA 2020 Budget Message Recap • Orders came with severe side effects • Businesses and families fell behind on financial obligations • Lack of consumer and business spending disrupted global supply chains • Shakeout in stressed sectors (e.g., restaurants) • Move to more online retail • Schools closed; implemented distance learning • Delinquent tenants — commercial and SFR CITY OF RANCHO CUCAMONGA 2020 Budget Message Recap • Impacts to Rancho Cucamonga • Lewis Family Playhouse shut down • Community Services eliminated nearly all in person classes • Biane and Archibald Libraries moved to pick up and drop off only services for much of the year • City staff in the office were reduced 30-50% with everyone taking turns working remotely Disciplined Innovation • City must remain focused, disciplined and not simply become reactive to the internal or external force of the moment • Requires a systems theory approach • Four major systems influence local government and come together in a critical nexus • Fiscal Discipline / Resources • Human Resource Discipline / Resources • System IQ • Innovation IQ DisciplinedInnovation • Where the four systems intersect is Disciplined • HR Discipline Innovation Fiscal Discipline P • This nexus is where the • Disciplined best investments will Inno11ation yield disproportional results • 5ystern IQ I• Innovation • This is the theme and Y focus for the City, post COVID-19 pandemic Local Economy • Local hospitality sector • Hard hit by the pandemic • Hotel occupancy / average daily rate / RevPAR • 2020: <54% / $123.28 / $66.34 • Current: >71% / $123.87 / $87.94 • While optimistic, we likely will not return to pre- pandemic levels until 2022 2016 84.8 12 * 122.91 8.7 t 104.18 10.4 2017 81.3 4_0 V 133.29 8.4 1 108.42 4.1 • 2018 81.6 0.3 ■ 139.17 4.4 • 113.60 4.8 • 2019 77.5 -5.0 V 137.14 -1.5 T 10629 -6.4 ! 2020 63.8 -30.6 V 123.28 -10.1 T 66.34 -37.6 ! 2021 71.0 31.9 • 123.87 0.5 1 87.94 32.6 • 2022 Local Economy • Local property tax • A lagging economic indicator • A critical revenue source, generally stable • Reflects the health of a local agency • Net taxable value increase of 4.6% for 2020/21 tax roll • Residential property is nearly 71% of all property value in the City • Current median price of SFR increased last calendar year >8% • Growth in number of home sales slowed, though sale prices continue to rise • Market continues to push for more moderate and higher end apartment projects Local Economy is Local property tax (continued) • Victoria Gardens Mall remains the highest taxable value property in the City • Top ten most valuable properties account for just over 6% of total assessed valuation • Total valuation is at $29 billion • Rancho Cucamonga is a post-Prop 13 City • Ontario receives 15+ cents for tax dollar assessed • Rancho Cucamonga receives 5 cents Property Tax Dollar Breakdown 604 Education T5 C County General Fund 12.54 RC Fire Qivricl 5.1C City _ 4.59 inland Empire r 3C Ft'lood Con, �r Administrotipn Local Economy • Local property tax (continued) • Of the top 40 value changes, nearly half were industrial properties; 75% were located south of Arrow Route • City Council is paying increased attention to industrial development to: • Ensure residents are protected from adverse environmental impacts • Help improve fiscal performance of these properties as they evolve to higher and better future uses Local Economy • Local sales tax • In FY 2020/21, City lost "$2.7 million (8-10°o drop) • Some is recouped in FY 2021/22, but still $700,000 below FY 2019/20 • Impacts on restaffing and reopening programs are significant • Of greater concern are changes in sales tax allocation • Shift to online retailers from brick-and-mortar locations • Change in status for a large online retailer • >$1 million impact to the City • Somewhat offset by increase in County pool due to Wayfair • Ultimately resulted in City reducing expenditures, hiring, and other costs accordingly © AMAZON — BRADLEY-BURNS ALLOCATIONS Historical Structure New Structure • Out-of-state In-state&out-of-state • Warehouses in CA were owned and Warehouses in CA owned and operated by a 31d party ci)erate#W azon • Taxable goods"drop-shipped' to n ied in CA are subject to customers tax • Local tax allocated to countywide use tax Local tax allocated directly based on pool based on where the goods were place of sale and indirectly based on shipped/place of use place of use .��r���....�,r•...��-.A...�..n...,... Change retroactive to 410120 ry rr r rrr.•.r>+.f•.•.u•.wrr ra.cFr.w..r.er n.r r...rrrrrNr�+M��Nrwwn.w�.n. Hd LO PLACE OF SALELocalTax rbt lnSmrc l ... . (Bradley-Burns) _. Allocation LOCATION coons AT THE TIMi OF sAI-r Guidelines When sales tax applies AuocATroH Of LOCAL TAX Amazon change revo.cti,e to 4QZ0 HdLQ —. r pwdmm CITY OF RANCHO CUCAMONGA Local Economy • Local sales tax (continued) • General consumer goods is forecasted to grow 6.8%, but with a shift towards online retailing which will not benefit Rancho Cucamonga Local 1% Sales Tax by Calendar Year $1.ea — 51.4E 59.2E Brick&Mortar ------ Growth 2012-2020 51.OB -- S8O0M Online a91.1%Growth 2012-2020 ---- 5600 M 54O0M — $200M SO 'OD '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 CITY OF ♦ • CUCAMONGA Local Economy • Local economic development opportunities and challenges • Remote work • Some hybrid of remote work and in-person work is likely going forward • Change in office space needs • Accelerating trend for our City becoming associated with corporate headquarters and innovation due to high percentage of knowledge workers with advanced degrees • City positioned better for employment recovery than other areas of the Inland Empire • Reduced commuting = less traffic congestion • Haven Avenue Office Corridor development CITY OF RANCHO CUCAMONGA Local Economy • Local economic development opportunities and challenges (continued) • Housing • Statewide housing crisis more dire due to modest housing output in 2020 and rising prices • Rancho Cucamonga market study • Strong appreciation in home prices — 6% rise for SFRs • Value ratio increased 3.4% • Larger homes preferred (COVID-19 may be contributing factor) • Lower mortgage rates have offset higher home prices • Long-term, expect increasing interest in new residential activity in our City • Shift in millennial demand from apartments to SFRs Regional /State/ Federal • Local economist indicates real issues post- pandemic are : • Federal debt • Inflation • Shifting land use needs K Shaped Recovery? Unemployment by Education • Jobs are a lagging indicator — will take some 111 ;&0 g ,4.o time in 2021 to recover 2020 job losses 180 ,o.o a.o 6.0 • Recovery likely unequal based on education oQ levels 4444444444444444 4• Affordability of Inland Empire should help it —Bach Plus —High School PPPW recover more quickly from the downturn Regional /State/ Federal • Additional federal stimulus not really needed • Without attention, the looming Federal Deficit could overwhelm the economies at the state and federal levels • Now that the Federal Reserve has lowered interest rates to such low levels, there is little else it can do • Everyone will need to keep a close eye on inflation; core inflation is creeping back up • Other economists share this concern (Wells Fargo Investment Institute) • Inflation likely in 3-5% range through end of year • As interest payments rise on federal debt, it crowds out other spending categories, leading to higher taxes and a slower economy Regional /State/ Federal • Insurance/Litigation Challenges • Most insurance brokers consider 2021 to be the worst market for municipal insurance in the last 50 years • Wildfires, major storms, civil disorders, social inflation, all in addition to COVID-19, creating tremendous uncertainty in the insurance marketplace • Wildfires in California are resulting in property insurance prices rising tremendously • Employment liability claims continue to increase • Cyber-attacks • "Revival" of claims related to sexual misconduct due to change in law • COVID-19 evolution CityMajor Revenues Franchise Property tax fees $10,270,140 $7,572,760 TOT $3,420,000 Sales tax Development Vehicle license fees 'fees Business licenses $31,967,150 $22,049,730 $4,982,500 $2,698,710 87°0 of total General Fund revenues rFund Gene aI Major • Sales tax is the primary revenue source at $31 .9 million, up about $3, 222,570 or 11 . 2% from the prior year • Impacted this past year suddenly and dramatically • Shift in consumer spending patterns from brick-and- mortar sales to online shopping • City receives one cent for every dollar of taxable sales at brick- and-mortar retailers • Most online sales tax goes into a County pool distributed on each city's proportionate share of overall "point of sale" receipts CityMajor Revenues Sales Tax $34,000,000 $32,552,480 $31,967,150 $32,000,000 $30,000,000 $28,617,960 $28,000,000 $28, ,580 $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 FY 21/22 n r I Fund MaJrRevenues Geea o VLF and Property Tax In-Lieu of VLF Property Taxes* $23,000,000 $11,000,000 - $22,000,000 ........................................................................................... ... $10,000,000 $21,000,000 $9,000,000 $20,000,000 $8,000,000 $19,000,000 $7,000,000 $18,000,000 $6,000,000 $17,000,000 $5,000,000 $16,000,000 $4,000,000 $15,000,000 $3,000,000 $2,000,000 $14,000,000 $1,000,000 $13,000,000 .......... .......... -.-.-.-.- .-.-.-.-. .......... ......... .-.-.-.-. ......... ....... q, 1 o � � � �o'��'���o'����� 00C5o'����aoti����o"����� 4 4 4 ti 4 4 4 ti F � 4 ti F *Includes Property Transfer Tax rFund Gene aI Major Franchise Fees Transient Occupancy Taxes $8,000,000 $5,000,000 $4,613,410 $7,500,000 $4,500,000 $4,000,000 - $7,000,000 $3,500,000 $3,42D,DDD $6,500,000 $3,000,000 $2,500,000 $6,000,000 $2,000,000 $5,500,000 $1,500,000 $1, 53 $1,000,000 $5,000,000 0� o°j ti� �� ti� ti� ti� ti� titi oo�`o�o�,oa o�`tio oygyti o�hyti oy�,ti�D�`ti� o��,yh o�`y� o� A oy^,tiw g .yo o�o`titi o�y`titi ` � \y�oyp�i'1D1~\ �` n�� � � ��i'1oti1� �� o�� �� y� �'L 'L �y`L ky'L �'L 'L �y'L k�'L �`L �'L CITY OF ♦ • CUCAMONGA n r I Fund MaJrRevenues Geea o Business Licenses Development Fees $2,950,000 $5,5001000 $218001000 $510001000 $216501000 ........................................................................................................ $415001000 $215001000 $410001000 $213501000 $315001000 $212001000 $310001000 $210501000 $215001000 $119001000 $210001000 $117501000 $115001000 Q� �q y0 yy yL y�i yD Yh y� y'1 y� yq ti0 1� l L ,01 1 y0 yv yL N", N", yh y� y1 y$ y� ti0 F by L1 ,�oyp F,�ayyy�o ,�ay'1� � � q, yp,�a yy� y`1,yipy'r,,�oyp, c �o 'ly�oyq�y�oy� ,"otiy� F F F 4 F F F F F F F F F F F F F�o "�o F F F F F F F F CITY OF RANCHO CUCAMONGA Personnel Costs and Staffing Le Port- time stoff • FY 2021/22 Budget : • Slow and methodical Part-Time Staff(FTEs) - City reopening of many 200.00 178.60 facilities and resumption 180.00 160.00 32% of programs on the 140.00 122.00 132.07 120.00 horizon 100.00 232% 80.00 • City is finding it hard to 60.00 39.75 40.00 bring back/hire part-time 20.00 — staff* o.00FY 19/20 Adopted FY 20121 Adopted FY 20121 Est. FY 21122 Actual Proposed ■Non-Conditional Conditional *like most private sector businesses also Personnel Costs and Staffing Le Part- time stoff • Actual part-time expenditures in FY 2020/21 were less than half what was originally budgeted Part-Time Salaries - All City Funds $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 FY 19/20Adopted FY 20/21Adopted FY 20/21 Est. FY 21/22 Proposed Actual ■CommunityServices Library Other Personnel Costs and Staffing Le Fu ll-tim e s to • FY 2020/21 reduced full-time City staffing levels by 10% • For FY 2021/22, departments took a cross-functional and wholistic approach to determine staffing requests Full-Time Staff- City 390 • FTE count increased by 380 378 380 six positions ( 1.7% 370 increase) 360 349 350 • Additional minor 340 343 departmental 330 reorganizations 320 FY IS/19 Ado pted FY 19f20 Ado pted FY20121Adopted FY21f22 Proposed For CITY OF RANCHO CUCAMONGA NW� Personnel Costs and Staffing Le • 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% Personnel Costs and Staffing Levels • Closely tied to the staffing level are PERS employer contributions • We are in year four of amulti-year rate increase which is expected to level off in FY 2023/24 • Charts in blue illustrate the CaIPERS rate as a percentage of salary • Multicolored charts convert those rates into dollars Personnel Costs and Staffing Le vels City Miscellaneous Plon City Miscellaneous Required PERS Employer Contribution (Includes EPMC and UAL Contribution as%of Payroll) 30.00% 27.50% 26.44% . 25.90% 25.83% 24.67% 25.00% 23.43% 22.50% 22.00% 20.00% 18.59% 17.50% 16.69% 15.85% 15.00% 14.59% 13.47% 12.50% 10.00% FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 City of Rancho Cucamonga Estimated CaIPERS Employer Costs (In Millions) $10.0 $8.8 $9.3 $9.1 $9.3 $7.8 $8.4 $0 5 $0.5 $0.5 $0.5 $8.0 $0 4 SO.s $2.9 $3.0 $3.0 $3.0 $6.0 $2.9 $2.9 $4.0 $2.0 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 ■UAL —Employer Normal Cost EPMC Personnel Costs and Staffing Levels Fire Miscellaneous Plan Fire Miscellaneous Required PERS Employer Contribution (Includes EPMC and UAL Contribution as%of Payroll) 25.00% 22.75% 23.09% 23.31% 23.54% 22.50% 21.91% 20.78% 20.44% 20.00% 17.44% 17.68. 17.50% 16.30% 16.10% 15.71% 15.00% 12.50% 10.00% FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024125 FY 2025/26 City of Rancho Cucamonga Fire Protection District Miscellaneous Plans Estimated WIPERS Employer Costs (In Millions) $0.60 $0.50 $0.43 $0.46 $0.47 $0.48 $0.50 $0.51 $0.40 $0.01 $0.19 $0.19 $0.19 $0.20 $0.20 $0.30 $0.18 $0.20 r $0.10 $ FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 ■UAL 0 Employer Normal Cost EPMC Personnel Costs and Staffing Levels Fire Sofety Plan Fire Safety Required PIERS Employer Contribution (Includes EPMC and UAL Contribution as% Payroll) 55.00% 50.00% 47.20% 47.06% 48.12% 48.52% 45.09% 45.00% 41.46% 39.70% 40.00% 35.07% 35.90% 35.00% 33.33% 33.52% 31.26% 30.00% 25.00% 20.00% 15.00% FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 City of Rancho Cucamonga Fire Protection District Estimated WIPERS Employer Costs (In Millions) $8.0 $7.2 $7.4 $7.6 $7.7 $6.6 $7.1 1 14 03 $6.0 U.6 3.0 $3 2 $3.2 $3.3 $3.3 $4.0 $2.0 • $ FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 0 UAL Employer Normal Cost EPMC Personnel Costs and Staffing Levels • As noted in the charts, one of the major drivers for the CaIPERS rates is the Unfunded Accrued Liability ( UAL) • City Miscellaneous Plan : Total PERS rate is < 25 cents for every dollar in salary (including UAL payment) • Plan is approximately 77% funded • Fire Safety Plan : Total PERS rate is approaching 50 cents for every dollar in salary (including UAL payment) • Plan is approximately 72% funded Personnel Costs and Staffing Levels What is a UAL? Actuarial Assumptions Actuarial Assumptions All Actuarial Not Met - New Not Met-New Assumptions Met Amortization Base Amortization Base LOSS GAIN Difference is amortized over assigned period and either added to or deducted from an agency's required annual normal contributions Accrued Accrues! Accrued Money Liability Money Liability Money Liabi ity in the for Past in the for Past in the for Past Bank Service Bank Service 6mk Service • Changes to the UAL can occur each year in the form of an investment gain or loss, a non- investment gain or lass, and/or an actuarial/assumption change • Annual changes become a fixed dollar amount owed (or credited) for that year and are paid back (or credited) over time Personnel Costs and Staffing Levels • In FY 2020/21, the Fire District adopted afive-year strategy to prefund its UAL for the District's Fire Safety Plan • Goal is to bring the funded ratio from current 72% to the 85- 95% range by making additional supplemental pension payments over the next several years • Reduce long-term pension costs over time • Level out the impacts on future Fire District budgets by reducing annual pension payments • FY 2021/22 is the second year of this plan • Budget includes a $3.6 million prefunding payment Operating Budgets • Operating budgets for the City are comprised of the following: • Operating Budget (basic municipal operations) • 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 municipal operations City Operating Budget City General Fund, Fire District Funds and Library Fund $3,243,526 $519,850 Governance • Police and Fire are two largest cost $8,b41,020� $5,b04,780 ■Records Mgmt. $14,361,700 ■Community Services centers �$886,470 Li bra ry Services • Combined with Animal Care and ■Admin.Services $1,911,330 Services, public safety makes up Econ.and Comm. Dev. �$2,569,690 ■ Building&Safety Services ~ $1,996,980 ■ E ngi nee ri ng Se rvi ces over 64% of the Operating Budget $10,881,890 ■ Planning (65% in the prior year) ■ Public Works Services $3,189,380 ■Animal Care&Services • Fire District is a legally separate ■ Police ■ Fire subsidiary district • Total Operating Budget increased by $10,626,590, or 7.71% Changes in Operating Budget • Fire District's share increased $170,000,000 $5,716,060 or 13.6% primarily due $150,000,000 to the budgeted UAL prefunding of $130,000,000 - $110,000,000 $3,618,000 $90,000,000 • Police budget increased $70,000,000 ffl $2,089,510 or 4.65% due to $50,000'000 o h ,� o increase in contract cost �'1�e�41����y oy°§y oy1�ti oy-$y ay34ti oy°�y ayh4ti oylb\y ayA\N oy4y oy4"oti4 o�y�ti ti ti ti ti ti � ti ti ti ti ti ■General Fund 0 Library Fund 0 Fire District General Fund Use of Reserves • 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 $6.7 million in seven years • For FY 2020/21 we anticipated using $700,000 in reserves to cushion the dramatic revenue loss • No use of reserves ultimately needed • No use of reserves planned for FY 2021/22 • Return to contributing $1,220,460 to reserves Library Fund • Library Staff continued to support and encourage education and love of reading in new and innovative ways over the past 18 months • The Library took time to step back and assess core services and complete several long-term goals • Taking a phased approach to reopening Biane Library • Expanding service days at Archibald Library • FY 2021/22 will be another modest year as the Library slowly reopens and resumes in-person services • Work continues on Second Story and Beyond Library Fund Changes in Operating Budget - Library Fund 5,000,000 $5,500,000 5,000,000 $4,500,000 $4,000,000 3,500,000 CITY OF RANCHO CUCAMONGA �I• Fire District Operating Funds • The Fire District operating budget for FY 2021/22 is $47.6 million, a 13 .6% increase over the prior fiscal year • This growth is largely attributable to the UAL prepayment of $3.6 million noted previously • Major revenue sources include property tax (75.3%) as well as assessment revenues from CFD 85-1 ( 13.5%) and CFD 88-1 (0.9%) • Prudence is the watchword of the day as we wait to see how property related values hold up through and post-pandemic CITY OF RANCHO CUCAMONGA Fire District Operating Funds Changes in {operating Budget - Fire District S50,000,000 - - $45,000,000 - $40,000,000 S35,000,000 $30,000,000 $25,000,000 $20,000,000 $is,000,000 CITY OF RANCHO CUCAMONGA Infrastructure and Major CIP • Public Safety � f .... • Fire Station 178 � • Police Station Operational and COVID-Related Lobby Improvements • Automated License Plate Reader (ALPR) program — four key intersections being added • Economic and Community Development • PIanRC — Comprehensive update to General Plan • Cucamonga Station development • Phase Two of Advanced Transportation Management System (ATMs) Infrastructure and Major CIP • Etiwanda Avenue Grade Separation • Code amendment to industrial zoning • Comprehensive analysis of service stations • Modular housing demonstration project • RC Fiber ^ . -00 • Various street improvements • Heritage Park Bridge Project • ADA and COVID building improvements at the Civic Center Infrastructure and Major CIP • Civic and Cultural Services .` • Second Story and Beyond • New dog park at Central Park _ • Inclusive playground for children with special needs at Beryl Park East • Several studies and analyses for Community Services to provide best in class programs and services • Victoria Gardens Cultural Center Courtyard Redesign � T • 24/7 Library Materials Kiosk it ]Muth Infrastructure and Major CIP • Administrative Services • Installation of an F5 network cyber security appliance • Updating the City's legacy financial system Agency Work Group Detail Public Safety • Group consists of Police, Fire, and Animal Services Departments, and Community Improvement Division • All Public Safety departments/divisions are rapidly evolving their services into the 215t century and 2021 will see a number of changes begin to take place • Police • West Side Public Safety Center first full year of operation • Distributed police station model to develop over time • Two new K9s — Singe and Nyx AgencyWork GroupDetail Public Sofety • Reinvigoration of Crime Prevention Unit • B.R.A.V.E. and T.H.A.T. programs • Solution Oriented Policing • New position — a second Crime Analyst • Position will help interpret the reams of data gathered by our Police Department to: • Solve crimes • Assist the Deputies in the field • Identify activity patterns to predict crimes • Position will also help with forensic data analysis to assist Planning to better engineer improvements in the built environment to reduce crime CITY OF RANCHO CUCAMONGA �� Agency Work Group Detail Public Safety • Fire District • Electric fire engine anticipated for Station 8 • Electronic Communication Nurse System (ECNS) • Upgrade of part-time Quality Improvement Nurse to full-time • District will partner with City to reinstate an Information Technology Technician and upgrade an HR Technician to an HR Business Partner 11 Agency Work Group Detail Public Safety � Animal Services � ti • Continue successes of FY 2020/21 • Modify Kitten Nursery to incorporate volunteer foster homes • Maximize volunteer engagement and support • Animal Care Foundation will pilot a safety net program • Upgrading vacant Community Programs Specialist position to a Management Aide position Agency Work Group Detail Public Safety • Community Improvement • Cost recovery for enforcement of Municipal Code • A portion of a new Management Analyst position will assist • Partner with Police and Fire for cannabis enforcement • Short-term rental compliance i • Partnership with Harmari • Support from Business Licensing Agency Work Group Detail Economic and Community Development • Group consists of Planning (including Economic Development), Engineering, Building and Safety, and Public Works Departments • Etiwanda Heights Neighborhood and Conservation Plan • Economic Development Strategic Reserve established • Installation or upgrade of multiple traffic signals • Day Creek Channel Bike Trail • Concrete sidewalk, curb and gutter repairs • Civic Center HVAC replacement • Changes to industrial standards of the development code AgencyWork GroupDetail Economic and CommunityDevelopment • Online permit center expanded access • Use of drones for building inspections • Implementation of visual queuing system in lobby at City Hall • Three new positions • Assistant Engineer • Management Analyst I (shared) • Community Development Technician • Restructuring of existing positions • Building and Safety Manager4Building and Safety Director • Maintenance Supervisor4Maintenance Coordinator • Signal and Lighting Coordinator4Maintenance Supervisor Agency Work Group Detail Civic and Cultural Services • Group consists of Community Services, Library Services, and City Clerk Services Departments • Community Services • Prop 68 Capital Grant Funds will be used for enhancements along the Pacific Electric Trail near Central Park • Staffing changes • Full-time Park Ranger • Community Services Superintendent position restored • Upgrade of Management Analyst 11 to Management Analyst III Agency Work Group Detail Civic and Cultural Services • Library Services • Introduction of LINK+ library materials lending service • Continue to offer curbside services • Facility refresh at Biane Library • City Clerk Services • Facilitate the legislative enactment of the council redistricting process st � CITY OF RANCHO CUCAMONGA Agency Work Group Detail Administrative Services • Group consists of Finance, Human Resources, Innovation and Technology Departments, and the Procurement Division • Finance • Assist City with determining use of American Rescue Plan Act (ARPA) funds • Automating City's accounts payable process • Embark on first rotation of TOT audits started several years ago CITY OF RANCHO CUCAMONGA Agency Work Group Detail Administrative Services • Human Resources • Focus efforts on providing new and additional innovative and cooperative programs • Launch TeleHealth program • Provide ongoing small group learning experiences • Risk Management focus on GIS tracking tool for all general liability claims and on subrogation • Remains committed to focusing on the employee experience CITY OF RANCHO CUCAMONGA 00, IMIRM - Agency Work Group Detail Administrative Services • Information and Technology • Digital security public awareness campaign, Cyber Smart RC • Replace last of the legacy physical servers, ensuring all servers are fully supporting the latest generation hardware • Staffing changes • Finance Manager4Deputy Director of Finance • Downgrade Revenue Manager to Management Analyst II • Business License Clerk4Senior Business License Clerk Agency Work Group Detail Administrative Services • Human Resources Technician 4Human Resources Business Partner (67% funded by Fire District) • Risk Management Analyst4Human Resources Business Partner • Information Technology Technician (50% funded by Fire District) Agency Work Group Detail City Manager 's Office • RC Data and Performance Measurements • Community Affairs Network (CAN ) • Legislative Advocacy Program • EV infrastructure • Staffing changes • Deputy City Manager4Assistant City Manager (at midyear) • Management Aide4Management Analyst CITY OF RANCHO CUCAMONGA Districts Special • There are 35 special districts in the City • Most created prior to Proposition 13 and many have no index to adjust for rising costs • General Fund provides certain minimal levels of funding to some of the Districts to provide fiscal equity • Service and maintenance levels are adjusted to assist with funding shortfalls • Situation has become most acute on the west side of town • No interest in new voter measure to adjust rates • List of deferred and unfunded maintenance items continues to grow Special Districts Deferred and Unfunded Maintenance Items • Shade shelter repairs at Old Town and Golden Oak Parks • Restroom wood repair at Hermosa Park • Concrete repairs at various parks • Playground replacements at Bear Gulch, Church, Hermosa, Golden Oak, and Old Town Parks • Central irrigation system replacements at all LMD 1 parks • Field light fixture and pole replacements at Heritage, Beryl and Red Hill Parks • Amphitheater repair and refurbishment at Red Hill Park Special Districts • Anew approach will eventually be needed to ensure fiscal stability for the west side parks and landscape districts • Public works will continue to provide the highest level of service given current funding levels • City staff will continue to seek ways for benefitting new development to legally contribute to the appropriate district • In four of the City's newer districts, rate adjustments 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 Districts Special SPECIAL DISTRICTS WITH RATE ADJUSTMENT MECHANISM Maximum Recommended District Recommendation Change (%) Assessment Assessment LMD 2 Keep Flat 0.00% $546.45 $503.80 LIVID 4-R Keep Flat 0.00% $482.44 $397.15 LIVID 6-R Increase 2.25% $462.07 $462.07 LIVID 9 Decrease 40.00% $644.67 $311.92 LIVID 10 Increase 3.00% $992.03 $781.48 CFD 2000-03B Increase 4.00% $1,529.83 $1,529.83 Special Districts Critical Projects Included in FY 2021122 Budget • Heritage Park Bridge Replacement ($1, 100,,000 — 50% funded by Fire District) • Heritage Park — LED Lighting Replacement ($100,000 in PD85) • Heritage Park — Pedestrian Trail Replacement ($150,.000 in PD 85) • Heritage Park — Equestrian Center Roof Replacement ($150,000 in PD 85) • Red Hill Park — Solar Pathway Lighting ($90,000 in PD 85) 06 CITY OF RANCHO CUCAMONGA Special Districts Critical Projects Included in FY 2021122 Budget • Beryl Park East ($50,000 in LMD 1) • Beryl Park East — Playground Replacement ($40,,000 in LMD 1) • Etiwanda Creek Park lighting fixtures ($100,000 in LMD 7) • Day Creek Park/Day Creek Boulevard Landscaping Renovation ($150,000 in LMD 10) • Water Conservation Landscaping Renovation ($700,000 in LMD 2 and $700,000 in LMD 4R) • Paseo Lighting Retrofits ($300,000 in LMD 2) CITY OF RANCHO CUCAMONGA Districts Special Interfund Loans • Street lighting districts (SLDs) • Prior to FY 2017/18, the Capital Reserve Fund loaned the various SLDs funds for the purchase and acquisition of SCE streetlights and the LED retrofitting of streetlights • Reduced utility payments provided funding for debt service on the loans • Loans recently evaluated by Finance Department • Three SLDs (3, 6, and 8) are budgeted to repay loans in full • Four SLDs (1, 2, 5, and 7) will have an abeyance of the debt service payments due to structural operating deficits • General Fund provides operating subsidies to SLDs 2, 5, and 7 FiscalSummary • Following is a summation of all FY 2020/21 City budgets : • General Fund $ 95, 160,410 • Library Services $ 51604,780 • Fire Protection District* $ 66,764, 160 • Special Funds (including CIP) $100,445, 100 *Includes Fire District Capital Fund budget in the amount of $19,119,210 ,1l r n I i ��. Co c usn o • He-a."6ndlsl as we face the future — pandemic uncertainties, business closures, federal deficit driven spending, wealth disparities, and sales tax shifts • Also, ta..%&6vwisl— very strong residential and industrial investment in the city, Brightline highspeed rail, new General Plan, and traditional assets (strong schools, Victoria Gardens Mall, desirable residential living environment) • Success in the future will require Disciplined Innovation • Decision making has to be in clear support of a clear vision : • 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 Any Questions or Comments ?