HomeMy WebLinkAboutBudget 2021-22 CITY OF
RANCHO
CUCAMONGA
CALIFORNIA
8870
FISCALYEAR 2021 /2
ADOPTED BUDGET
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RANCHO
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CALIFORNIA
CITY of
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2021/22
ADOPTED BUDGET
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
About the Cover
As with many growing cities and communities, the City of
Rancho Cucamonga has seen a positive increase in both
• residents and businesses since the city was officially
incorporated in 1977. With the city's growth, there was a need
to invest in expanding public safety services to ensure the
continued rapid and effective response from law enforcement,
g 7 fire, and emergency medical services. The new Public Safety
Facility, located at 8870 San Bernardino Road, houses both
Police and Fire District personnel, making it a cost effective and
' I efficient investment in public safety.
This new state-of-the-art facility not only replaced the oldest
fire station in the Fire District, previously located further east
on San Bernardino Road, but also provided a unique
opportunity to join together with the Police Department and
create a Police substation on the west end of the City for our
residents.
Firefighters from the original fire station officially moved to their
new home on February 19, 2021, and the City Council officially welcomed public safety personnel on
March 3, 2021 with a ribbon cutting ceremony. Police Department personnel began to staff the station
later on in March, with administrative services offered to the community such as filing reports and citation
signoffs.
With the main Police station located in the center of the City and a small sub-station located on the east
end at Victoria Gardens, this new joint-services Public Safety Facility will serve the west end community
of Rancho Cucamonga. The sub-station will be staffed with approximately five Deputies on a rotating 12-
hour shift and will be open to the public, Monday through Thursday from 8:00 a.m. to 5:00 p.m.
The Public Safety Facility will enable the City's
Deputies to have a closer connection to the residents
they serve and deliver improved security and safety
for the western portion of Rancho Cucamonga.
Since this relocation, the City has already seen -
improved response times and positive community
impact from both Police and Fire safety services, as
public safety continues to remain a top priority in
alignment with the City Council's Core Value, -- -
11promoting and enhancing a safe and healthy
community for all." Rancho Cucamonga resident Brian Olen showed his
patriotism by creating a 15--foot wooden flag that
is displayed in the lobby of the new Public Safety
Facility.
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Introduction
City Manager's Executive Summary 3
GFOA Distinguished Budget Presentation Award 95
General Information
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
Financial Summary — Operating Budget 116
Financial Summary — All Funds 117
Notes to Financial Summary 118
Budget Summary 120
Special Districts Summary 122
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts — Changes in Fund Balance 124
Revenue Summaries
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
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Expenditure Summaries
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
Expenditures by Fund 208
Funded Positions by Department — Summary 213
Funded Positions by Department — Detail 214
Fund Balance Summaries
Spendable Fund Balances 227
Summary of Changes in Spendable Fund Balances 231
Departmental Budget Details
Governance
City Council
Overview of Department 236
Fiscal Year 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
Fiscal Year 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
Fiscal Year 2021/22 Budget Highlights 240
Three-Year Expenditure Summary by Funding Source/Category 241
Three-Year Staffing Summary 241
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
City Management
Overview of Department 242
Fiscal Year 2021/22 Budget Highlights 242
Three-Year Expenditure Summary by Funding Source/Category 243
Three-Year Staffing Summary 243
Performance Measures 244
Services to the Community 245
Public Safety
Police (Contract)
Overview of Department 246
Fiscal Year 2021/22 Budget Highlights 246
Three-Year Expenditure Summary by Funding Source/Category 247
Three-Year Staffing Summary 247
Performance Measures 248
Services to the Community 249
Fire District
Overview of Department 250
Fiscal Year 2021/22 Budget Highlights 250
Three-Year Expenditure Summary by Funding Source/Category 251
Three-Year Staffing Summary 251
Performance Measures 252
Services to the Community 253
Animal Services
Overview of Department 254
Fiscal Year 2021/22 Budget Highlights 254
Three-Year Expenditure Summary by Funding Source/Category 255
Three-Year Staffing Summary 255
Performance Measures 256
Services to the Community 257
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Civic and Cultural Services
Records Management
Overview of Department 258
Fiscal Year 2021/22 Budget Highlights 258
Three-Year Expenditure Summary by Funding Source/Category 259
Three-Year Staffing Summary 259
Performance Measures 260
Services to the Community 261
Community Services
Overview of Department 262
Fiscal Year 2021/22 Budget Highlights 262
Three-Year Expenditure Summary by Funding Source/Category 263
Three-Year Staffing Summary 263
Performance Measures 264
Services to the Community 265
Library Services
Overview of Department 266
Fiscal Year 2021/22 Budget Highlights 266
Three-Year Expenditure Summary by Funding Source/Category 267
Three-Year Staffing Summary 267
Performance Measures 268
Services to the Community 269
Administrative Services
Administration
Overview of Department 270
Fiscal Year 2021/22 Budget Highlights 270
Three-Year Expenditure Summary by Funding Source/Category 271
Three-Year Staffing Summary 271
Performance Measures 272
Services to the Community 273
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Finance
Overview of Department 274
Fiscal Year 2021/22 Budget Highlights 274
Three-Year Expenditure Summary by Funding Source/Category 275
Three-Year Staffing Summary 275
Performance Measures 276
Services to the Community 277
Human Resources
Overview of Department 278
Fiscal Year 2021/22 Budget Highlights 278
Three-Year Expenditure Summary by Funding Source/Category 279
Three-Year Staffing Summary 279
Performance Measures 280
Services to the Community 281
Innovation and Technology
Overview of Department 282
Fiscal Year 2021/22 Budget Highlights 282
Three-Year Expenditure Summary by Funding Source/Category 283
Three-Year Staffing Summary 283
Performance Measures 284
Services to the Community 285
Economic and Community Development
Administration
Overview of Department 286
Fiscal Year 2021/22 Budget Highlights 286
Three-Year Expenditure Summary by Funding Source/Category 287
Three-Year Staffing Summary 287
Performance Measures 288
Services to the Community 289
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Building and Safety Services
Overview of Department 290
Fiscal Year 2021/22 Budget Highlights 290
Three-Year Expenditure Summary by Funding Source/Category 291
Three-Year Staffing Summary 291
Performance Measures 292
Services to the Community 293
Engineering Services
Overview of Department 294
Fiscal Year 2021/22 Budget Highlights 294
Three-Year Expenditure Summary by Funding Source/Category 295
Three-Year Staffing Summary 295
Performance Measures 296
Services to the Community 297
Planning
Overview of Department 298
Fiscal Year 2021/22 Budget Highlights 298
Three-Year Expenditure Summary by Funding Source/Category 299
Three-Year Staffing Summary 299
Performance Measures 300
Services to the Community 301
Public Works Services
Overview of Department 302
Fiscal Year 2021/22 Budget Highlights 302
Three-Year Expenditure Summary by Funding Source/Category 303
Three-Year Staffing Summary 303
Performance Measures 304
Services to the Community 305
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Table of Contents
Page
Capital Improvement Program
Summary by Department 309
Detail by Department 311
Appendix
Financial Policies 317
Legal Debt Margin 344
Debt Service Obligations 345
Glossary of Budget Terms 346
List of Acronyms 351
Description of Funds by Fund Type 352
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RANCHO
CUCAMONGA
CALIFORNIA
INTRODUCTION
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PAGE 2
RANCHOCITY OF
MEMORANDUM
City Manager's Office
Date: July 1, 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 2-4% range, low
unemployment around 3-4% nationally with good growth in business investment; however, consumer
confidence was becoming volatile and there was minimal growth in real wages that only slightly exceeded
inflation. In California, labor shortages particularly in the construction trades were becoming an issue,
there was a housing shortage, growing wealth disparity for those in poverty, increasing government
deficits and global trade worries. Added to those ingredients the economy was in its ninth year of
continuous growth and the employment numbers were so high it appeared we were near a peak in the
cycle.
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 291"
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.
PAGE 3
The United States was no exception to that trend. Health authorities began to mobilize and implement
stay-at-home or shelter-in-place orders for large groups of the populace, 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 pandemic. Although the
PAGE 4
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 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, 4th Street, 6th 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
• Substantial private investment in large scale industrial development including millions of square
feet of warehouses between Arrow Route and 41h 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
PAGE 5
• 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.
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
PAGE 6
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
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 2-4M 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 41h 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:
PAGE 8
Annual Performance Occupancy M .- RevPAR
ange $ %Change
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
• 76.5 76.3 77.4 78.6 75.7 73.3 71.6 66.6 58.7 66.5 74.4 75.1
Occupancy Percent Change 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
vs 60 - • •
Historical
ao
Range
20
Apr Mav 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
•• '- 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 vs ange 10 • •
5 •
Historical
Range (5)
vs (10)
Historical (15)
Average (20)
(25)
it 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 50
_ 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.
PAGE 9
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 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
$soo,o0a
$500,0 00
$400,000
CL
M
$300,0 00
M
$200,000
$100,000
so
Year
Parcel Counts
■ detadied .0.2%
Attadied 1-5.7%
'Dters 2.7%
2 Units 0.3%
d Unix 0.2%
'Dters 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
PAGE 10
San Bernardino County. Between the 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
S 0.224I Education Revenue Augmentation Fund
S 0.1690 Etiwanda Colony Elem entary School
S 0.1565 Chaffey Union High School
S 0.1484 County General Fund
S 0.1248 Rancho Cucamonga Fire District
S 0.0511 Rancho Cucamonga General Fund
S 0.0429 ChaffeyComrnunityCollege
S 0-0292 Inland Empire Utilities Agency-Imp C
S 0.0261 Flood Control Zone 1
3 0.0154a Ward=rp-c ..:a=.=_:a^uy M r
3 ]74EUe F .�ri�nca•---::-: a-Counipwde
s '.._K .:,?Hiten.-•-7 ::-::e-PhTicallyHandicapped
a7=r
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.
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 Wayfaircourt 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 TALC VS USE TAX - B DLE -BURNS
5alesTax 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.
llseTax applies when title t4 the goods passes to 2=4466
the purchaser at a point outside of California.
Goods that ship to a customer from outside the
state are generally subject to use tax. }
co�nles
PAGE 12
ALLOCATION OF BRADLEY-BURINS TALC
Sales 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 �1b� use tax can be
tangible personal property then local allocated directly.
tax will he distributed to the
jurisdiction where the inventory is
located at the time of sale
H01,
AMAZON - BR DLEY-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 3"party operated by anon
• Taxable goods "drop-shipped" tc ( flaudS hnrentQried in CA are subject to
customers Sales tax
• Local tax allocated to countywide use tax • Local tax allocated directly based on
pool based on where the goads were place of sale and indirectly based on
shipped/place of use place of use
• Change retroactive to 4Q20
arr 9rqudYpe f694/rnuaan.a riae rr�rrri ra BdCa iNerrper®!ferlVr 3•prrF.arrhawe
I--WX74iW Oar MMb3Fy, u
PAGE 13
PUZE OF WX Mat kv-SIM
# f f p�. �DA.9%M
(Bradley-Burns)
Allocation
t.locIlirrlota of Isaacs
Guidelines uTrlE TOM aF SALEWhen sales tax
r I
AUSYA710N CF M=TAX . . .
applies
Amazon change retroactive to 4WO H
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
Transaetfon
PLACE OF SALE Not In-Stare
pnlYrf0.f.t3=d
LOCATION OF GOODS
ATTHETIMEOFSALE
HOW CUSTOMER
RECEIVES GOODS Rep 0
L Z, I Local tax is allocated
oc I taxis allocated ...I tax is allc�alzed to -
ALLOCATION OF LOCAL TALC to the countywide the jurisclMn In Which to the jurisdiction in
pool based on puint of the fulfillment conter is which the store is
'fo His sseuodo Hue retmly d�esmtumos'-'-ofg�o�i.C.Q Ino Moot ufstota—p—Vkr xot aim hM
a sekrYpe vt Aran wstafe[turd partywmsht ffthey do not own o smdr ofgoods o tfs time4&We.
Sou CeliToirie DepartrneM of T&Fee AdmFistra wnegii ws 1302&1549
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 4t" Quarter 2020 was continued
declining market share for Rancho Cucamonga.
Local 1% Sales Tax by Calendar Year
$1.6B
-- $1.4B
-- $1.2B
Brick&Mortar _—
-8.6%Growth 2012-2020 — $1.0B
-- I $800M
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 41" quarters of
2020.
'?his 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 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.
PAGE 15
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
Riverside �4
Rancho
Headquarters Upland Cucamonga San Bernardino
Per City E No
Ontario Fontana Redlands
73-96 Corona PaLm Springs
97-126 Palm Desert
Data,Temecula
Source:Crunchbase
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.
PAGE 16
COMPARISON OF UNEMPLOYMENT RATES:
RANCHO CUCAMONGA VERSUS SAN BERNARDINO COUNTY
16%
1A% 137[
13%
129C
10% SR1d
8% 87K
896
4%
296
ORK
2X
- -2% -2% -2% - -2% 2% -2% -29L -2.3
a9G -NA "` -3•ic
fi9C
■San Bernardino County ■Rancho Cutamonga DIffemnce=City vs-County
RANCHOCUCA WNGA: LEVELS OF EMPLOYMENT BY ECONOMIC SECTORS; 101&21120
q Effi0b rrwkU 2ma8R_lU ■Ewd&Wrrrrb 3D1O Ri.r 31
CORE SECTORS
Menu aCbSi g 7.9S7
RY,Lii3h L1 Hold: FTF3
AdeTiristra!:Nm-Suppor.Ser acts R'
Cmcirudian 59
po Trans n;iDor+YJar&io%ja k�
4Malc�k Trtdt
Prolessiw,A ShMm
Manar�enrrt SRFLG s
knhwwam
SUPPORT SKTORS
Government RT9¢
Retail Trstlt
Hnith art '2E]
Frame 6 Imuranot 3 '-
OthcrSeniccs 599
Rcy Es Am 3
FdL"iional Se,•„Ces 2
Ars.Frenaina"r 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
PAGE 17
detail, please refer to the 2020 Budget Message. 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 CUCAMONGA;
SINGLE FAMILY DETACHED AND ATTACHED HOUSING PRICES
5700.oao
$545K
Sr,2n�€
s eoo,0ao
$50ti K
sSoum
$400,000 390K
� $3J30K
$3631[
$300,000
$200,OJ0 $235K
$100,000 SBIK
$0
-le ti„c �c _�p 4P v you°16;:11 In". 10 141 le-1tip-e_P
—Prces-Single Family Detached Prices-Attached
• 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%.
CITY OF RANCHO CUCAMONGA
NEW RESIDENTIAL PROJECTS:AVERAG E VAWE RATIO
$350
$30G
"OD
$a5�
$217
$200
$1#3 $174 $1
Sim
$100
$50
$o
2D09 2010 2011 2012 2013 2014 2015 20M 2017 2019 2019 21570
PAGE 18
• 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.
Ill[SE€LINES IN MORiGA{iE RATES HAVE 51GNIFI CANT L1'
R EOU€ED M011 E PAYM E NITS
EI Xl Nlnp.
O c OTF
3594
)416 ]Q79 '
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.
NEW RESIDENTIAL: FOR-SALE HOMES AND APARTMENTS
4,000
POB�STB�F � RECESS[)ti P=PBESSIO`: REC'ENIRECOVERY
3,500
3,000
A
V
E
2,50C1 F
A
G
2,000
1,500
1,000
5U0
l 1P1 .�' �01 � n41^011 P afro o10- 10o 11 o1 o1�1
'� '� '�41 ti '�P`l. ti '�P`l. 1 ti '� nd. ti ti '� ti
Rancho Cucamonga-Single Family Permits ■Rancho Cucamonga-Attached Permits
■Rancho Cucamonga-Apartments
PAGE 19
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 OF ALL EUILDING PERMITS
lIX]°6
90%.
The share of multi4amiIV permits has Palen
80 from a peak of GM in 20ILS to an estimated
49%in 2020,which is the long-run average
70
65*
W%
20D&202D-Est.Ave ❑F49% "
41r%
34%
3'4
�ab
20%-
IQPb
0°b
[py [p'y pq �4y pq pQ O pQ �Qj 53 R3 R3
�� $ 1 to 0
MULTI-FAMILY SHARE OFALL BUILDING PERMITS BY GEOGRAPHY
t0U%
1
1
1
9U% 1 share of moil-family rc starting 0
j 2909and flecked In 20H_2015
BC% t
I
I
7o% I e5x
I
I
eo% t
I
I
5C%
43%
4U%
t
X%
21
I
za% ,
t
to% ,
1
,I I Empire&aamors
u u N ti ti u N ti w N• u r. r.l ro w N u rt ti u N
o � ti m a cn ao ti m m o � N m a .w ao ti m .a o
r'n
u
CA-ShareofMId0eFamily —9CAL-Share of Mir le Fancy _SD Gaulty-Share of`A--de Ga Iy
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.
PAGE 20
U.S.HOUSING PRICE CONSENSUS FORECAST
BY 100+MAJOR FORECASTERS
IMA
10% 13-6% a.7's 9.576
2.2%
0.3% &2%
4fl9G
z o%
AM
11 1 1 1 1
-SJD% -5.0%
-ll7Jfi -8.4A6
-SOA%6
_S%
2020 2021 2022 2023 202A 2025
■Pessimistic ■Most Prmba61e ■optimistic
Regional/State/Federal Economy
Certainly, no discussion of the local economy is Why shouldn't you let advanced
complete without reference to the larger context in math intimidate you'
which we all operate. 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 early 2021, Mr. Thornberg has forecast that the It's really as easy as pi!
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 $4 trillion. If that happens,the potential deficit impacts in the near-term future could be severe.
The Federal Reserve has used all its tools in attempting to shore up credit markets even though
we are yet to see any credit market disruption; there is little more they can do.
The way U.S. financial markets have come to operate was broken prior to the pandemic with the
financial system a regular source of crisis in itself. The U.S. financial system is no longer a shock
absorber for the nation as it should be, it now causes shocks on its own.
Jobs are a lagging indicator and it will take some time in 2021, once vaccines are widely available (as
they are now), for jobs to recover the losses of 2020.
PAGE 21
h
The biggest lagging indicator: Jobs LON
15 million
981
10 1473
J�~ f 1990
OO]
2 t 0 001
0 ua Z
2007
w 1980
10
2020
-15
20
is
0 10 20 3.`.i 50 .= 70 80
The recovery is also not likely to be equal. Those with a baccalaureate or higher education will recover
sooner and to a greater degree from the pandemic downturn than those with only high school education.
K Shaped Recovery?
Unemployment by Education
200
16.0
16.0
14.0
12.0
10.0
8.0
60
4.0
20
0.0
4 4 4 4 4 4 R 4 4 4 4 4 4 4 4 4
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
d r [Y 4 Ih 6 Lb d [V A 4 fb A Ob d
g g S$ g S g 4 0 0 0 4 4 4 4 0
N N N N N N N N N N N N N N N N
Bach Plus —High Schml
SoCal Labor Market �
Unemployment Rate Labor Force Growth
25 126 1m-20(00N)
12, IE-2,006
20 A 5,006
115 OD 1,595 „
8 SD:1,585
15 110
�10 t05
5 _` t00
95
0 90
4.
'2p P�aT�4�i��s Pa��'81 k�e� P'�er�k��,� ?ae�'•�''a�12ae�'•e''�2°'��•2�•��A�•c��•A�•2`�,•�,•
—inland Empire ----Los Angeles —Inland Empire —Lo Angeles
Orange County—San>)iego Orana CquntY—San Diego
The relative affordability of the Inland Empire should help it recover more quickly from the downturn.
PAGE 22
Housing Costs Olt
Median Home Prices MMMMM
1,000 900
700 Inland Falpim 4.454 0-0 ZO 22.5
&00
500
400 San Diego 1868 -1 2 -0.7 187
~ 300
200
100 Orange County 1,958 -2.2 •1.8 12.7
0
4 p6 p0 An.
6'AO°' O; A' 6 G°' O�[�' dp'D^ Og'O�' Los Angeles 2,014 -2.7 -2.9 21.1
--L-Angeles —Orate San Dig.
Additional federal stimulus is not really needed. Thanks to the stimulus already provided, personal
savings is at an all-time high.
Policy (Over)reaction
Household Income Household Savings Billions SAAH
25000 7000 0
19000 6000.0
lamo $7.3 Tr Excess
s0oo.o Savings
17000
4000.0
18000
1 sma 3000.0
14000 20M 0
12000 0000.0 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
—Eq uab Dhposahle personal in— '6 '�' `d 6 `8 r '6 '6 d d d'
—Less:Personal outlays N N ry ry N N N N ry N N N N N N N
0 0 0 0 o a a o a a o 0 0 0 0 0
Without attention,the looming Federal Deficit could overwhelm the economies at state and federal levels.
ru
Government Debt Waid
0
FY Federal Defi Gt Total Borrowing[Annual Billions]
500000 5000
o .,1111Hu11101 'll.111I11I IIIIIIIIII 4000
-500000 I
3000
1000000
-1500000 2000
-2000000 1000
2500000 0
-3000000 .t000 c� T
.a5oaoao 4g4 'g4g4g4g4ggg4g4g
rn � � � m � S � N n c�i .Household .Slate)Mel federal
r ONonFina—al-Finn- l
Now that the Federal Reserve has lowered interest rates to such low levels, there is little else it can do.
PAGE 23
> a-
Federal Reserve Policy
Fed Balance Sheet
8000000 Effective Federal Funds Rate
1.8
7000000
IF
8000000 1.4
5000000 12
4000000 1.0
3000000 0.8
0.8
2000000 0.4
1000000 02
MMjdjp 0.0
nb Cb ", aA
ti`ti tiff s� �ti titi �ti �ti �ti' �1 o cro D
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
300 25
2.50 ---
2.0
2.00
1.50
1.0
100
0.50 05
0.00 0❑
� t1 Q� s', p° P' P� p4p�_ p�p4p4pVpRp4444 � 44�4
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.
PAGE 24
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.
• 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
PAGE 25
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.
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 equitab/e, 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.
s s
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 61h
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.
PAGE 28
• Each year Rancho Cucamonga devotes several hundred thousand 100
dollars to ADA ramp improvements. This ensures the City stays in Good Excellent Preventive Maint
compliance with the Americans with Disabilities Act requirements, 70
while also upgrading older areas of the city. Similarly, millions of Thin AC overlays
dollars are budgeted each year to improve pavement citywide. The 50
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%. 25
• The Heritage Park Bridge Project is a partnership between the City o Very Poor/Failed Reconstruction
and the Fire District to replace three aging bridges at the entrance to PCI Thresholds&Treatments Assigned
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, and repainting the entire facility.
PAGE 29
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.
PAGE 30
Part-Time Salaries-All Funds As expressed in dollars, the adjacent chart illustrates the
5=. °° fact that actual part-time expenditures in FY 2020/21 were
less than half what was originally budgeted, primarily
reflecting the continued closure of many Community
Services and Library facilities throughout the year. Most of
those conditional FTEs were not hired, keeping actual
5 expenditures to $1.4 million for the year as compared to
FY 19/20Adopted FY 20/21 Adopted FY 20/21 Est. FY 21/22 P roposed the $4 million that was budgeted.
Actual
■Communi*.(Services .Library -aher 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
Full-Time Staff-City
staff is expected to remain below pre-pandemic
levels for the immediate future. As the chart 3�0
sus 380
illustrates, the Fiscal Year 2020/21 budget
reduced full-time City staffing levels by 10% due 370
to closure of specific facilities and programs. 3 C _
Throughout FY 2021/22, the City's management 3, 349
team worked through a rigorous process to 3 343
�C
evaluate staffing needs for the coming year in
light of our value on HR Discipline/Resources. 33C
Instead of reflexive) restoring some position 321 y 9 p =`18f19 A-opted FY 1912�Adopted FY 2�?21 Adopted ='21f22 ProF*se_
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 configurations, but no net new personnel.
PAGE 31
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 Management Aide 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(P/T) 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 Analyst 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
Management Analyst II 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.
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 g0% 26'44 2689%
% 25.83%
25.00% 24.57%
23 43 k
225� 22.00%
20.011% 18.s9%
17.5(1% 16.69%
15.85%
14 59%
15.00% 1347%
10 00%
FY 2014/15 FY 2015/16 FY 2016117 FY 2017/19 FY 2018119 FY 2019120 =`'2020121 FY 2021122 FY 2022/29 FY 2023/24 FY 2024/25 FY 2025/26
City of Rancho Cucamonga
Estimated CalPERS Employer Costs
RIn Millions)
$10.0 S8.8
$8.4
57.8 58.4
4
$6.0
9 52.9
$4.4
$2.0
S-
FY 202V22 FY 2022i23 FY 2023/24 FY 2024i25 FY 2025/26 FY 2026/27
■UAL ■Employer Normal Cost EPMC
PAGE 33
Fire Miscellaneous Plan
Fire Miscellaneous Required PIERS Employer Contribution
(Includes EPMC and UAL Contribution as%of Payroll)
25 00%
22 75%
22.50% 21.91%
20.78% 20.44%
20 00%
17.44% 17.58%
17.50%
16.10% 16.30%
15.71%
15.005
1250% -
10.00%
FY 2014115 FY 2015/16 FY 2016J17 FY 2017M FY 2018/19 -201912D FY 2020/21 FY 2021122 FY 2022/23 FY 2023J24 FY 2024/25 FY 2025126
City of Rancho Cucamonga Fire Protection District
Miscellaneous Plans
Estimated Cal PERS Employer Costs
(In Millions)
"s0.60
.$0.50 $0.43 0.46 $0.47 $0.48
$0.50 $0.51
.$0.410 $0.19 60.19
"s0.30 $0.18
"s0.20
so
5-
FY 2021/22 FY 2022/23 FY 2423/24 FY 2424/25 FY 2025126 FY 2026/27
■UAL ■Employer Normal Cost EPMC
PAGE 34
Fire Safety Plan
Fire Safety Required PERS Employer Contribution
(Includes EPMC and UAL Contribution as%Payroll)
55.00%
50.00% 4;._ -7^fi:4 46
45 09%
45.00%
41.45%
39.70%
400"
35.07% 35.90%
350" 33.33% 33.52%
31.26%
30.00%
25.00%
2fY.00% -
15.00% -
FY 2014115 FY 2015/16 FY 2015117 FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025j:=
City of Rancho Cucanionga Fire Protection District
Safety Plans
Estimated CaIPERS Employer Costs
(In Milliorns)
$8.0 57.Y $7.2
$6.2 55.1a $6,7 $6.9
$6 0 $ _3
$0.6
$4.0
$2.0
5-
FY 2021/22 FY 2022/23 Fy 2023/24 FY 2024/25 FY 2025126 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.
PAGE 35
That Is a UAL? This chart provides an overview of how UAL
is determined, and how pension losses can
A mrh.l Am mptlanr Acwartal Aawmptlanr
ANAMMftu NerMat-flaw Not Met:Sw create new UAL amortization bases. When
AwmpVwrr Mat Amartlxaelon llaaa An tlatlon Ba.
LM GAIN the public or the press makes note of pension
liabilities and the costs associated with them,
1dj..dp�bdda=1F*.ddd. pWa4 . they are generally speaking of UAL although
n4.I AI=a.lar.r'r' with the emphasis on headlines, this critical
�nr�a co.Wwrlomi nuance is often dropped from the actual
e�mm uaarry
AIM f- fWPM write up. If not proactively managed,
6-ft* �vkW Apnrkr
Chwge5 to the VAt can ccwr each year in the 6xm of an investment&1in or 1035,a non- increasing UAL results in escalating pension
irarebtmentgdirt4rlgSS,dndf4rdndCbUdridl�di5ump[i4nchange payments required from public employers,
Annual changes become a fined dollar amount owed(vrcreditedi for that year and are
paid batk�orcreditejamrtime 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 CalPERS normal costs.
PAGE 36
Agency Work Group Detail
Public Safety
'Anymore when a restless feelin; keeps me up at night. fal/in 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 21St 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 j
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, while also constructing facilities in south Rancho Cucamonga near the Cucamonga Station
PAGE 37
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 191h 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; 4th Street and Etiwanda
Avenue; and 8th 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 r
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. SingeIs
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.
PAGE 38
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 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 its 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. Its gon'hurt, but don't you slow down. Get
back up, 'cause its 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.
PAGE 39
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.
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 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,
grow
to be located at Fire Station 178. In support of the City's
environmental sustainability efforts, the District is seeking new
05 ways to reduce its carbon emissions. As the City updates its
General Plan, the topics of mobility, ecology and urbanization are
important when it comes to environmental protection and traffic.
The District has purchased electric vehicles over the last few
years, and now with advancements in technology will explore the
:C:• 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 Emergency 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
PAGE 40
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 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. 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.
PAGE 41
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.
X x .
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
oaf 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 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.[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 I 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
PAGE 42
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.
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 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 <. 0
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.
itHarmari 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, STR
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.
PAGE 43
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, I 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 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
PAGE 44
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 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 residential
community envisioned by PlanRC is the Etiwanda
Heights Neighborhood and Conservation Plan adopted
by the City Council in early 2020. This land which was I Y
annexed officially from the County of San Bernardino in - r:
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 Act. Once purchased by a private d ■■ ■■■ =
developer, the 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
PAGE 45
■ 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.
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.
ri
lk
771
a Bi �'F■
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.
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 61h Street Cycle Track from Haven Avenue to
mat
� �. . Rochester. It will be anchored on the east end by The
I x Resort, where just this year some 800+ apartments
will join approximately 400 single family homes and
one day soon, additional unique 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 41h Street to 19th 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
PAGE 47
Boulevard, 19th Street, and 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 SB 1 — TCEP
grant providing an elevated four lane roadway crossing
over the SCRRA/SBNF railroad tracks with a 1,015 long r
concrete roadway bridge, 700 foot approach ramps,
retaining walls, shared use pedestrian and bike path lanes,
street lighting, and includes utility relocations for new
adjacent access roads. Related to this is an RCMU electric
and fiber line extension through the bridge and over the
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 6th 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.
• 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.
PAGE 48
• 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, t
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 IL
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 fourth fiscal year since the bond sale, RC Fiber has 300 totali,
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 6th Street from
Hellman Avenue to Haven Avenue and along Hermosa Avenue from 4th Street to 6th 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 8th 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 6th 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.
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
PAGE 49
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, fi
allowing for better maintenance of each
park without closing the entire park.
Other amenities will include 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, together with 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 LIVID 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 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 LIVID 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.
PAGE 50
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 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 pedestrian trail; the total cost of these - F-
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 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!
PAGE 51
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 9t" 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 I 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 (CMC), 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
1,000,000 square foot or larger buildings, in the
SEIQ and along Foothill Boulevard 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
PAGE 52
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
• 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.
PAGE 53
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 also advances.
I:-
Besides promotional and instructional projects, our drone has
been used to inspect buildings with difficult and often
dangerous areas to access. With the capability to record and
provide live video images of major building components, wer` -IN!
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".
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 i
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 enter City Hall. However,
existing resources only provide for hiring one of these
technicians at this time. Through specialized training, the 7.,
PAGE 54
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.
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 I/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.
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.
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 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
PAGE 57
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
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 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.
PAGE 58
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 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.
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
1
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
r; ongoing expenses supported by the Library Fund. This service will create
r 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.
PAGE 60
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 services have begun to return. The Library's curbside services offer
convenience for busy library users while creating a contactless 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 a ,
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
4 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.
PAGE 61
Another unique collaboration that will extend civic
services in Fiscal Year 2021/22, and which is made
fllf� �'i fill { possible by staffs ability to capitalize on one-time
`rlT opportunities identified during the pandemic, is led by
Library Services working with Community Services,
the Department of Innovation and Technology
f (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.
Healthy RC's Compassionate Community
Subcommittee has been committed to working
- ;
collaboratively with our diverse community
stakeholders to use compassion to amplify r►+� _r f: '� �"
community dialogue, teach social-emotional skills, .•ate
and promote compassionate actions. Over the last ;: "� '
p p a
year, 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
PAGE 62
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
r law. Beginning in Fall 2021, outreach and
L1 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.
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
PAGE 64
technology for remote work and hybrid alternatives, and reconciling the various State and Federal
reporting requirements that accompany outside funding.
Like all successful endeavors, Team RC continues to
s� n 5D y,umble� evolve. Team RC is the name of the City's decade old
the eAuQl 9 employee led initiative to deliver superior service,
ZJhN WO exceeding expectations, to all who live, work, and
play in Rancho Cucamonga. After developing and
implementing a vision, mission, values and an
else' employee recognition and onboarding program,
< anN°ne
W he Wasn�� > °r Team RC is looking to move forward on a new
Ne kne initiative. Employees 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
Brene 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
.Am 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 existingRisk Management Analyst position,
9 Y p ,
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
PAGE 65
in a slight General Fund cost 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.
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
AXprivate 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 Enterprise will also create efficiencies for the current
PAGE 67
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 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 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 through reporting, and tax collection
PAGE 68
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
III 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 Adopted 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, PERS 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.
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 directs
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 v �
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.
PAGE 70
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 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.
PAGE 71
One of the major interests in infrastructure at Station Vision
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 APregion, specifically related to rail connections,
so that the City Council can advocate for what ._
is in our residents' best interest. A particular d-
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 with a food bank or approved organization to donate
excess food rather than throw it out. Furthermore, Environmental Programs will work with Healthy RC
PAGE 72
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.
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
53,243,52D 5529,850 Governance
58,642,02D $5,6D4,7&D
Records Arlgmt.
554,361,7DD Communky Services
5F36,47D Library Services
51,R11,33D ■Admin.Services
■52,5 69,69D Econ.and Comm.Dev.
■Buildng&Safety Services
51,996,RED ■Engineering Services
189,38D ■Animal Care&Services
■Planning
SSD,&&S,&gD ■Public WorksServices
r 53,
■Po rice
■F re
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 $800,000
decrease in the City Clerk Services' budget because the 2020 General Election costs are non-recurring.
PAGE 74
Changes in Operating Budget
S170,0o0,000
S150,0o0,000
5130,000,000
S110,000,000
S90,0o0,000
S70,000,000
S50,0o0,000
� tia yti tin. ti� ya yh ti'° tih ti$ yg .�° y� 1�
�1 '� 1 ry�l ti,l ti�l yl y�l tiy1 ti�l y�1 y�� tiyl ti�l ,�til
■General Fund ■Library Fund ■Fire Dis nct
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
$1D,270,140 $7,572,760
TOT
$3,420,04taxdevelopment
ales t3
Vehicle license fees fees Business licenses
$31,967,150 $22,048,73D 54r982,500 SZ698,710
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.
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
-- $1.4B
-- $1.2B
Brick&Mortar __
pr, -8.6%Growth 2012-2020 $1.OB
-- $BOOM
Online 491.1%Growth 2012-2020
----- $60OM
$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
PAGE 76
tax collection and revenue distribution work more equitably for all, particularly in the situation where the
goods are shipped from a California fulfillment center to a California customer.
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.
Taza"I'
Transaction
PLACE OF SALE Not In-Store
IOnline or 0.1 of 51u s;
J
LOCATION OF GOODS Out of state
Fulfillment
ATTHETIMEOF5ALE - ter
_
HOW CUSTOMER
RECEIVES GOODS
ALLOCATION OF LOCAL TAX to the muntywide the Jurisciction 1n wh1ch to the jurisdiction in
pool based on point uf the fulfillment center is �hich the Store is
'In thusoaa dw retailer chat mt own a dock Wgaads in Cdd na oMmke wdma nsgotioWd/P dout Wsfk Mout ofstat—,p-y irnotng—d to hM
amAsra Aar.*f rnrrin,Mta fhirdp rty eharsfthey d—d—n stole Og..k of ff.time Wsde.
5--California Departrne A4 T&Fee Admi6 ff—duns l302&16W
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
$32,552,490
$31,967,150
$32,000,000 ....... ....._
-12%
530,000,000 -
$25,617,960
$28,000,000 .....I- .... $2.R. .5.a
$26,000,000
$24,000,000
$20,000,000
FV o7/08 Fv 08/09 Fv 09/lo Fv l0/11 Fv 11112 Fv 12/13 Fv 13/14 Fv 14/ls Fv 15116 Fv 16/17 Fv 17/18 Fr 18/19 Fv 19/20 Fv 20/21 Fv 21122
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 I n-Lieu of VLF
$23,000,000
522,OOO,000
S21,000,000
$20,O0D.000
$19,OC'000
$18,O0--,000
$17,0W'000
$16,OW,000
$15,OW,000
$14,000,000
$13,000,000
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
604 Education
15 t County General
Fund
12.5S RC Fire Oislrict
5.14 city
A.0 Inlond Empire
lJtilities Agency
34 Flood Control
11 ,141 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 3-4% 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.
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*
s i i,oav,000 -
si�,oav,o00 —
s�,c�v,o00
s$,OW'000
s7,OC---.000
s6,oay.,o00
$5,00o'000
Sa,000,000
S'�'000,000
sz,OW,000
s 1'OW,o00
# - # ,A'
*includes Property Transfer Tax
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
$7,Sv�,v44
57,0v�•,v44
$5,5��•,�44
$fi,000,000
$5,500,000
$5,00$000
M 'vy 1 1� ti� 1� '•4d 'L1 '1�
� tia��1 tiay�1 �°ti�� �ti�1 �Sa1 ti�ya1 �atig1 �ati�}
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.
PAGE 80
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
$1,8 ,53
$1,500,000 ' '
$1,000,000
ti00 y� .yO
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 Licerses
$2,950,000
S21M0,000
521 650,000
$2,500,000
$2,350,OD0
$2,200,000
52,050,000
$1,90a,000
$1,750,000
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
ti1 ti tiq ti13 titi ti�
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.
PAGE 82
Changes in Operating Budget - Library Fund
.�s,ovv,voo
55,5 vv,voo
55,c vv,voo
St,svv,voo
53,5vv,voo
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.
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
PAGE 83
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.
PAGE 84
Changes in Operating Budget- Fire District
$54,OOD,000
$45,OW,000
W,OM,000
$35,0w,000
s34,ow,000
$25,OM,000
$20,OW,000
$15,OW,000
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 And 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 because the voters of that area
PAGE 85
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 LMD 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 LMD 1), improving visibility during night play and
reduce maintenance.
• 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
PAGE 86
• 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.
Maximum Recommended
District Recommendation Change (%) 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
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% 1.8969%
1.5000% 1.1691%
1.0000% 0.7559% 0.7032% 0.5842% 0.7795% 0.6012% 0.6655% 0.7685% 0.6910
0.4269%
0.5000%
0.0000%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1
PAGE 88
PD-85:
Delinquent Rate at June 30,
5.0000% 4.5984%
4.5000%
4.0000%
3.5000%
3.0000% 799% 2.-52fi4�
2.5000%
8884%
2.0000%
1.5000% 1.1370% 0.9886%-1-..0180% -1.0475% 1.01 a6%----t.,0549
1.0000% 0.8391% 0.7935% 0.862
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%
2.50007.
2.0000% 1.8143%
1.4495%
1.5000% 1.0949-%--
1.0000% 0.6531% 0.4898% 0.3266% 0.4899% 0.5186% -
0.5000% 0.0000% 0.1633% 0.1921
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% 3.6485%
3.5000%
3.0000%
2.5000%
2.0000% 1 7618%
1.5000%
1.849% 1.4366%
1.0000% 0.7162% 0.6156% 0:6978ro 0 7835% 0.8004% 0.6193% 0.7380% 0.6777% 0.6299
0.5000% -
0.0000%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-1
PAGE 89
Summary
"If its 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.
PAGE 90
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.
PAGE 91
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 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.
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 Busin67hn ess 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
PAGE 93
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PAGE 94
r
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
B u dget P resen try tion
Azoard
PRESENTED TO
City of Rancho Cucamonga
California
For the Fiscal Year Beginning
July 1, 2020
OAACI$4- P. ;tsl u
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its annual
budget for the fiscal year beginning July 1, 2020. In order to receive this award, a governmental unit
must publish a budget document that meets program criteria as a policy document, operations guide,
financial plan, and communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements and will be submitted to GFOA to determine its eligibility for another award.
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PAGE 96
rS,FrJ
RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
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PAGE 98
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Officials
City Council
Name Term Expires
L. Dennis Michael Mayor 2022
Lynne Kennedy Mayor Pro-Tem 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
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PAGE 100
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Organization Chart
Citizens
of
Rancho Cucamonga
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
Human Library Animal
Resources Services Services
Innovation and Records Community
Technology Management improvement
Building and Engineering Planning Public Works
Safety Services FServices Services
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PAGE 102
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Functional Units by Fund Type
Fiscal Year 2021/22
Adopted Budget
$267,974,450
General Fund Special Revenue Funds Capital Projects Funds
$95,160,410 $143,941,050 $2,980
Governance AB2766 Air Quality Improvement AD 82-1 6th St. Industrial
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 Enterprise Funds
Innovation and Technology Beautification $17,157,730
Economic and Comm. Dev. CA Recycle/Litter Reduction Grant Sports Complex
Building and Safety Services CA State Library Municipal Utility
Engineering Services CFD 2000-03 Park Maintenance Utility Public Benefit
Planning CFD 2017-01 No. Etiwanda RCMU Capital Replacement Fund
Public Works Services CFD 2018-01 Empire Lakes Fiber Optic Network
Community Services Citywide Infrastructure Imprv.
Community Dev. Block Grant Internal Service Funds
Other General Funds Community/Rec Center Development $1,806,810
$9,905,470 COPS Program Grant-State Equipment/Vehicle Replacement
Governance Dept of Homeland Security Grant Computer Equip/Tech Replacement
Comm Dev Technical Services Drainage Facilities
Police Emergency Mgmt Performance Grant
Reimb St/County Parking Cit Etiwanda No. Equestrian Facility
Law Enforcement Reserve Fire Protection District
Traffic Safety General City Street Lights
Administrative Services Housing Successor Agency
Benefits Contingency Integrated Waste Management
Capital Reserve Justice Assistance Grant
Human Resources Landscape Maintenance Districts
Capital Reserve Library Capital Fund
Economic and Comm.Dev. Library Fund
Comm Dev Technical Services Library Impact Fee
City Technology Fee LMD #1 Capital Replacement
Building and Safety Services Measure I
Comm Dev Technical Services Park Development
City Technology Fee Park Improvement
Mobile Home Park Program Park Land Acquisition
SB1186 Cert Access Special Program PD 85 Capital Replacement
Engineering Services PD 85 Redemption Fund
Comm Dev Technical Services Pedestrian Grant/Art 3
City Technology Fee Police Impact Fee
Capital Reserve Proposition 1B State Funding
Planning Public Arts Trust Fund
Comm Dev Technical Services Road Maint&Rehab Acct
City Technology Fee SB 1 -TCEP
Public Works Services Staff Innovation (CA ST LB)
CVWD Reimbursements State Gas Tax
Capital Reserve State Grants Fund
Community Services Street Light Maintenance Districts
Capital Reserve Transportation
Underground Utilities
Used Oil Recycling
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PAGE 104
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Snapshot of the City
General Information:
The City of Rancho Cucamonga currently has an estimated population of 175,131 and encompasses
approximately 46.50 square miles. It is located between the cities of Upland to the west, Ontario to the
south, Fontana to the east and is in the western section of San Bernardino County which is in the southern
part of the State of California. The local economy includes a diverse business base of office, light
manufacturing and distribution, and retail which emphasizes the City's efforts at attracting and retaining
sales tax generating businesses to help provide a stable financial base.
Government:
The City of Rancho Cucamonga (the City) was incorporated in 1977 as a general law city under the
provisions of the Government Code of the State of
California, and it operates under the Council-Manager
form of city government. The City officials elected at large
include a Mayor, a City Clerk and a City Treasurer.
Effective December 7, 2016, the four Council members
are elected by geographic districts. Districts 1 and 4 held
elections in November 2020. Districts 2 and 3 will hold s0
elections in 2022. The Mayor and Council members are
elected on a staggered basis for a term of four years.
There is no limit on the number of terms an individual can Q
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 ofFinance'h
2009-177,051 2013-172,299 2017-176,671
2010-178,904 2014-174,064 2018-179,412
2011-169,498 2015-175,251 2019-175,522
2012-171,058 2016-177,324 2020-175,131
Number of Registered Voters (per San Bernardino County Registrar of Voters): 105,285
Capital Asset Statistics (per June 30, 2020 Comprehensive Annual Financial Report.
Police: Fire:
Stations: 1 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
PAGE 105
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Population by Age - 2010 (Census), 2021 (est), and 2026 (est)
2010 Population by 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%
2021 Population by Age
Total 176,577
0 - 4 5.7%
5 - 9 6.0%
10 - 14 6.2%
15 - 24 12.7%
25 - 34 17.1%
35 - 44 14.3%
45 - 54 12.9%
55 - 64 12.6%
65 - 74 8.3%
75 - 84 3.2%
85 + 1.1%
2026 Population by Age
T ota I 182,032
0 - 4 5.8%
5 - 9 5.8%
10 - 14 6.0%
15 - 24 11.1%
25 - 34 16.3%
35 - 44 16.9%
45 - 54 12.1%
55 - 64 11.4%
65 - 74 9.1%
75 - 84 4.4%
85 + 1.2%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2021 and 2026. Esri converted Census 2000 data into 2010 geography.)
PAGE 106
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Educational Attainment — Current Year
2021 Population 2S+ by Educational Attainment
Total 122,691
Less than 9th Grade 3.0%
9th - 12th Grade, No Diploma 5.0%
High School Graduate 16.7%
GED/Alternative Credential 2.4%
Some College, No Degree 25.4%
Associate Degree 10.3%
Bachelor's Degree 22.7%
Graduate/Professional Degree 14.6%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2021 and 2026. Esri converted Census 2000 data into 2010 geography.)
PAGE 107
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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 2000 1 2.40% n/a n/a n/a
Chaffey Community College 1250 2 1.50% 1300 2 1.85%
Etiwanda School District 1075 3 1.29% 1312 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.
'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
PAGE 108
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Principle Sales Tax Remitters — Current Year and Nine Years Ago
2020 2011
Business Name Business Category 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 Health 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 Mobile Service Stations
Costco Discount Department Stores Day Creek Arco Service Stations
Crossroads Equipment Lease &Fin Trailers/Auto Parts Day Creek Shell Service Stations
Home Depot Building Materials Home Depot Building Materials
ICL Performance Products Drugs/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 Building Materials Walters Wholesale Electric Plumbing/Electrical Supplies
* Firms listed alphabetically
Source: The HdL Companies; State Board of Equalization; California Department of Taxes and Fees Administration; State
Controller's Office
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PAGE 110
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Budget Guide
The purpose of the City of Rancho Cucamonga's budget is to serve as a "blueprint" for providing City
services and as a working financial plan for the fiscal year. It also represents the official organization
plan, by which, City policies, priorities, and programs are implemented. It provides the means to
communicate to the residents, businesses, and employees how the City's financial sources are used to
provide services to the community. The budget includes both the operating costs to manage the City
and the capital improvement projects that the City plans to undertake during the fiscal year.
The budget is organized by fund, by department, and by account. A fund is defined as 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.
PAGE 111
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Budget Process
The City's budget process begins in January. The City Manager outlines the goals and directives for the
development of the coming year's budget based on the results of the semi-annual Council goal setting
workshops. Finance distributes the budget calendar, instructions, forms, and budget worksheets to the
departments. Public Works Services coordinates the departmental building modification and vehicle
replacement requests. Engineering coordinates the capital improvement project requests.
After the departments have input their budget requests, Finance compiles the data and calculates the
total amount requested including estimated revenues and projected fund balances. The City Manager
and Finance Director hold departmental budget meetings. Subsequently, the City Manager makes his
recommendations and Finance prepares the proposed budget document. The City Manager submits the
proposed budget to City Council. The Council conducts a budget study session; sets a public hearing;
and adopts the budget prior to the beginning of the fiscal year.
After the budget is adopted, staff integrates the budgetary data into the City's accounting system. Month-
end reports are distributed to the departments to monitor budget performance throughout the year.
Capital Improvement Projects Budget Process: The City maintains a rolling Five-Year Capital
Improvement Program (CIP). In February each year, the Engineering Services Department solicits
proposals from the other City departments for inclusion in the coming year's capital improvement projects
budget. Around the same time, the Finance Department provides Engineering Services the estimated
fund balances available for appropriation for CIP. These fund balances usually come from Special
Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for specific uses.
Engineering Services staff then 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.
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.
PAGE 112
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Budget Process
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.
PAGE 113
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Budget Process Flow Chart
FINANCE DEPARTMENTS
Analyze and Project Early January IP 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 kh
Budget Meetings with Budget CIP presented to
Departments Planning Commission
May IF June 19, 2021 June 28, 2021
CITY MANAGER CITY COUNCIL/ CITY COUNCIL
CITY MANAGER
Summit Proposed * Hold Public Hearing
Budget to City Council Conduct Budget and Adopt Budget
Study Session
PAGE 114
rSJFrJ
RANCHO
NCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Summary — Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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 3,828,981 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 Cormxmity 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 Frnanciai Summary
PAGE 116
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Summary — All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes $ 133,751,831 $ 135,930,110 $ 149,536,780
Licenses&Permits 5,562,784 4,909,400 4,674,740
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 3,097,800
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 9,741,450
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 4,223,110
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) $ (9,866,990)
See Notes to Financial Summary
PAGE 117
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 Adopted and 2021/22 Adopted: 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 Adopted Budget. Some staffing
previously cut because of the COVID-19 pandemic was restored in the FY 2021/22 Adopted Budget.
However, the City continues to proceed cautiously and conservatively in its approach to budgeting for its
operating costs due to the continued uncertainty of the ongoing impacts of the pandemic.
PAGE 118
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Notes to Financial Summary
Financial Summary—All 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 Adopted: The Operating Budget is incorporated into this schedule. In
addition to the discussion noted above regarding the Operating Budget, many of the other City funds
have capital outlay expenditures budgeted which are funded by resources accumulated over a period of
time. This can result in overall expenditures exceeding revenues in 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).
PAGE 119
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Budget Summary
Fire District Operating
General Operating Library Budget*
Fund Funds Fund Subtotal
Estimated Spendable Fund Balances.
July 1, 2021 $ 30,815,260 $ 47,728,264 $ 8,324,106 $ 86,867,630
Estimated Revenues:
Taxes
Property Tax** $ 32,173,340 $ 42,114,130 $ 5,167,540 $ 79,455,010
Sales Tax 31,967,150 - - 31,967,150
Transient Occupancy Tax 3,420,000 - - 3,420,000
Admissions Tax 1,360 - - 1,360
Franchise Fees 7,572,760 - - 7,572,760
Subtotal-Taxes 75,134,610 42,114,130 5,167,540 122,416,280
Licenses & Permits 4,565,920 16,500 - 4,582,420
Fines & Forfeitures 1,004,750 148,000 - 1,152,750
Use of Money& Property 1,553,990 255,880 81,360 1,891,230
Charges for Services 7,365,650 1,800 81,030 7,448,480
Intergovernmental 2141580 - 18,000 232,580
Development Fees - - - -
Other 3,598,000 2,273,630 634,030 6,505,660
Transfer In 1,722,910 2,175,200 - 3,898,110
Total Estimated Revenues $ 95,160,410 $ 46,985,140 $ 5,981,960 $ 148,127,510
Estimated Expenditures:
Personnel Services $ 31,632,370 $ 32,028,190 $ 3,466,470 $ 67,127,030
Operations & Maintenance 65,847,440 13,041,570 1,588,310 80,477,320
Capital Outlay 310,000 - 50,000 360,000
Debt Service 106,450 399,990 - 506,440
Cost Allocation (6,563,720) - - (6,563,720)
Transfer Out 3,827,870 2,175,200 500,000 6,503,070
Total Estimated Expenditures $ 95,160,410 $ 47,644,950 $ 5,604,780 $ 148,410,140
Budgeted Increase (Decrease) in
Spendable Fund Balances $ - $ (659,810) $ 377,180 $ (282,630)
Estimated Spendable Fund Balances,
June 30, 2022 $ 30,815,260 $ 47,068,454 $ 8,701,286 $ 86,585,000
* The Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational Funds
(Funds 281, 282, and 283), and Library Fund (Fund 290).
** Includes Property Tax In-Lieu of VLF in the amount of$21,903,200 for the General Fund (Fund 001).
PAGE 120
Other Special Capital Internal
General Revenue Projects Enterprise Service
Funds Funds Funds Funds Funds Total
$ 81,196,325 $ 230,750,658 $ 2,064,186 $ 33,268,668 $ 4,541,614 $ 438,689,081
$ - $ 25,355,340 $ - $ - $ - $ 104,810,350
- - - - - 31,967,150
- - - - - 3,420,000
- - - 90,000 - 91,360
- 1,675,160 - - - 9,247,920
- 27,030,500 - 90,000 - 149,536,780
31,620 60,700 - - - 4,674,740
35,100 - - - - 1,187,850
971,920 2,273,690 49,530 635,140 45,400 5,866,910
687,420 87,780 - 13,795,450 1,114,190 23,133,320
633,470 44,248,470 - 425,000 - 45,539,520
- 9,229,930 - 220,000 - 9,449,930
425,020 1,047,580 - 4,950 - 7,983,210
1,220,460 1,846,560 - 2,942,820 827,340 10,735,290
$ 4,005,010 $ 85,825,210 $ 49,530 $ 18,113,360 $ 1,986,930 $ 258,107,550
$ 1,004,560 $ 8,355,180 $ - $ 2,342,040 $ - $ 78,828,810
2,712,580 17,209,220 2,980 11,605,810 585,010 112,592,920
4,438,650 61,509,110 - 716,000 694,460 67,718,220
- 2,549,280 - 1,079,870 527,340 4,662,930
- - - - - (6,563,720)
1,749,680 1,068,530 - 1,414,010 - 10,735,290
$ 9,905,470 $ 90,691,320 $ 2,980 $ 17,157,730 $ 1,806,810 $ 267,974,450
$ (5,900,460) $ (4,866,110) $ 46,550 $ 955,630 $ 180,120 $ (9,866,900)
$ 75,295,865 $ 225,884,548 $ 2,110,736 $ 34,224,298 $ 4,721,734 $ 428,822,181
PAGE 121
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Special Districts Summary
The City of Rancho Cucamonga has eleven Landscape Maintenance Districts (LMDs), eight Street Lighting
Maintenance Districts (SLDs), as well as several other Special Districts, including one Benefit Assessment
District (AD), various Community Facilities Districts (CFDs), and one Park and Recreation District (PD).
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
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
PAGE 122
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Special Districts Summary
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.
PAGE 123
CITY OF RANCHO CUCAMONGAF CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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
Fund # Fund Name 6/30/2019 Revenues General Fund Expenditures 6/30/2020
LANDSCAPE MAINTENANCE DISTRICTS
130 LMD#1 GENERAL CITY $ 1,539,903 $ 1,344,589 $ 136,000 $ 1,555,667 $ 1,464,825
131 LMD#2 VICTORIA 4,247,968 3,692,388 323,730 3,714,502 4,549,584
132 LMD#3A HYSSOP 35,360 4,390 7,295 32,455
133 LMD#3B MEDIANS 2,383,835 1,037,949 982,249 2,439,535
134 LMD#4R TERRA VISTA 6,600,073 2,996,998 2,271,771 7,325,300
135 LMD#5 ANDOVER 32,059 3,292 5,048 30,303
136 LMD#6R CARYN COMMUNITY 678,239 547,430 43,680 498,178 771,171
137 LMD#7 NORTH ETIWANDA 1,394,366 1,045,537 1,019,513 1,420,389
138 LMD#8 SOUTH ETIWANDA 80,636 36,372 38,006 79,002
139 LMD#9 LOWER ETIWANDA 1,308,520 716,225 580,362 1,444,383
140 LMD#10 RANCHO ETIWANDA 1,334,527 646,957 539,363 1,442,121
141 LMD#1 CAPITAL REPLACEMENT 259,420 98,709 620 357,509
STREET LIGHTING MAINTENANCE DISTRICTS
151 SLD#1 ARTERIAL $ (3,035,225) $ 895,246 $ 767,335 $ (2,907,313)
152 SLD#2 RESIDENTIAL (2,945,360) 385,299 363,500 458,078 (2,654,639)
153 SLD#3 VICTORIA 35,707 402,598 221,967 216,338
154 SLD#4 TERRA VISTA (70,648) 182,231 239,184 (127,601)
155 SLD#5 CARYN COMMUNITY (421,984) 44,222 68,042 (445,803)
156 SLD#6 INDUSTRIAL AREA (55,325) 147,332 104,285 (12,278)
157 SLD#7 NORTH ETIWANDA (905,936) 134,187 94,400 144,855 (822,204)
158 SLD#8 SOUTH ETIWANDA 1,811,663 127,486 72,460 1,866,689
OTHER MAINTENANCE DISTRICTS
838 AD 91-2 REDEMPTION-DAY CANYON $ 57,668 $ 35,056 $ 26,198 $ 66,526
847 PD 85 CAPITAL REPLACEMENT 318,042 127,618 8,717 436,943
848 PD 85 RED HILL AND HERITAGE PARKS 2,147,764 1,380,343 217,060 1,257,485 2,487,681
868 CFD 2000-03 PARK MAINTENANCE 534,932 515,370 618,415 431,886
875 CFD 2017-01 NORTH ETIWANDA 0 0
876 CFD 2018-01 EMPIRE LAKES 19 231,815 3,736 228,099
877 CFD 2018-01 CAPITAL RESERVE 0 0
(A) On August 16, 2017, the City Council authorized an advance of $14,400,340 from the General Fund to the Street Lighting
Maintenance 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 interfund 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.
PAGE 124
FY 2020/21 Estimated FY 2021/22 Estimated
Estimated Support From Estimated Interfund Fund Balance Budgeted Support From Budgeted Interfund Fund Balance
Revenues General Fund Expenditures Principal* 6/30/2021 Revenues General Fund Expenditures Principal* 6/30/2022
$1,318,830 $ 36,610 $1,523,330 $ 1,296,935 $1,333,260 $ 36,610 $1,480,350 $ 1,186,455
3,788,970 312,190 4,890,020 3,760,724 3,773,740 303,270 4,987,750 2,849,984
370 32,825 0 0
906,050 937,880 2,407,705 912,230 976,900 2,343,035
2,875,640 3,172,960 7,027,980 2,862,640 3,367,660 6,522,960
2,840 6,680 26,463 2,840 8,370 20,933
550,220 50,220 764,860 606,751 562,870 40,090 671,230 538,481
1,022,660 1,225,600 1,217,449 1,013,340 1,354,180 876,609
35,060 61,900 52,162 35,100 42,230 45,032
963,790 756,960 1,651,213 691,700 644,010 1,698,903
645,590 683,230 1,404,481 660,450 842,440 1,222,491
90,810 40,650 407,669 102,320 189,570 320,419
$ 835,610 $1,058,340 $212,130 $(2,917,913) $ 844,210 $ 814,140 $(2,887,843)
378,330 343,530 721,860 216,190 (2,438,449) 396,190 63,610 459,800 (2,438,449)
398,610 333,470 81,170 362,648 398,770 1,556,290 1,307,100 512,228
171,810 177,900 40,960 (92,731) 171,820 653,400 510,010 (64,301)
44,240 47,230 78,470 18,400 (414,403) 44,200 28,920 60,120 (401,403)
140,570 138,870 29,730 19,152 141,690 596,750 480,470 44,562
132,960 87,060 218,870 58,520 (762,534) 132,500 29,400 160,750 (761,384)
95,550 95,100 15,420 1,882,559 95,420 336,140 248,010 1,889,849
$ 34,370 $ 21,160 $ 79,736 $ 27,350 $ 26,170 $ 80,916
128,850 94,050 471,743 132,300 540,720 63,323
1,343,500 56,360 1,203,000 2,684,541 1,346,760 99,990 1,847,440 2,283,851
534,060 571,470 394,476 554,120 516,720 431,876
3,020 1,220 1,800 3,020 1,220 3,600
123,280 351,370 9 216,730 216,710 29
75,510 75,510 97,960 173,470
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rSJFrJ
RANCHO
NCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
REVENUE SUMMARIES
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PAGE 128
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue and Resource Estimates
Revenue projections in the Fiscal Year 2021/22 Adopted Budget are estimated using historical
information, expert analysis, data collected from the State Controller, the State Department of Finance,
the League of California Cities, the San Bernardino County Auditor-Controller's Office, and numerous
financial indicators. Utilizing historical revenue data, a general sense of the economic status of the local
community, and other indicators noted above, the City's budget staff produce a financially conservative
picture of the near future.
Concurrent with the near-term revenue projections, City budget staff, using the same data and historical
data noted above, keep a running five-year forward projection that we use in conjunction with our near-
term estimates to help guide the agency's medium and long-term planning for expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the 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 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.
PAGE 129
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue and Resource Estimates
Vehicle license fees(VLFand 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.
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
PAGE 130
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue and Resource Estimates
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 projected 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.
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
PAGE 131
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue and Resource Estimates
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 Adopted 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.
PAGE 132
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PAGE 133
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Summary by Category — Operating Budget*
Intergovernmental Other
Charges for Services 0.16% 4.39%
5.03%
Use of Money & Prop Transfer In2.63%
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 General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and Library Fund (Fund 290).
**Includes Property Tax In-Lieu of VLF in the amount of $21,903,200 for the General Fund
(Fund 001).
PAGE 134
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Summary by Category - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
001 -GENERAL FUND
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
OTIIER 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
PAGE 135
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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-SB 1473(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&FORFEITURES
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
PAGE 136
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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 SERVICES
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
INTERGOVERNMENTAL
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
PAGE 137
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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 FOR SERVICES
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
PAGE 138
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - Operating Budget
111111116
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
TOTAL INTERGOVERNMENTAL $ 14,000 $ 0 $ 0
OTHER
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 $ 2,103,840 $ 2,036,930 $ 2,175,200
PAGE 139
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 140
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail — Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
TOTAL 290-LIBRARY FUND $ 5,375,736 $ 5,991,700 $ 5,981,960
TOTAL OPERATING BUDGET $ 130,562,962 $ 136,838,510 $ 148,127,510
PAGE 141
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Summary by Category — All Funds
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
PAGE 142
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Summary by Category — All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 143
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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-SB 1473(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 1,000,637 825,000 825,000
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
PAGE 144
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 0 258,890 258,890
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
PAGE 145
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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,t20 $ 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 SB 1186 Cert Access Spec Prog 41,303 40,390 40,390
TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 44,735 $ 42,650 $ 42,120
PAGE 146
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 MAST 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 $ 71060
4402 Unrealized Gain 3,886 0 0
TOTAL 110-BEAUTIFICATION $ 15,983 $ 14,750 $ 7,060
111-PARK LAND ACQUISITION
PAGE 147
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
NEW-
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 148
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 149
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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#3B 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 93B 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
PAGE 150
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 151
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 152
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 153
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 1,237,112 1,515,890 1,584,910
4727 State GF Loan Repmt-HUTA 201,698 0 0
4745 Other Intergov't]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 I 1990-2010 $ 6,159 $ 5,520 $ 1,420
177-MEASURE 12010-2040
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 12010-2040 $ 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-SB1-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
PAGE 154
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 1B STATE FUNDING
4401 Interest Earnings $ 4,981 $ 5,030 $ 2,990
4402 Unrealized Gain 1,848 0 0
TOTAL 194-PROPOSITION 1B 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'tl 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 1B-SLPP
4401 Interest Earnings $ 56 $ 70 $ 30
4402 Unrealized Gain 22 0 0
TOTAL 211-PROP 1B-SLPP $ 78 $ 70 $ 30
214-PEDESTRIAN GRANT/ART 3
4740 Grant Income-Other $ 0 $ 401,200 $ 398,550
PAGE 155
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 156
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 S 0 $ 15,620
4750 Grant Income-Federal 0 0 13,417,770
TOTAL 275-FEDERAL GRANTS FUND $ 0 S 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
PAGE 157
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 158
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
4740 Grant Income-Other 15,370 0 0
TOTAL 370-OTS-"DRINK,DRYVE,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
PAGE 159
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 $ ill $ 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 1.33,090
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
PAGE 160
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 S 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-EQUIP/VEHICLE 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-EQUIP/VEHICLE 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
PAGE 161
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
4540 Intragovernmental 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
PAGE 162
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 163
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenue Detail — All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 164
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenues by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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-RE1MB ST/COUNTY PARKING C1T $ 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 0A HYSSOP 4,390 4,320 0
133-LMD#3B 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
PAGE 165
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenues by Fund
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
137-LMD#7 NORTH ETIWANDA 1,045,537 1,027,510 1,013,340
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 42 RESIDENTIAL 748,799 695,660 459,800
153-SLD 43 VICTORIA 402,598 410,230 398,770
154-SLD 94 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 I 1990-2010 6,159 5,520 1,420
177-MEASURE I 2010-2040 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 1B 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 1 B-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
PAGE 166
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenues by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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 S 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 S 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 S 17,289,140 $ 18,113,360
INTERNAL SERVICE FUNDS
712-EQUIP/VEHICLE 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 S 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
PAGE 167
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Revenues by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 168
rSJFrJ
RANCHO
NCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
EXPENDITURE SUMMARIES
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Summary by Department — Operating Budget*
Building &Safety
Services Engineering Services
1.29% 1.73% Public Works Services
Planning 7.33%
Econ.and Comm. Dev. 1.35%
0.60% Governance
2.19%
Innovation&
Technology
3.66% Police
31.64%
Human Resources
0.60%
Finance
1.33%
Administrative Services
4.08%
Library Services
3.78%
Community Services
5 82% Fire District
32.10%
Records Management Animal Services
0.35% 2.15%
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 General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and Library Fund (Fund 290).
PAGE 170
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Summary by Category — Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 171
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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&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
PAGE 172
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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 ServNet 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
PAGE 173
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 174
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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 S 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
PAGE 175
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
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 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
PAGE 176
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - Operating Budget
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 177
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Summary by Department — All Funds
Public Works Services Governance
11.61% 1.21%
Planning Police
1.58% 18.11 /o
Engineering Services
21.21%
Building and Safety
Services
0.73%
Fire District
Econ. and Comm. Dev. 24.92%
0.42%
Innovation and Animal Services
Technology 1.19%
2.40%
Records Management
Human Resources 0.19%
0.33%
Community Services
Finance Administrative 3.64%
3.00% Services Library Services
6.89% 2.56%
Governance $ 3,243,520
Police 48,527,460
Fire District 66,790,890
Animal Services 3,189,440
Records Management 519,850
Community Services 91741,450
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
PAGE 178
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Summary by Category —All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 179
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 180
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
5304-Contract Serv/Facilities 1,491,623 1,873,500 1,788,670
53 10-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 ServNet 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 1,404,770 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
PAGE 181
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 182
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 183
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
111-PARK LAND ACQUISITION
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
PAGE 184
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 ETTWANDA DRAINAGE $ 25,859 $ 135,630 $ 133,010
118-UPPER ETTWANDA DRAINAGE
5501 -Admin./General Overhead $ 390 $ 220 $ 450
TOTAL UPPER ETTWANDA 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
PAGE 185
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail — All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 S 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 S 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 S 180 $ 260 $ 540
TOTAL ETIWANDA NO.EQUESTRIAN FACIL. S 180 $ 260 $ 540
129-UNDERGROUND UTILITIES
5501-Admin./General Overhead S 3,210 $ 4,060 $ 8,330
5650-Capital Project 0 40,000 0
PAGE 186
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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-lmpry 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
PAGE 187
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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#311 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#3B 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
PAGE 188
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 189
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 190
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 191
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 192
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 193
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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 11990-2010
5501-Admin./General Overhead $ 210 $ 300 $ 440
5650-Capital Project 27,598 0 101,250
TOTAL MEASURE 11990-2010 $ 27,808 $ 300 $ 101,690
PAGE 194
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
177-MEASURE 12010-2040
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 S 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
PAGE 195
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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-C1TYWtDE 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
PAGE 196
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 197
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 198
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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(CA ST LB)
5100-Travel and Meetings $ 0 S 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 S 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 S 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-"DRINK,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
11111111111116
PAGE 199
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 200
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
16
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 201
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
Actual Budget Budget
5216-Solar Net Metering 25,786 0 1,000
5220-Cellular Technology 67,977 84,300 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
PAGE 202
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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-EOUIPNEHICLE 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 EQUtP/VEHICLE REPLACEMENT $ 1,195,443 $ 913,770 $ 805,900
714-COMP EOUIP/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
PAGE 203
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 204
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
16
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 205
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 206
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditure Detail - All Funds
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 207
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditures by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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 181,514 528,120 548,640
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
PAGE 208
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditures by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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-CV WD 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 41 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 44R TERRA VISTA 2,271,771 2,986,970 3,367,660
135-LMD#5 ANDOVER 5,048 7,490 8,370
136-LMD#6R CARYN COMMUNITY 498,178 601,460 671,230
137-LMD#7 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
PAGE 209
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditures by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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 45 CARYN COMMUNITY 68,042 77,820 60,120
156-SLD#61NDUSTRIAL AREA 104,285 143,850 596,750
157-SLD#7 NORTH ETTWANDA 144,855 222,760 160,750
158-SLD 48 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 12010-2040 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
PAGE 210
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Expenditures by Fund
2020/21 2021/22
2019/20 Adopted Adopted
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
PAGE 211
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PAGE 212
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Position by Department - Summary
ADOPTED
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
PAGE213
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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 I 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 I* (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
PAGE214
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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 I 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 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
PAGE215
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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
PAGE216
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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
PAGE217
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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 11 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
PAGE218
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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/Procurement 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
PAGE219
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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 I (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
PAGE220
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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 II* - - 1.00
Executive Assistant II 1.00 1.00 1.00
Management Analyst I* (3) - - 0.25
Plans Examiner I 1.00 1.00 1.00
Plans Examiner II 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 III 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 & Environ. Svcs.** 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 I 1.00 - -
Management Aide 2.00 2.00 2.00
Management Analyst I* (3) 2.00 2.00 2.50
Principal Engineer 1.00 1.00 1.00
Public Services Technician III 2.00 2.00 2.00
Public Works Inspector I 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
PAGE 221
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
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
PAGE 222
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
DEPARTMENT AND POSITION TITLE 2019/20 2020/21 2021/22
PART TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTS)
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
Changes in staffing levels for Fiscal Year 2021/22 Adopted Budget
*Position(s) funded for FY 2021/22
**Position(s) defunded for FY 2021/22
(1) One of the Deputy City Manager (DCM) positions will be upgraded at mid-year to an Assistant City
position. For budgetary purposes, the DCM/Civic & Cultural Services position was chosen to reflect this
upgrade. However, the actual upgrade may occur with a different DCM 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
PAGE 223
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RANCHO
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CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
FUND BALANCE SUMMARIES
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PAGE226
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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.
PAGE 227
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Spendable Fund Balances
Estimated Estimated
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2021 Revenues Transfers In Transfers Out Expenditures June 30, 2022
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001-GENERAL FUND $ 30,815,260 $ 93,437,500 $ 1,722,910 $ 3,827,870 $ 91,332,540 $ 30,815,260
TOTAL GENERAL FUND $ 30,815,260 $ 93,437,500 $ 1,722,910 $ 3,827,870 $ 91,332,540 $ 30,815,260
OTHER GENERAL FUNDS
003-REIMB ST/COUNTY PARKING CIT $ 4,132 $ 109,650 $ - $ - $ 109,650 $ 4,132
006-CVWD REIMBURSEMENTS 859,955 633,470 390,510 215,110 887,805
016-COMM DEV TECHNICAL SRVCS FUND 3,863,278 387,830 - 56,500 4,194,608
017-LAW ENFORCEMENT RESERVE 5,845,688 68,850 - 533,900 5,380,638
018-TRAFFIC SAFETY 48,316 339,350 - - 339,350 48,316
020-CITY TECHNOLOGY FEE FUND 2,000,531 335,110 - - 145,910 2,189,731
022-MOBILE HOME PARK PROGRAM 195,607 34,940 - - 32,320 198,227
023-SB1186 CERT ACCESS SPEC PROG 174,019 42,120 - - 5,770 210,369
025-CAPITAL RESERVE 65,505,814 794,100 1,220,460 1,359,170 5,799,450 60,361,754
073-BENEFITS CONTINGENCY 2,698,985 39,130 - - 917,830 1,820f285
TOTAL OTHER GENERAL FUNDS $ 81,196,325 $ 2,784,550 $ 1,220,460 $ 1,749,680 $ 8,155,790 $ 75,295,865
SPECIAL REVENUE
100-ASSESSMENT DISTRICTS ADMIN $ 833,442 $ 968,400 $ $ - $ 1,064,140 $ 737,702
101-AD 93-1 MASI COMMERCE CENTER 312,241 180 - 180 312,241
105-AB2766 AIR QUALITY IMPROVEMENT 579,607 240,010 - - 334,520 485,097
109-PUBLIC ART TRUST FUND 582,795 104,680 - - 45,040 642,435
110-BEAUTIFICATION 597,252 7,060 - - 15,790 588,522
111-PARK LAND ACQUISITION 5,495,576 1,054,420 - - 2,480 6,547,516
112-DRAINAGE FAC/GENERAL 1,098,206 533,050 - - 328,970 1,302,286
113-COMMUNITY/REC CENTER DEVELPMNT 1,998,712 539,430 - 910 2,537,232
114-DRAINAGE-ETIWANDA/SAN SEVAINE 278,119 3,090 - 250 280,959
115-HENDERSON/WARDMAN DRAINAGE 977,396 - - 360 977,036
116-ETIWANDA DRAINAGE 2,067,975 23,880 - 133,010 1,958,845
118-UPPER ETIWANDA DRAINAGE 607,949 7,030 - 450 614,529
119-PARK IMPROVEMENT 3,025,210 828,700 - 750 3,853,160
120-PARK DEVELOPMENT 7,949,066 92,700 - 1,096,290 6,945,476
122-SOUTH ETIWANDA DRAINAGE 1,112,575 12,840 - 800 1,124,615
123-LIBRARY IMPACT FEE 1,048,855 226,170 - 260 1,274,765
124-TRANSPORTATION 42,292,305 6,253,220 - 9,638,710 38,906,815
125-ANIMAL CENTER IMPACT FEE 208,087 47,230 - - 60 255,257
126-LOWER ETIWANDA DRAINAGE 706,228 8,150 - - 480 713,898
127-POLICE IMPACT FEE 768,792 165,240 - - 170,200 763,832
128-ETIWANDA NO. EQUESTRIAN FACIL. 721,286 8,320 - - 540 729,066
129-UNDERGROUND UTILITIES 11,732,765 221,020 - - 8,330 11,945,455
130-LMD#1 GENERAL CITY 1,367,197 1,306,820 63,050 90,000 1,390,350 1,256,717
131-LMD#2 VICTORIA 4,691,492 3,773,740 303,270 - 4,987,750 3,780,752
133-LMD#3B MEDIANS 2,479,079 912,230 - - 976,900 2,414,409
134-LMD#4R TERRA VISTA 7,542,695 2,862,640 - 3,367,660 7,037,675
135-LMD#5 ANDOVER 28,716 2,840 - - 8,370 23,186
136-LMD#6R CARYN COMMUNITY 723,300 562,870 40,090 - 671,230 655,030
137-LMD#7 NORTH ETIWANDA 1,313,430 1,013,340 - - 1,354,180 972,590
138-LMD#8 SOUTH ETIWANDA 66,207 35,100 - - 42,230 59,077
139-LMD#9 LOWER ETIWANDA 1,701,109 691,700 - - 644,010 1,748,799
140-LMD#10 RANCHO ETIWANDA 1,462,568 660,450 - - 842,440 1,280,578
141-LMD 1 CAPITAL REPLACEMENT FUND 447,703 4,380 97,940 - 189,570 360,453
150-GENERAL CITY STREET LIGHTS - - 354,830 - 354,830 -
151-SLD#1 ARTERIAL 685,649 836,270 7,940 113,200 700,940 715,719
152-SLD#2 RESIDENTIAL 1,042,796 377,680 82,120 110,860 348,940 1,042,796
153-SLD#3 VICTORIA 1,697,631 398,770 - 43,960 1,512,330 540,111
154-SLD#4 TERRA VISTA 577,605 171,820 20,410 632,990 96,025
PAGE 228
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Spendable Fund Balances
Estimated Estimated
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2021 Revenues Transfers In Transfers Out Expenditures June 30, 2022
155-SLD#5 CARYN COMMUNITY (118,217) 44,200 28,920 9,690 50,430 (105,217)
156-SLD#6 INDUSTRIAL AREA 511,303 141,690 - 15,170 581,580 56,243
157-SLD#7 NORTH ETIWANDA 178,552 132,500 29,400 30,720 130,030 179,702
158-SLD#8 SOUTH ETIWANDA 2,112,407 95,420 - 10,820 325,320 1,871,687
174-STATE GAS TAX 11,621,443 4,687,510 - 7,057,210 9,251,743
176-MEASURE I 1990-2010 100,270 1,420 101,690 -
177-MEASURE I 2010-2040 4,310,225 3,607,210 2,996,710 4,920,725
178-SB 140 36,537 - - 36,537
179-ROAD MAINT&REHAB ACCT 5,267,161 3,556,460 4,482,910 4,340,711
181-SB 1-TCEP - 12,500,650 12,500,650 -
182-AB 2928 TRAFFIC CONGEST RELIEF 292,690 - - 292,690
186-FOOTHILL BLVD MAINTENANCE (1,433) - - - (1,433)
188-INTEGRATED WASTE MANAGEMENT 4,409,702 1,833,520 218,390 1,375,700 4,649,132
194-PROPOSITION 1B STATE FUNDING 258,033 2,990 - 200 260,823
195-STATE ASSET SEIZURE 72,696 880 - 2,680 15,470 55,426
196-CA ASSET SEIZURE 15% 3,869 30 2,680 - 3,050 3,529
198-CITYWIDE INFRASTRUCTURE IMPRV 26,036,110 1,200,890 - - 163,800 27,073,200
204-COMMUNITY DEVELOPMENT BLK GRNT 766,964 1,838,390 - - 1,838,390 766,964
209-FEDERAL SAFETEA-LU 484,346 2,140 - - - 486,486
211-PROP 1B-SLPP 42,982 30 - - - 43,012
214-PEDESTRIAN GRANT/ART 3 (9,236) 398,550 - - 398,550 (9,236)
215-ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - (96)
218-PUBLIC RESRCE GRNTS/HEALTHY RC - - - - -
225-CA RECYC/LITTER REDUCTION GRNT 52,332 43,240 - 59,690 35,882
226-USED OIL RECYCLING GRANT 365 - - - 365
227-USED OIL RECYCLING PROGRAM 18,618 19,540 - 50,200 (12,042)
234-SAFE ROUTES TO SCHOOL PROGRAM - - - -
239-FEDERAL GRANT FUNDS-DREIER (61) - (61)
258-SENIOR OUTREACH GRANT (5,267) - - (5,267)
272-FREEDOM COURTYARD RSRC GRANTS 49 - - 49
274-STATE GRANTS FUND - 2,686,760 2,686,760 -
275-FEDERAL GRANTS FUND 13,417,765 13,433,390 - - 26,851,155
290-LIBRARY FUND 8,324,106 5,981,960 500,000 5,104,780 8,701,286
291-CA STATE LIBRARY 116,040 20,000 - 29,680 106,360
292-STAFF INNOVATION FD(CA ST LB) 263,547 3,020 7,750 258,817
302-LIBRARY SERVICES&TECH.ACT - - - -
310-PUBLIC LIBRARY BOND ACT-2000 32,524 - - - 32,524
329-LIBRARY CAPITAL FUND 2,161,446 16,840 500,000 1,225,710 1,452,576
340-DRUG ABATEMENT ACT 29,740 - - - 29,740
354-COP'S PROGRAM GRANT-STATE 987,441 437,390 308,520 1,116,311
356-JUSTICE ASSIST GRNT(JAG)ARRA 33 - - 33
361-JUSTICE ASSISTANCE GRANT(JAG) - 18,060 18,060 -
381-HOMELAND SECURITY GRANT-POLICE - 68,000 - 68,000 -
383-EMERGENCY MGMT PERFORMNCE GRNT - 26,730 - 26,730 -
396-HOUSING SUCCESSOR AGENCY 2,561,281 34,820 - 387,200 2,208,901
838-AD 91-2 REDEMPTION-DAY CANYON 78,873 27,350 - 26,170 80,053
847-PD 85 CAPITAL REPLACEMENT FUND 506,318 4,920 127,380 - 540,720 97,898
848-PD 85 REDEMPTION FUND 2,685,046 1,334,860 111,890 116,800 1,730,640 2,284,356
868-CFD 2000-03 PARK MAINTENANCE 508,727 554,120 - 516,720 546,127
875-CFD 2017-01 NO. ETIWANDA 1,796 3,020 - 1,220 3,596
876-CFD 2018-01 EMPIRE LAKES 2,443 216,730 - 180,360 36,350 2,463
877-CFD 2018-01 CAPITAL RESERVE 75,468 910 97,050 - - 173,428
TOTAL SPECIAL REVENUE $199,016,554 $ 79,931,610 $ 1,846,560 $ 1,463,060 $ 75,713,830 $203,617,834
PAGE 229
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Spendable Fund Balances
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 $ 13,980 $ 170 $ $ - $ 10 $ 14,140
602-AD 84-1 DAY CREEK/MELLO 1,195,268 13,790 - 890 1,208,168
606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - (41,128)
607-CFD 2000-01 SOUTH ETIWANDA 63 - - - 63
612-CFD 2001-01 644,524 35,360 - 2,020 677,864
614-CFD 2003-01 PROJECT FUND 180,700 20 60 180,660
615-CFD 2003-01 CULTURAL CENTER 12,212 30 - 12,242
617-CFD 2004-01 RANCHO ETIWANDA ES 50,267 70 - - 50,337
680-CFD 2006-01 VINTNER'S GROVE 1,848 30 - - 1,878
681-CFD 2006-02 AMADOR ON ROUTE 66 6,452 60 - - - 6,512
TOTAL CAPITAL PROJECTS $ 2,064,186 $ 49,530 $ - $ $ 2,980 $ 2,110,736
ENTERPRISE FUNDS
700-SPORTS COMPLEX $ - $ 418,220 $ 2,005,520 $ - $ 2,423,740 $ -
705-MUNICIPAL UTILITY 13,378,241 13,810,330 - 1,414,010 11,481,180 14,293,381
706-UTILITY PUBLIC BENEFIT FUND 353,493 304,040 - 451,260 206,273
708-RCMU CAPITAL REPLACEMENT FUND 7,552,613 66,000 - 4,130 7,614,483
709-RCMU CAP AND TRADE FUND 2,737,362 425,000 - - 250 3,162,112
711-FIBER OPTIC NETWORK 9,246,959 146,950 937,300 - 1,383,160 8,948,049
TOTAL ENTERPRISE FUNDS $ 33,268,668 $ 15,170,540 $ 2,942,820 $ 1,414,010 $ 15,743,720 $ 34,224,298
INTERNAL SERVICE FUNDS
712-EQUIP/VEHICLE REPLACEMENT $ 1,501,278 $ 547,010 $ 300,000 $ - $ 805,900 $ 1,542,388
714-COMP EQUIP/TECH REPLCMENT FUND 3,040,336 612,580 527,340 - 1,000,910 3,179,346
TOTAL INTERNAL SERVICE FUNDS $ 4,541,614 $ 1,159,590 $ 827,340 $ - $ 1,806,810 $ 4,721,734
TOTAL CITY OF RANCHO CUCAMONGA $350,902,607 $192,533,320 $ 8,560,090 $ 8,454,620 $192,755,670 $350,785,727
R.C.FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281-FIRE FUND $ 43,605,013 $ 38,050,430 $ - $ 2,175,200 $ 35,875,230 $ 43,605,013
282-COMMUNITY FACILITIES DIST85-1 4,123,251 6,340,660 - - 7,000,470 3,463,441
283-COMMUNITY FACILITIES DIST 88-1 - 418,850 2,175,200 - 2,594,050 -
285-FIRE TECHNOLOGY FEE FUND 25,119 210 - - 210 25,119
288-FIRE PROTECTION CAPITAL FUND 40,033,091 10,028,790 - 105,470 19,013,530 30,942,881
TOTAL SPECIAL REVENUE $ 87,786,474 $ 54,838,940 $ 2,175,200 $ 2,280,670 $ 64,483,490 $ 78,036,454
TOTAL R.C.FIRE PROTECTION DISTRICT $ 87,786,474 $ 54,838,940 $ 2,175,200 $ 2,280,670 $ 64,483,490 $ 78,036,454
TOTAL ALL FUNDS $438,689,081 $247,372,260 $ 10,735,290 $ 10,735,290 $257,239,160 $428,822,181
PAGE 230
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance $
July 1, 2021 June 30, 2022 Change Change Reason for Changes>$500,000 and 10%
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001-GENERAL FUND $ 30,815,260 $ 30,815,260 $ 0.00%
TOTAL GENERAL FUND $ 30,815,260 $ 30,815,260 $ 0.00%
OTHER GENERAL FUNDS
003-REIMB ST/COUNTY PARKING CIT $ 4,132 $ 4,132 $ 0.00%
006-CVWD REIMBURSEMENTS 859,955 887,805 27,850 3.24%
016-COMM DEV TECHNICAL SRVCS FUND 3,863,278 4,194,608 331,330 8.58%
017-LAW ENFORCEMENT RESERVE 5,845,688 5,380,638 (465,050) -7.96%
018-TRAFFIC SAFETY 48,316 48,316 - 0.00%
020-CITY TECHNOLOGY FEE FUND 2,000,531 2,189,731 189,200 9.46%
022-MOBILE HOME PARK PROGRAM 195,607 198,227 2,620 1.34%
023-SB1186 CERT ACCESS SPEC PROG 174,019 210,369 36,350 20.89%
Use of funds accumulated over a period
025-CAPITAL RESERVE 65,505,814 60,361,754 (5,144,060) -7.85% of time
Use of funds accumulated over a period
073-BENEFITS CONTINGENCY 2,698,985 1,820,285 (878,700) -32.56% of time
TOTAL OTHER GENERAL FUNDS $ 81,196,325 $ 75,295,865 $(5,900,460) -7.27%
SPECIAL REVENUE
100 ASSESSMENT DISTRICTS ADMIN $ 833,442 $ 737,702 $ (95,740) -11.49%
101 AD 93-1 MASI COMMERCE CENTER 312,241 312,241 - 0.00%
105 AB2766 AIR QUALITY IMPROVEMENT 579,607 485,097 (94,510) -16.31%
109 PUBLIC ART TRUST FUND 582,795 642,435 59,640 10.23%
110 BEAUTIFICATION 597,252 588,522 (8,730) -1.46%
Results of operations,for use in future
111-PARK LAND ACQUISITION 5,495,576 6,547,516 1,051,940 19.14% period
112-DRAINAGE FAC/GENERAL 1,098,206 1,302,286 204,080 18.58%
Results of operations,for use in future
113-COMMUNITY/REC CENTER DEVELPMNT 1,998,712 2,537,232 538,520 26.94% period
114-DRAINAGE-ETIWANDA/SAN SEVAINE 278,119 280,959 2,840 1.02%
115-HENDERSON/WARDMAN DRAINAGE 977,396 977,036 (360) -0.04%
116-ETIWANDA DRAINAGE 2,067,975 1,958,845 (109,130) -5.28%
118-UPPER ETIWANDA DRAINAGE 607,949 614,529 6,580 1.08%
Results of operations,for use in future
119-PARK IMPROVEMENT 3,025,210 3,853,160 827,950 27.37% period
Use of funds accumulated over a period
of time for capital projects and Parks
120-PARK DEVELOPMENT 7,949,066 6,945,476 (1,003,590) -12.63% Master Plan
122-SOUTH ETIWANDA DRAINAGE 1,112,575 1,124,615 12,040 1.08%
123-LIBRARY IMPACT FEE 1,048,855 1,274,765 225,910 21.54%
124-TRANSPORTATION 42,292,305 38,906,815 (3,385,490) -8.00%
125-ANIMAL CENTER IMPACT FEE 208,087 255,257 47,170 22.67%
126-LOWER ETIWANDA DRAINAGE 706,228 713,898 7,670 1.09%
127-POLICE IMPACT FEE 768,792 763,832 (4,960) -0.65%
128-ETIWANDA NO. EQUESTRIAN FACIL. 721,286 729,066 7,780 1.08%
129-UNDERGROUND UTILITIES 11,732,765 11,945,455 212,690 1.81%
130-LMD#1 GENERAL CITY 1,367,197 1,256,717 (110,480) -8.08%
Use of funds accumulated over a period
131-LMD#2 VICTORIA 4,691,492 3,780,752 (910,740) -19.41% of time for capital projects
133-LMD#3B MEDIANS 2,479,079 2,414,409 (64,670) -2.61%
134-LMD#4R TERRA VISTA 7,542,695 7,037,675 (505,020) -6.70%
135-LMD#5 ANDOVER 28,716 23,186 (5,530) -19.26%
136-LMD#6R CARYN COMMUNITY 723,300 655,030 (68,270) -9.44%
137-LMD#7 NORTH ETIWANDA 1,313,430 972,590 (340f840) -25.95%
138-LMD#8 SOUTH ETIWANDA 66,207 59,077 (7,130) -10.77%
139-LMD#9 LOWER ETIWANDA 1,701,109 1,748,799 47,690 2.80%
140-LMD#10 RANCHO ETIWANDA 1,462,568 1,280f578 (181,990) -12.44%
141-LMD 1 CAPITAL REPLACEMENT FUND 447,703 360,453 (87,250) -19.49%
150-GENERAL CITY STREET LIGHTS - - - 0.00%
151-SLD#1 ARTERIAL 685,649 715,719 30,070 4.39%
152-SLD#2 RESIDENTIAL 1,042,796 1,042,796 - 0.00%
PAGE 231
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance $ %
July 1,2021 June 30,2022 Change Change Reason for Changes>$500,000 and 10%
Full repayment of remaining balance
153-SLD#3 VICTORIA 1,697,631 540,111 (1,157,520) -68.18% of interfund loan for street lights purchase
154-SLD#4 TERRA VISTA 577,605 96,025 (481,580) -83.38%
155-SLD#5 CARYN COMMUNITY (118,217) (105,217) 13,000 -11.00%
156-SLD#6 INDUSTRIAL AREA 511,303 56,243 (455,060) -89.00%
157-SLD#7 NORTH ETIWANDA 178,552 179,702 1,150 0.64%
158-SLD#8 SOUTH ETIWANDA 2,112,407 1,871,687 (240f720) -11.40%
Use of funds accumulated over a period
174-STATE GAS TAX 11,621,443 9,251,743 (2,369,700) -20.39% of time for capital projects
176-MEASURE I 1990-2010 100,270 - (100,270) -100.00%
Results of operations,for use in future
177-MEASURE I 2010-2040 4,310,225 4,920,725 610,500 14.16% period
178-SB 140 36,537 36,537 - 0.00%
Use of funds accumulated over a period
179-ROAD MAINT&REHAB ACCT 5,267,161 4,340,711 (926,450) -17.59% of time for capital projects
181-SB1-TCEP - - 0.00%
182-AB 2928 TRAFFIC CONGEST RELIEF 292,690 292,690 0.000/0
186-FOOTHILL BLVD MAINTENANCE (1,433) (1,433) 0.00%
188-INTEGRATED WASTE MANAGEMENT 4,409,702 4,649,132 239,430 5.43%
194-PROPOSITION 1B STATE FUNDING 258,033 260,823 2,790 1.08%
195-STATE ASSET SEIZURE 72,696 55,426 (17,270) -23.76%
196-CA ASSET SEIZURE 15% 3,869 3,529 (340) -8.79%
198-CITYWIDE INFRASTRUCTURE IMPRV 26,036,110 27,073,200 1,037,090 3.98%
204-COMMUNITY DEVELOPMENT BLK GRNT 766,964 766,964 - 0.000/0
209-FEDERAL SAFETEA-LU 484,346 486,486 2,140 0.44%
211-PROP 1B-SLPP 42,982 43,012 30 0.07%
214-PEDESTRIAN GRANT/ART 3 (9,236) (9,236) - 0.00%
215-ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) 0.00%
218-PUBLIC RESRCE GRNTS/HEALTHY RC - - 0.00%
225-CA RECYC/LITTER REDUCTION GRNT 52,332 35,882 (16,450) -31.43%
226-USED OIL RECYCLING GRANT 365 365 - 0.00%
227-USED OIL RECYCLING PROGRAM 18,618 (12,042) (30f660) -164.68%
234-SAFE ROUTES TO SCHOOL PROGRAM - - - 0.00%
239-FEDERAL GRANT FUNDS-DREIER (61) (61) - 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 2021-50%received
275-FEDERAL GRANTS FUND 13,417,765 26,851,155 13,433,390 100.12% in FY 2020/21; 50%received in FY 2021/22
290-LIBRARY FUND 8,324,106 8,701,286 377,180 4.53%
291-CA STATE LIBRARY 116,040 106,360 (9,680) -8.34%
292-STAFF INNOVATION FD(CA ST LB) 263,547 258,817 (4,730) -1.79%
302-LIBRARY SERVICES&TECH.ACT - - 0.00%
310-PUBLIC LIBRARY BOND ACT-2000 32,524 32,524 0.00%
Use of funds accumulated over a period
329-LIBRARY CAPITAL FUND 2,161,446 1,452,576 (708,870) -32.80% of time for capital project
340-DRUG ABATEMENT ACT 29,740 29,740 - 0.00%
354-COP'S PROGRAM GRANT-STATE 987,441 1,116,311 128,870 13.05%
356-JUSTICE ASSIST GRNT(JAG)ARRA 33 33 - 0.00%
361-JUSTICE ASSISTANCE GRANT(JAG) - - 0.00%
381-HOMELAND SECURITY GRANT-POLICE - 0.00%
383-EMERGENCY MGMT PERFORMNCE GRNT - - 0.00%
396-HOUSING SUCCESSOR AGENCY 2,561,281 2,208,901 (352,380) -13.76%
838-AD 91-2 REDEMPTION-DAY CANYON 78,873 80,053 1,180 1.50%
847-PD 85 CAPITAL REPLACEMENT FUND 506,318 97,898 (408,420) -80.66%
848-PD 85 REDEMPTION FUND 2,685,046 2,284,356 (400,690) -14.92%
868-CFD 2000-03 PARK MAINTENANCE 508,727 546,127 37,400 7.35%
PAGE 232
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance $ %
July 1, 2021 June 30,2022 Change Change Reason for Changes>$500,000 and 10%
875-CFD 2017-01 NO. ETIWANDA 1,796 3,596 1,800 100.22%
876-CFD 2018-01 EMPIRE LAKES 2,443 2,463 20 0.82%
877-CFD 2018-01 CAPITAL RESERVE 75,468 173,428 97,960 129.80%
TOTAL SPECIAL REVENUE $199,016,554 $203,617,834 $ 4,601,280 2.31%
CAPITAL PROJECTS
600-AD 82-1 6TH ST INDUSTRIAL $ 13,980 $ 14,140 $ 160 1.14%
602-AD 84-1 DAY CREEK/MELLO 1,195,268 1,208,168 12,900 1.08%
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 2001-01 644,524 677,864 33,340 5.17%
614-CFD 2003-01 PROJECT FUND 180,700 180,660 (40) -0.02%
615-CFD 2003-01 CULTURAL CENTER 12,212 12,242 30 0.25%
617-CFD 2004-01 RANCHO ETIWANDA ES 50,267 50,337 70 0.14%
680-CFD 2006-01 VINTNER'S GROVE 1,848 1,878 30 1.62%
681-CFD 2006-02 AMADOR ON ROUTE 66 6,452 6,512 60 0.93%
TOTAL CAPITAL PROJECTS $ 2,064,186 $ 2,110,736 $ 46,550 2.26%
ENTERPRISE FUNDS
700-SPORTS COMPLEX $ - $ - $ - 0.00%
705-MUNICIPAL UTILITY 13,378,241 14,293,381 915,140 6.84%
706-UTILITY PUBLIC BENEFIT FUND 353,493 206,273 (147,220) -41.65%
708-RCMU CAPITAL REPLACEMENT FUND 7,552,613 7,614,483 61,870 0.82%
709-RCMU CAP AND TRADE FUND 2,737,362 3,162,112 424,750 15.52%
711-FIBER OPTIC NETWORK 9,246,959 8,948,049 (298,910) -3.23%
TOTAL ENTERPRISE FUNDS $ 33,268,668 $ 34,224,298 $ 955,630 2.87%
INTERNAL SERVICE FUNDS
712-EQUIP/VEHICLE REPLACEMENT $ 1,501,278 $ 1,542,388 $ 41,110 2.74%
714-COMP EQUIP/TECH REPLCMENT FUND 3,040,336 3,179,346 139,010 4.57%
TOTAL INTERNAL SERVICE FUNDS $ 4,541,614 $ 4,721,734 $ 180,120 3.97%
TOTAL CITY OF RANCHO CUCAMONGA $350f9O2,607 $350,785,727 $ (116,880) -0.03%
R.C.FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281-FIRE FUND $ 43,605,013 $ 43,605,013 $ - 0.00%
Use of funds accumulated over a period
282-COMMUNITY FACILITIES DIST 85-1 4,123,251 3,463,441 (659,810) -16.00% of time
283-COMMUNITY FACILITIES DIST 88-1 - - 0.00%
285-FIRE TECHNOLOGY FEE FUND 25,119 25,119 0.00%
Use of funds accumulated over a period
288-FIRE PROTECTION CAPITAL FUND 40,033,091 30,942,881 (9,090,210) -22.71% of time
TOTAL SPECIAL REVENUE $ 87,786,474 $ 78,036,454 $(9,750,020) -11.11%
TOTAL R.C.FIRE PROTECTION DISTRICT $ 87,786,474 $ 78,036,454 $(9,750,020) -11.11%
TOTAL ALL FUNDS $438,689,081 $428,822,181 $(9,866,900) -2.25%
PAGE 233
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PAGE234
rSJFrJ
RANCHO
NCAMONGA
CALIFORNIA
DEPARTMENTAL
BUDGET DETAILS
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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, nonprofits, 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.
PAGE 236
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Council — Department Budget Summary
Adopted Adopted
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 - - -
Su btota I - - -
AII 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
PAGE237
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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 Highlights
• Maintain an accurate record of City Council proceedings and official City documents
• Administer the Oath of Office
ti�L
PAGE238
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Clerk — Department Budget Summary
Adopted Adopted
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 - - -
Su btota 1 2,057 1,940 1,980
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Su btota I - - -
AII 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,OS7 $ 1,940 $ 1,980
Staffing Summary (Budgeted)
Full Time - - -
Part Time 1.00 1.00 1.00
Total Staffing 1.00 1.00 1.00
PAGE239
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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 Budget Highlights
• 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
PAGE 240
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Treasurer— Department Budget Summary
Adopted Adopted
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 - - -
Su btota 1 12,079 12,300 6,140
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Su btota I - - -
AII 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 $ 12,079 $ 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
PAGE 241
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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-
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
PAGE 242
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Management — Department Budget Summary
Adopted Adopted
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 -
AII 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 $ 2,578,691 $ 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
PAGE 243
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
City Management — Performance Measures
City Council Core Values
Equitable prosperity for O Providing and nurturing a high rjyjyj� Continuous Intentionally embracing and
all quality of life for all F� improvement 0 anticipating the future
e Building and preserving a family- Promoting and enhancing a safe and FEW
seeking and respectfully
oriented atmosphere healthy community for all considering all public input
44-00 Working together cooperatively and respectfully with each other,staff,and all stakeholders
Strive towards a greener, cleaner Rancho Cucamonga by adopting
1 policies and implementing programs and strategies that advance ✓ ✓ ✓ ✓
environmental sustainability in the community and in City operations
Offer a wide variety of classes, activities, and special programs that
2 encourage healthy eating and active living, with a special emphasis on ✓ ✓ ✓ ✓ ✓
reaching at risk populations(e.g., low income)
3 Continue to operate the Legislative Advocacy Program to ensure the ✓ ✓ ✓
Cit 's interests are heard at the local state and federal level
Support all programs, services, and initiatives by increasing community
4 awareness and promoting the City as a premier place to live, work, and ✓ ✓
Dlav in the Inland Empire
Provide equitable enforcement of the Municipal Code, seeking cost
5 recovery when appropriate,to maintain and improve the quality of life ✓ ✓ ✓ ✓ ✓ ✓
for residents, businesses, and guests in Rancho Cucamonga
Department
Goal# i
Percent of DC Fast Charger sessions achieving daily goal 1 23% 44% 70%
Daily goal of 5 charge sessions
Percent of extremely low to moderate income 2 65% 87%** 75%
participants in healthy eating programs
Percent of advocacy success rate
Measures the outcome of legislative bill in 3 43% 57% 70%
comparison with the 0 's official position
Community Engagement
➢ Number of social media followers 39,559 43,699 47,839
Includes Facebook, Tnstagram, and Twitter
➢ Percent increase/(decrease) in social media 4 33% 11% 10%
followers
➢ Number of City website views 259,200 241,620*** 245,000***
➢ Percent increase/(decrease)of City website
* (7%)*** 1%
views
Percent of Community Improvement cases resolved by 5 69% 84% 89%
notification without enforcement
*Data not available
**Percentage is significantly higher due to COVID-19 Pandemic
***Number is lower due to the COVID-19 Pandemic
PAGE 244
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
City • • the Community
Healthy RC
Community Affairs
City Management Legislative Affairs
Administration
PAGE 245
Community Improvement
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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 servicesto 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 Highlights
• 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; 4t" Street and Etiwanda Avenue; and 8t" Street and Vineyard
Avenue
PAGE 246
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Police (Contract) — Department Budget Summary
Adopted Adopted
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 -
Su btota 1 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
Su btota 1 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
PAGE 247
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Police (Contract) — Performance Measures
City Council Core Values
Equitable prosperity for O Providing and nurturing a high ijyjy� Continuous Intentionally embracing and
all quality of life for all 4 improvement 0 anticipating the future
eBuilding and preserving a family- Promoting and enhancing a safe and Actively seeking and respectfully
oriented atmosphere healthy community for all considering all public input
Working together cooperatively and respectfully with each other,staff,and all stakeholders
0
To maintain order and security in the community through effective
1 deployment of officers and equipment throughout the City and by ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
responding to calls for service on a 24/7 basis
Department Performance Measures Dept. Actuall* Actuall* Target**
Goal # 2019/20 2020/21 2021/22
Maintain appropriate levels of response times to calls for
service
➢ Number of calls for service 1 151,562 142,667 151,016
➢ Response time for emergency calls 4:19 4:09 4:20
Maintain Part One (Murder, Rape, Robbery Aggravated
Assault, Burglary, etc.) and Two Crimes(Forgery,
Counterfeit, Fraud, Stolen Property,Vandalism, etc.) per
1,000 population at equal to existing levels
➢ Number of Part One Crimes 1 4,553 4,293 4,679
➢ Number of Part One Crimes per 1,000 population 25.94 24.51 26.72
➢ Number of Part Two Crimes 5,639 5,081 5,585
➢ Number of Part Two Crimes per 1,000 population 32.13 29.01 31.82
Maintain traffic collisions per 1,000 population equal to
existing levels 1
➢ Number of traffic collision reports processed 1,432 910 1,325
➢ Number of traffic collisions per 1,000 population 8.16 5.20 7.57
Maintain reports and calls for service per officer equal to
existing levels
➢ Number of reports processed 1 16,222 13,618 15,799
➢ Number of reports per sworn position 115 97 112
➢ Number of calls for service per sworn position 1,075 1,012 1,071
Number of Arrests 1 4,925 3,341 4,503
*Performance Measure data reported for Fiscal Years 2019/20 and 2020/21 reflect/based on official data for calendar years
2019 and 2020, respectively. Decrease in certain Performance Measures for FY 2020/21 may be attributable to the COVID-19
Pandemic
**Performance Measure data reported for Fiscal Year 2021/22 reflect/based on average official data for last five calendar years
PAGE 248
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
' • • • the Community
Emergency Response
Patrol
Two I(9's
Volunteers
Citizen Advisory
Crime Prevention
Public In ormation
Officer
Neighborhood Watch
Targeted Proactive
Enforcement to Reduce
Collisions
TrafFc Safety ■
Bicycle Safety Classes
Police {Contract}
dedicated DUI Enforcement
Felony Case Fallow-up
Investigations Crime Analyst
Pawn Shop Liaison
Victoria Gardens Retail Theft Investigations
Mu tip a En orcement Team
Children and Family
5ervices�Adult Protective
Services
Special Units Solution Oriented Policing
Team
PAGE 249
Crime Free Multi-Housing
Active Shooter Program
School Resource OfFcers
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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. The Prevention Bureau reduces
risk and eliminates hazards through fire prevention, inspection, wildland
fire threat reduction, and public education/community outreach.
I 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
LS
remain cutting edge through innovative, passionate, and fiscally responsible 77
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 1 fire engine
• Upgrade the QI Nurse from part-time to full-time
• Partner with the City to fund crossing guard services
• 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
PAGE 250
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Fire District — Department Budget Summary
Adopted Adopted
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 3991990 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 3991990 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
PAGE 251
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Fire District — Performance Measures
City Council Core Values
Equitable prosperity for O Providing and nurturing a higher Continuous Intentionally embracing and
all quality of life for all 4/�'' improvement 0 anticipating the future
eBuilding and preserving a family- Promoting and enhancing a safe and Actively seeking and respectfully
oriented atmosphere 0 healthy community for all who considering all public input
Working together cooperatively and respectfully with each other,staff,and all stakeholders
Alignment with
City
uncil Core Values
Ell �. or
1 Provide vital fire and life safety services to the community in ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
an efficient and effective manner
Assure that all personnel receive comprehensive training,
2 consistent with the highest professional standards of the fire ✓ ✓ ✓ ✓ ✓
service
3 Encourage community participation in fire safety and ✓ ✓ ✓ ✓ ✓ ✓
emergency preparedness
Dept.
i2021/22
Average response time at 90th percentile 1 0:08:47 0:08:47 0:08:45
Measurement of turnout and travel time to incidents
Percent of cardiac patients with pulsatile rhythms 1 33% 42% 45%
upon delivery to a hospital
Number of incidents
Includes fires, emergency medical services, 1 16,545 16,907 17,000
hazardous materials, technical rescue, extrication,
public assist alarms and false alarms, and other
Fires contained to room of origin 1 68% 63% 65%
Number of inspections
Includes building, business, and weed abatement 1 5,080 4,308 4,800
Inspections
Total personnel training hours 2 27,791 23,578** 27,000
Community members trained with public
education events 3 414 186** 250**
Includes in-person and virtual training
Community engagement through social media
interactions 3 3,370,746* 2,832,466 3,000,000
Includes Likes, Shares, and Comments on
Facebook, Instagram, and Twitter
*Number is significantly higher due to a viral post that generated a significant amount of positive attention from social media
users(birth of 9 Fire District babies)
**Numbers are significantly lower due to the COVID-19 Pandemic
PAGE 252
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal '• 121/22 Adopted Budget
Fire District — Services to the Community
Fire Supression Structural I
Wildland Front Country
Fire Investigations
PAGE 253
Emergency Response Emergency Medical Services
' Technical Rescue Haz Mat Tactical
Response
Response Planning
Ready RC
Mitigation
Preparedness
Emergency Response
Management
Recovery
Community and Business
Emergency Response Training
Fire District Volunteer Coordination
Prevention Inspections I
Weed Abatement/Brush Clearance)
Community Risk
Reduction public Education I
New Construction Plan Review I
Public Information
Community Affairs ( Special Events
ommunity utreac and
Engagement
Personnel Management and
Development
Planning/Finance
Administration
Apparatus and Equipment
Maintenance Facility
Facility Maintenance
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Animal Services — Department Budget Summary
Overview of Department
The City of Rancho Cucamonga has an innovative Animal Servicesr, '§
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. s _
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
• Continue to provide high-quality care of the animals
• Enhance programs while being fiscally prudent by:
0 offering services such as adoptions, microchips, spay and neuter
vouchers and surrender of owned pets by appointment
o enhancing volunteer program through updates to volunteer job duties, UNCHO CUCAMONGA
training opportunities, and structured schedules ANIMAL
o expanding support for owned pets in the community by piloting a safety
net program funded by the Animal Care Foundation E T E R
• Improve talent recruitment by filling two current vacancies with a Customer
Care Assistant and a Management Aide
PAGE254
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Animal Services — Department Budget Summary
Adopted Adopted
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
Ca pita I 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
PAGE255
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Animal Services — Performance Measures
CouncilCity
i
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
CouncilAlignment with
City •
# Department Goals _ .� � eorl .
1 To create a PAWsitive impact by enriching the lives of ✓
animals and people
Actual Actual Target
Department
c •021/2
Cats Dogs Cats Dogs Cats Dogs
Intake 1 2,920 1,779 1,044 1,096 1,044 1,096
Outcomes
➢ Adoptions 1,682 968 711 502 711 502
➢ Returned to owner 45 580 28 426 28 426
➢ Rescued 217 81 171 111 171 111
➢ Trap-Neuter-Return/ 1 261 0 86 0 86 0
Shelter-Neuter-Return
➢ Euthanized 434 95 88 65 88 65
➢ Died 90 7 51 6 51 66
➢ Transfer correct shelter 0 4 0 4 0 4
➢ Escaped, missing, or other 6 0 2 0 2 0
Live release rate
Measures live outcomes as a percentage
of the animals admitted. Rate excludes 1 81% 94% 88% 94% 88% 94%
owner requested euthanasia for animals
that are unhealthy/untreatable
Total Field Service calls 1 5,377 4,390 4,390
*Performance Measure data reported for Fiscal Years 2019/20 and 2020/21 reflect official data for calendar years 2019 and
2020, respectively
PAGE 256
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal '• 121/22 Adopted Budget
Animal Services — Services to the Community
Administration
Administrative Services Reuniting Lost Pets with Dwners ,
Community Cat Programs 1
Community Outreach
Volunteers
Community Programs and
Information
Foster Care
Kitten Nursery
Animal Services Animal Spay and Neuter Program
Veterinary Services
Animal Health and Wellness
Animal Care
Animal Care and Adoptions
Adoptions
Field Service DfFcers I
Field Services Dispatcher
Animal Licensing
Animal Care Foundation
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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
kiiiipreparing and processing agendas; administering the Citywide records
management program; 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'sC 1.1VF
City coungil g
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 Retention
Schedules in accordance with state law a.
• As the City Clerk and Election Official, facilitate the legislative �� r■ � r'
enactment of the redistricting process that will be used to
determine how the current boundaries of the council voting ram'
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
PAGE258
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Records Management — Department Budget Summary
Adopted Adopted
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
Ca pita I 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 - - -
AII 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 $ 1,279,650 $ 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
PAGE259
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Records Management — Performance Measures
CouncilCity •
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
A� 0 rs r ri 7 154 ad
1 Proactively process agreements, resolutions, ordinances
in a formal and timely manner
2 Ensure completion of Public Record Requests as ✓
established by California State Law
3 Ensure compliant notice of City and Commission ✓
meetincls
4 Distribute City Council agenda packets in a timely ✓
manner
5 Continue to manage the Centralized Records Center to ✓
scan and index all City records
Department Performance
• .
Number of contracts processed 1 186 159 170
Number of resolutions processed 1 125 132 130
Number of ordinances processed 1 13 13 13
Percent of Public Record Requests 2 99% 98%* 97%*
completed within 10 Days
Percent of compliant City entity meeting 3 100% 100% 100%
agenda postings
Percent of compliant Commission meeting 3 100% 100% 100%
agenda postings
Percent of City Council agenda packets 4 100% 100% 100%
distributed in timely manner
Scan and index City documents into
Laserfiche (document size varies)
➢ 5
In House 280 236 250
➢ Outsourced 10,743 2,334 10,000
*Percentage is lower due to increasing number of extensive requests requiring additional time
PAGE 260
CITY OF RANCHO CUCAMONGA., •
Fiscal Year 2021/22 Adopted Budget
Records Management • the Community
Preservation I
Retention
Disposition I
Records
Public Records Requests I
Recorded Documents I
Municipal Code I
Agenda and Minute Preparation)
Legal Notices I
Bond Releases I
_ Contracts I
� - Legislation I
Records Claims/Subpoenas
Management I
Bid Openings
Appeals I
Conflict of Interest Code I
Board and Commission I
Recruitments
Administration I
Legal Noticing I
PAGE 261
Candidate Filing I
Candidate Handbook I
Election Municipal Elections I
Ballot Measures I
Receive Petitions I
Disc osure o ampaign
Finances and Economic
. Interests
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 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 a ;.
Human Services. The Department also oversees park ' FAN
development activities including the planning, design, and i
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
�Y1
r
PAGE 262
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Community Services — Department Budget Summary
Adopted Adopted
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
Ca pita I 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
PAGE263
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Community Services — Performance Measures
CouncilCity
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
• . A-PO � e �O �� ..,.
1 Provide quality recreation experiences to individuals, ✓
families, and the community
2 Provide quality events, programs, services, and facilities ✓
to strengthen community image and sense of place
Department P s Dept Actual Actual Target
erformance Measure • .
Provide opportunities for participation in
programs and services
➢ Total registrations 27,763 3,577* 27,000**
Resident registrations 1 & 2 24,297 3,225* 23,490**
Non-resident registrations 3,466 352* 3,510**
Walk-in registrations 15,083 1,106* 14,850**
On-line registrations 12,680 2,471* 12,150**
Track engagement through Lewis Family
Playhouse ticket sales
➢ Total tickets distributed 28,006 0* 54,257**
Resident tickets 1 & 2 11,065 0* 16,820**
Non-resident tickets 16,941 0* 37,437**
In person/phone tickets 6,241 0* 15,192**
On-line tickets 21,765 0* 39,065**
*Numbers are significantly lower due to the COVID-19 Pandemic
"Numbers are preliminary and depend on continued COVID-19 Pandemic impact
PAGE264
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
• • the Community
Administration
PAGE 265
Central Park
Lions Centers
RC Family Resource Center
Community RC Sports Center
Services
Special Events
VG Cultural Center
Contract Classes
Park Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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- "� V
oriented staff. Jif "
Programs and services currently being offered at the Archibald Library and a
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
moil, ;ram • 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
m -
• Enhance physical and digital collections
• Support families experiencing early literacy learning gaps I `
• 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 ——
PAGE266
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Library Services — Department Budget Summary
Adopted Adopted
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
Su btota 1 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 $ 6,701,910 $ 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
PAGE267
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Library Services — Performance Measures
CouncilCity
i
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
CouncilAlignment with
-Ecity
b& * Ck /6 limp
A highly accessible library that values equity and
1 inclusion while supporting the community's pursuit of ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
information opportunity, and fulfillment
2 Offer diverse materials, programs, and activities that ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
ignite curiosity, transform lives, and create community
3 Create a sense of community pride through citizen ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
involvement
Department •
Goal # 2019/20 1 12021/22
Use of Library facilities and resources
➢ Library visitors 351,941 25,099* 171,200
➢ Circulation of Library materials 1 & 2 754,690 326,345* 519,200
➢ New Library Cards 4,905 3,214* 3,675
➢ Digital downloads 93,688 97,898 102,100
➢ Curbside pickup services 1 1 6,531 22,746 1 7,700
Number of volunteer hours 1 3 1,253 141* 650
*Numbers are significantly lower due to the COVID-19 Pandemic
PAGE268
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
• • the Community
Programming
Adult and Teen Information Services
Services
Special Projects
Physical & Digital Content
Collection Services
Programming
Children's Services Information Services
Special Projects
Adult Literacy
Literacy Services I
Back 2 Basics
Second Story and Programming I
Library Services Beyond® Finance
PAGE 269
Grants I
Administration
Staff Development
Personnel
LINK+ Services Technology Centers
Website
Technology Services _
Social Media
Outreach Services House Calls
Passport Services I
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 (including Procurement) Departments, as well as Administration, 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
At
P
PAGE270
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Administrative Services — Department Budget Summary
Adopted Adopted
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
Su btota 1 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 $ 18,474,490
Staffing Summary (Budgeted)
Full Time 5.00 1.00 1.00
Part Time 1.40 - -
Total Staffing 6.40 1.00 1.00
PAGE 271
CITY OF RANCHO CUCAMONGA� CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Administrative Services — Performance Measures
Please see Performance Measures for
Administrative Services in each of the following
department sections:
Finance
Human Resources
Innovation and Technology
PAGE 272
CITY OF RANCHO CUCAMONGA� CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Administrative Services — Services to the Community
Oversight Responsibility Finance,
Technology Departments
PAGE 273
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Finance — Department Budget Summary
Overview of Department
The overall mission of the Finance Department is to
provide excellent service to both our internal and external
customers with the highest degree of reliability and
timeliness, while maintaining appropriate financial
control of City resources.
The Finance Department is responsible for managing the ,
financial operations of the City of Rancho Cucamonga
and the Rancho Cucamonga Fire Protection District in
accordance with generally accepted accounting _
principles, as well as applicable laws, regulations and City
policies.
The Department consists of five divisions to accomplish its mission:
• Accounting and Financial Reporting: Comprised of the following sections: Accounts Payable,
Accounts Receivable, Debt Management, Fixed Assets, General Ledger, and Payroll. In addition,
this Division is responsible for preparing the City's 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 2021/22 Budget Highlights
• 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
PAGE274
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Finance — Department Budget Summary
Adopted Adopted
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 - - -
Su btota 1 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
Su btota 1 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 Se ry ice 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
PAGE275
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Finance — Performance Measures
CouncilCity
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
0 � �
1 Practice sound fiscal management by living within our ✓ ✓ ✓ ✓ ✓
means
2 Manage and protect the City's financial assets ✓ ✓ ✓ ✓
3 Be accountable to our residents through transparent ✓ ✓
financial reporting
4 Effectively manage the City's investment portfolio ✓ ✓ ✓ ✓
Department
Achieve Government Finance Officers
Association's (GFOA) Distinguished Budget 1, 2 & 3 Yes Yes Yes
Presentation Award
Achieve GFOA's Certificate of Excellence in
Financial Reporting for the prior year's 1, 2 & 3 Yes Yes Yes
Annual Comprehensive Financial Report
Investment yield at market vs. benchmark
➢ City of Rancho Cucamonga * .43% .50%
managed portfolio 3 & 4
➢ Benchmark - ICE BofAML 1-5 Year * .41% .50%
U.S. Treasury Index
Percent of businesses paying tax on or 2 82%** 74%*** 85%
before expiration date - quarterly average
Percent of special district parcels accurately 2 99.99% 99.56% 99.99%
submitted to the tax rolls
*Data not available
**Represents data for last two quarters of fiscal year
***Percentage is lower due to the COVID-19 Pandemic
PAGE276
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
Finance — Services • the Community
Accounts Payable I
Accounts Receivable I
Cashiering
Accounting and Financial
Reporting Fixed Assets
General Ledger
Payroll I
Prepare Annual
Financial Report
Coordinate City's Annual
Budget Management Budget
Generate Quarterly Budget
Updates for City Council
Issue and Renew I
Finance Business Licenses
Business Licensing
Ensure Compliance with City's
TOT and Admissions Tax
Ordinances
Administer 37 Special Districts)
in the City
Special Districts _
PAGE 277
Manage Special District
Formations
Daily Cash aM nagement
Investment of Excess Funds
Revenue Management Investment Reporting
Revenue Collection and
Forecasting
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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.
tq
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 Budget Highlights
• 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
PAGE 278
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Human Resources — Department Budget Summary
Adopted Adopted
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 - - -
AII 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 $ 900,570 $ 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
PAGE279
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Human Resources — Performance Measures
CouncilCity
i
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
0 C)
1 Recruit and retain a highly skilled workforce dedicated ✓ ✓ ✓ ✓
to public service
2 Enhance citywide training program ✓ ✓
3 Enhance citywide safety program to reduce workers' ✓ ✓ ✓
compensation and risk liability claims
Department Performance Measures Dept. Actual Actual Target
• .
Number of recruitments
➢ Full time 1 108 53** 45
➢ Part time 84 39** 65
➢ Internal 27 9** 5
Number of new hires
➢ Full time 45 26** 30
➢ Part time 1 85 26** 65
➢ Full time promotions 45 17** 5
➢ Part time promotions 12 2** 5
Average number of days from opening of 1 125 159 140
recruitment to hire
Quality of hire
Percentage of new hires and promotions 1 92% 92% 94%
achieving a satisfactory appraisal at their first
review
Voluntary turnover rate 1 9% 6% 6%
Employee participation in training programs 1, 2 & 3 * 93% 98%
*Data not available
**Numbers are significantly lower due to the COVID-19 Pandemic
PAGE280
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
Human • • the Community
Talent Management Attract I
Develop/Motivate I
Benefits Management Retain
Policies and Procedures
ICulture
Employee Experience Diversity, Equity, and Inclusion)
Enhance Employee Lifecycle
Organizational
Development
PAGE 281
Human Resources _
Labor Relations MOU/Negotiations I
Liability
Workers Compensation
Risk Management
Safety/Loss Control
Insurance
Physical and Psychological I
Employee Wellness
Programs and Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 D G ! TAL IT I �['3seamless operation of governance. The Department is
comprised of five divisions including Systems and Network,
Enterprise Applications, Geographic Information Services (GIS), 2020 S U R V E Y WINNER
Operations, and Procurement.
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
PAGE 282
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Innovation and Technology — Department Budget Summary
Adopted Adopted
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 - - -
Su btota 1 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 - - -
Su btota 1 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
PAGE283
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Innovation and Technology— Performance Measures
City Council Core Values
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
4.,,QN, Working together cooperatively and respectfully with each other, staff, and all stakeholders
1 Oversee the Citywide information systems and ✓
infrastructure to improve efficiency and security
2 Provide excellent customer service to internal City ✓
technolog users
3 Implement an effective and efficient procurement
process vT7 I v/
Department
Number of completed work orders 2,633 3,446 4,337
➢ Hardware 729 799 879
➢ Account management 746 584 642
➢ Software-desktop 287 446 691
➢ File management 39 41 43
➢ Telephone 1 & 2 123 205 225
➢ Software-enterprise 442 900 1,340
➢ Network 27 116 128
➢ Audio/video 23 91 110
➢ Virus and malware 9 45 45
➢ Internet 30 36 44
➢ Other 178 183 190
Achieve Excellence in Procurement Award 3 Yes Yes Yes
from the National Procurement Institute
PAGE284
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal '• 121/22 Adopted Budget
Innovation and Technology — Services to the Community
Enterprise Application
Management
Applications User Interface Development I
Data Hosting Solutions I
Network Security and
Management
Systems Data Center Management I
Information Security Practices
Spatial Data Visualization I
Geographic Information
Services (GIS) Business Intelligence
Innovation and Development
Technology
Enterprise GIS
Help Desk Requests
Operations End User Support I
Hardware Implementation I
Procurement of Goods and
Services
Procurement Bid Management
Disposal of City Assets
(surplus)
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 2021/22 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
PAGE286
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Economic and Community Development — Department Budget Summary
Adopted Adopted
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
Ca pita I 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 $ 954,150 $ 1,133,920
Staffing Summary (Budgeted)
Full Time 3.00 3.00 3.00
Part Time - - -
Total Staffing 3.00 3.00 3.00
PAGE287
CITY OF RANCHO CUCAMONGA� CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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
PAGE2HH
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
Economic and Community Development— Services to the Community
Oversee Services of:
Building and Safety
Engineering
Planning
Public Works
Assist in Implementing City
Economic and Council's Goals
Community p�ersight of Key Capital
Development Projects
•
Foster Economic
Development through
Focused Programs that Housing Services
PAGE 289
Promote the Quality of Life
and Economic Health of the
Community
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Building and Safety Services — Department Budget Summary
Overview of Department
The Building and Safety Services Department, in partnership with P..w
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. Iry
• 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 Highlights
• Continue to enhance online services and communication to the public
• Continue to integrate Building and Safety, Planning, and Engineering to create a seamless flow of
information and process in Community Development
• Continue community outreach through producing informative videos about inspections, permits,
code requirements, and various City information topics (RC Hot Topics)
PAGE 290
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Building and Safety Services — Department Budget Summary
Adopted Adopted
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
Ca pita I Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Su btota 1 23,729 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
PAGE 291
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Building and Safety Services — Performance Measures
� ati
Equitable prosperity O Providing and nurturing ah. Continuous Intentionally embracing
for all high quality of life for all improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
44RQN# Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
O �
Enforce series of nationally recognized standards and
1 construction codes as well as mandates from the State ✓ ✓ ✓ ✓ ✓ ✓
regulatory agencies, in matters pertinent to building
construction, site development, and the permit process
2 Maintain a standard of excellent customer service ✓ ✓ ✓ ✓ ✓ ✓ ✓
Create tutorial videos available to the public aimed at educating
3 the community about services, and explain how to use tools ✓ ✓ ✓ ✓
ands stems necessary to navigate the permitting process
4 Utilize virtual methods of performing inspections and remote ✓ ✓ ✓ ✓
evaluations saving time for both the public and staff
Develop a queuing system for the public lobby focused on
5 connecting staff with City Hall visitors in an expedient and ✓ ✓ ✓ ✓ ✓ ✓
efficient manner
Actual
Department Performance Measures Dept. —Actual Target
. .
Number of inspections performed 1 &2 13,136 13,422 14,111
Percent of inspections completed virtually using
various technologies such as drones, video, and 1, 2 &4 3% 12% 17%
photo imagery
Complete projects submitted for initial plan check 1 &2 96% 96% 96%
within ten business days
Number of permits issued 1 &2 4,196 4,976 5,010
Process electrical, plumbing, and mechanical permits 1 &2 100% 100% 100%
not requiring Ian submittals on the same day
Process building, electrical, plumbing, and
mechanical permits requiring plan submittals within 1 &2 100% 100% 100%
ten business days
Achieve Department accreditation through the
International Code Council becoming one of the top 1' &5' 4 * * Yes*
1% of departments in the nation
*Department seeking accreditation with International Code Council for first time in Fiscal Year 2021/22
PAGE 292
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
Building and • the Community
Damage Assessment I
PAGE 293
Building and Fire
Inspections I
. Complaint Response
_ Construction and Permit Water Quality Management
Services Plan (WQMP) Review
Building and Safety
Services
Building and Fire Plan
Check
Administrative Support
Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
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
-
•1, — 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 SB1383
• 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
PAGE 294
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Engineering Services — Department Budget Summary
Adopted Adopted
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 - - -
Su btota 1 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
Su btota 1 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
PAGE 295
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Engineering Services — Performance Measures
CouncilCity
i
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
MJT0 �'�'�
Partner with departments in an effort to build a City
where the infrastructure supports a community that is a
1 great place to live, work, and play through strategic ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
design, well planned maintenance, and fiscal and
environmental sustainabilit
Strive to protect and conserve natural resources through
2 education, planning, waste reduction, recycling, and ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
pollution prevention
3 Provide safe, reliable, and cost-effective fiber and ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
electric services to City customers
PerformanceDepartment
Goal # 2019/20 1 12021/22
Average Pavement Condition Index (PCI) 70 70 71
Pavement Condition Index is the standard of
practice measure of effectiveness used to
assess pavement.,
-Very Good(86-100 PCI) 1
-Good(70-85 PCI)
-Fair(50-69 PCI)
-Poor(30-49 PCI)
-Very Poor 0-29 PCI
Number of permits issued 1 3 616* 3 1
762 3,900
Number of inspections 1 6,012* 41222 4,400
Household Hazardous Waste Collection Facility 1 & 2 6,177 4,384** 6,580
participation
Number of Rancho Fiber customers 1 & 3 38 308 600
*Estimate based on 3 months of actual data
**Number is significantly lower due to the COVID-19 Pandemic
PAGE 296
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal '• 121/22 Adopted Budget
Engineering to the Community
Permit Processing
Tract/Parcel Maps
Land Development&
Transportation Public and Private
Improvement Design Review
Traffic Signal Coordination I
Vehicle/Pedestrian Safety I
Transportation Planning I
Project Administration
CIP Budget Implementation
Capital Project
Management
Inspection Services
Project Design
Engineering 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
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Planning — Department Budget Summary
Overview of Department
The Planning Department's primary responsibilities are
developing and implementing comprehensive plans that reflect
the goals and policies of the City; ensuring the long-term
success of the community through effective management of the City's growth; conducting 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 Cucamonga residents, businesses, and
visitors. ,
FY 2021/22 Budget Highlights
• Complete PlanRC, 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
PAGE 298
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Planning — Department Budget Summary
Adopted Adopted
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
Ca pita I 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
PAGE 299
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Planning — Performance Measures
CouncilCity •
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
10 1W Ck) 070p
Developing and implementing comprehensive plans
1 that reflect the goals, policies, and General Plan of the ✓ ✓ ✓ ✓ ✓ ✓
City
Department Performance Measures Dept. Actual Actual Target
• .
Number of Planning Applications submitted 1 656 500 525
Number of Plan Checks performed 1 2,690 3,792 3,000
Planning Counter visits 1 4,152 1,040** 1,200**
Planning phone calls 1 * 7,359 7,000
Planning emails 1 * 1,636 1,500
*Data not available
**Number is significantly lower due to the COVID-19 Pandemic
PAGE 300
CITY OF RANCHO CUCAMONGA., •
Fiscal Year121/22 Adopted Budget
' • • the Community
Economic De�elapment
PAGE 301
f
Public Infarmatian
f
Land lJse Entitlements
f
Planning De�elapment Review
f
En�iranmental Review {CEQA}
Historic Preser�atian
Community Development 61ock
Grant {CD6G}
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Public Works Services — Department Budget Summary
s
Overview of Department
The Public Works Services Department's mission is to provide ,
efficient stewardship of the City's public works infrastructure. The
Department has four sections: Facilities — Provides services for 15
Cityfacilities and 8 Fire District facilities; Parks and Landsca e — U,
� P �° �� d
Maintains 31 parks, Adult 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 �.v.
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 61h 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
PAGE 302
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Public Works Services — Department Budget Summary
Adopted Adopted
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 $ 31,108,200
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
PAGE 303
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Public Works Services — Performance Measures
CouncilCity
i
Equitable prosperity O Providing and nurturing a Continuous Intentionally embracing
for all high quality of life for all 1„ improvement 0 and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family-oriented atmosphere and healthy community for all O considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
ck) 6 0 1rop
Efficient stewardship of the City's infrastructure,
1 including all facilities, fleet, streets, storm drains, ✓
sidewalks, parks, landscaping, traffic signals, urban
forest, and trails
Department Performance Measures Dept. Actual Actual Target
• .
Average number of days to complete RC2GO
requests
RC2GO is a mobile application with a feature 1 2 2 2
that allows users to report graffiti,potholes,
streetlight outages, and other issues in the
community
Number of potholes repaired 1 4,866 3,419* 3,419
Number of square feet of graffiti removed 1 186,175 150,185* 150,185
Number of square feet of asphalt 1 17,424 8,745* 8,745
removed/replaced
Number of square feet of asphalt overlays 1 11,823 15,570 15,570
Number of square feet of concrete sidewalk 10,634 16,358 16,358
removed/replaced (In-House) 1
Number of square feet of concrete sidewalk 15,807 18,957 18,957
removed/replaced (Contracted)
Number of linear feet of concrete curb and 1 685 571* 571
gutter removed/replaced
*Numbers are significantly lower due to the COVID-19 Pandemic
PAGE 304
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal '• 121/22 Adopted Budget
Public Worksto the Community
City Buildings
Facilities Maintenance
Fire Stations
Sports Lighting
Urban Forestry
Water Management
Parks and Landscape parkways, Medians and Trails
Maintenance
Park Facilities and Amenities
Park Landscape and Sports Tu
Traffic Signals and Safety
Public Works Services Lighting
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
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE3O6
rSJFrJ
RANCHO
NCAMONGA
CALIFORNIA
CAPITAL IMPROVEMENT
PROGRAM
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE 308
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 170,000
Public Works Services 6,509,900
Total Capital Improvement Program 62,023. 550
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.
■ 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. 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.
■ 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.
PAGE 309
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Capital Improvement Program — Summary by Department
• 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:
■ 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 projects include:
• The Police Station Operational and COVID-Related Lobby Improvements project 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 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 and LMD 4R Water Conservation/Landscape Renovation projects are a continuation
of the previous year's projects including turf removal 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.
PAGE 310
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Proiect Description 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 I 2010-2040 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 I 2010-2040 250,000
Advance Traffic Management SysterrrPhase 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 Ph3-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
PAGE 311
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Capital Improvement Program — Detail by Department
Department/ Proiect Description Funding Source Amount
Etiwanda Ave from Arrow Rte to Wh ittra m 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
PAGE 312
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Capital Improvement Program — Detail by Department
Department/ Proiect Description Funding Source Amount
Police
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
Measure12010-2040 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#6R Caryn Community 50,000
Red Hill Park-Solar Pathway Lighting PD 85 Redemption Fund 90,000
PAGE 313
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Proiect 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
PAGE 314
rSJFrJ
RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
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PAGE 316
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
BUDGETING POLICY
■ The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30 of the
same year.
■ The adopted budget will be balanced with current year operating expenditures fully funded by current
year revenues and available fund balance.
• Fund balance reserves of the Operating Budget will be used only for non-recurring expenditures such
as capital projects and not for on-going operations, with the exception of the Reserve for Changes in
Economic Circumstances. The usage of that specific reserve is governed by the City's Fund Balance
Policy.
■ The City Manager is authorized to implement programs as approved in the adopted budget.
■ The City Manager may transfer appropriations between divisions, projects and programs within the
same department and fund in order to implement the adopted budget.
• Quarterly budget reports will be presented to the City Council to provide information on the status of
the City's financial condition.
CAPITAL IMPROVEMENT POLICY
■ Capital projects involve the purchase or construction of major fixed assets such as land, building or
permanent improvements including additions, replacements and major alterations having a life
expectancy of more than one year and costing $5,000 or more.
■ Capital projects are funded by a variety of sources including Special Funds (such as developer impact
fees and grants), Enterprise Funds, and Special Districts. These funds are non-General Fund
revenues and typically are restricted in how they can be spent. Prior to its inclusion in the annual
budget, a determination must be made that the project is an appropriate use of the funds and that
there is sufficient fund balance.
• The City will identify the estimated costs and potential funding sources for each capital project prior
to its submittal to the City County for approval.
■ The City will coordinate the development of the Five-Year Capital Improvement Program (CIP) with
the development of the annual Operating Budget.
REVENUE POLICY
Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring
expenditure increases should not be approved which exceed recurring revenue growth, unless the current
economic climate has triggered the use of the Changes in Economic Circumstances Reserve. Any new
or expanded programs will be required to identify new funding sources and/or offsetting reductions in
expenditures. In addition:
• The City shall use a conservative approach in projecting revenues.
• One-time revenues may be used for one-time expenditures.
• The City shall update its user fees and charges periodically to recover costs of providing that
service for which a fee is charged.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
PURCHASING POLICY
Purchasing Limits: Less than $5,000 No bid necessary, may use P-Card
$5,001 to $20,000 Purchase order required for vendor
of choice; comparative shopping is
strongly advised
$20,001 up to $50,000 Request for Quote (RFQ) required
with three (3) viable bids
More than $50,000 Formal bid
Public Works Bids:
Up to $45,000 Force account
Up to $175,000 Informal bids
$175,000 and over Formal advertisement
Contract Signing Limits: $50,000 or less City Manager will have full
discretion on designating below
his/her authority. Staff signature
authority limits will be updated and
reviewed on an annual basis.
$75,000 or less Assistant City Manager and Deputy
City Managers
$100,000 or less City Manager
Public Works Contracts:
$175,000 or less City Manager
$175,001 or more City Council
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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%.
■ 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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
■ Law Enforcement
The City's General Fund balance committed for public safety purposes, including operations,
equipment, capital outlay, capital facilities, personnel, and booking fees. The funding goal for this
reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino
County Sheriff's Department.
■ Economic Development Strategic Reserve
The City's General Fund balance committed for the acquisition and development of key properties to
promote economic development that will benefit the City as a whole and, potentially, generate
ongoing revenues to the City whenever feasible through negotiated agreements with third parties
(including but not limited to land leases or public-private partnerships). Establishment of this reserve
is a City Council goal, established in the spring of 2021. The funding goal for this reserve is the
equivalent of the current value of a 10-acre mixed-use site on Foothill Boulevard as of January 1 of
each year.
■ Seasonal Weather Emergency Reserve
The City's General Fund balance committed for unanticipated costs incurred due to damage resulting
from severe weather emergencies such as wind, flood, fire, extreme heat, extreme cold, and other
forces of nature. The reserve will provide funding for these costs without impacting the City's
operating budget and will be appropriated by the City Council on an as needed basis when extreme
seasonal weather emergencies occur.
Assigned Fund Balance
Amounts that are constrained by the City/Fire District's intentto 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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
■ Community Services Programs-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.
■ Community 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.
Unassigned Fund Balance
These are residual positive net resources of the General Fund and Fire District funds in excess of what
can properly be classified in one of the other four categories.
Fund Balance Classification
The accounting policies of the City/Fire District consider restricted fund balance to have been spent first
when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is
available. Similarly, when an expenditure is incurred for purposes for which amounts in any of the
unrestricted classifications of fund balance could be used, the City/Fire 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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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
Treasurer's investment instructions, confirming treasury transactions, and other routine activities, have
been delegated.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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.
• 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
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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.
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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.
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.
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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-1" (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 in vested 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 in vestment 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 to issuers
that have short-term debt rated in a rating category of "A-1" 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.
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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 40% limit on the percentage of the portfolio that can be invested in this category(the limit is
25% for agencies that have less than$100 million of investment assets).
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.
• 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
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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 in vested in time deposits
9.0 PROHIBITED INVESTMENTS
Any security type or structure not specifically approved by this policy is hereby specifically prohibited.
Security types which are thereby prohibited include, but are not limited to, inverse floaters, derivatives,
range notes, interest only strips that are derived from a pool of mortgages, or in any investment that
could result in zero interest accrual if held to maturity.
10.0 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.
11.0 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 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:
1. 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
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3. Have not less than five (5) years of experience investing in the securities and obligations
authorized herein.
12.0 COLLATE RALIZATION
All bank deposits must be FDIC insured or collateralized in accordance with Government Code Section
53630 et seq.
13.0 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.
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.
14.0 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.
15.0 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.
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16.0 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.
17.0 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 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.
18.0 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.
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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.
19.0 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.
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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
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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".
c. Policy goals: If the City chooses a negotiated sale for a policy reason, the City should
then clearly specify the rationale and criteria for the selection of the underwriters to
avoid the appearance of favoritism. Generally, the City should make a policy decision
to proceed with a negotiated sale when the composition and distribution of bonds for
a particular financing would be advantageous.
d. Type of Debt Instrument: Familiar debt instruments would be better suited to
competitive sales. New types of instruments may require an education process that
is more conducive to a negotiated sale. Thus, as the market becomes more familiar
with the City's debt instruments, the need to educate the market diminishes.
e. Issue Size: If the bond amount is too small or too large, then the City should consider
a negotiated sale. A small bond sale may not attract market attention without
significant sales effort while a large sale may be difficult for the market to absorb
without the pre-sale activity offered by the negotiated sale process.
f. Market Conditions: When the market has interest rate stability, flexibility in the timing
of the sale is not critical. However, the timing of the sale is critical when there is a
volatile market. If this is the case, then a negotiated sale could be more appropriate.
g. Story Bonds: When bonds are unique or have a "story" associated with them, then
the pre-marketing process is essential and suitable for a negotiated sale due to the
additional explanation.
3. A variation of a negotiated sale, a private placement or direct placement, allows the City
to sell bonds directly to a limited number of investors. Private placements are not subject
to the same laws and regulations that apply to registered offerings.
IV. DEBT CAPACITY
A. Debt Affordability
1. The determination of how much indebtedness the City should incur will be based on the
long-term financial plan. This plan should evaluate the long-term borrowing needs of the
City and the impact of planned debt issuances on the long-term affordability of all
outstanding debt.
2. The long-term financial plan should integrate with the City's Capital Improvement Program
and include all presently known City financings to be repaid from the General Fund and
relevant special funds.
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3. The affordability of the incurrence of debt will be determined by calculating various debt
ratios (itemized below) that would result after issuance of the debt and analyzing the
trends over time.
B. Ceilings for Debt Affordability
1. Debt Ratios. Direct debt includes all debt that is repaid from the General Fund or from
any tax revenues deposited into special funds not supporting revenue bonds, such as
General Obligation bonds and city-wide parcel tax bonds. "General Revenues" consist
primarily of the General Fund, as well as the revenues to the special funds supporting
direct debt.
Ratio Ceiling
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.
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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:
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.
i. 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.
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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 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.
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b. Bond Anticipation Financing_ In certain circumstances, it may be appropriate for the
City to issue short-term obligations to finance a capital project, with this obligation
refunded with a more conventional long-term financing.
c. Commercial Paper: Commercial Paper (CP) is a short-term obligation with maturities
ranging from 1 to 270 days. It is often used as interim financing until a project is
completed to take advantage of lower interest rates. Once a project is completed, the
Finance Director may recommend refunding CP with a long-term financing obligation,
if appropriate.
VII. STRUCTURE OF CITY DEBT INSTRUMENTS
A. General Obligation Bonds:
1. The final maturity of General Obligation bonds will be limited to the shorter of the average
useful life of the asset financed or 30 years.
2. Principal will be amortized in equal annual amounts or faster to meet the rapidity of debt
repayment goals. The bonds should be callable in no later than 10 years.
B. Other Lease-Purchase Obligations:
1. The final maturity of equipment obligations will be limited to the average useful life of the
equipment to be financed.
2. The final maturity of real property obligations will be determined by the size of the
financing, 10 to 15 years for small issues, 20 to 25 years for large issues and 30 years for
exceptional projects or those with a direct revenue component, such as a special tax.
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.
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3. The obligation should have optional redemption provisions that set out terms in the bond
documents which give the City the right to call all or a portion of an outstanding issue of
bonds, prior to their stated dates of maturity at a specified price.
a. The City should include these terms in the event a property owner intends to make a
prepayment of special taxes to reduce their overall tax burden.
4. The obligations should be callable in no later than 10 years.
E. Mello-Roos and Special Assessment Obligations:
1. These obligations, although repaid through special taxes levied on a specific group of
taxpayers, constitute overlapping indebtedness of the City, and have an impact on the
overall level of debt affordability.
2. The City has developed separate guidelines for the issuance of Mello-Roos and Special
Assessment Obligations.
F. Capitalized Interest:
1. Capitalized interest increases the amount of debt to be issued and, therefore, will be
avoided unless deemed beneficial from a credit standpoint, as in the case of lease-
purchase obligations.
2. Interest on General Obligation Bonds will not be capitalized.
3. Interest on lease-purchase obligations will be capitalized for a maximum of 18 months
following a conservatively based estimate of project completion to provide a cushion for
project slippage.
G. Payment Dates:
1. It is preferable that new debt service payments occur in September and March to align
with past debt issuances.
VIII. INVESTMENT OF BOND PROCEEDS
A. All investments of bond proceeds shall adhere to the City's Investment Policy, approved periodically by
the City Council.
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IX. CONDUIT DEBT
A. 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.
B. 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.
C. The City will not in any way pledge the City's credit in any form.
D. 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:
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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.
e. Rollover Risk: The potential need to find a replacement counterparty as part of the overall
plan of finance if the derivative instrument does not extend to the final maturity of the
underlying variable rate bonds.
f. Tax Events Risk: The risk created by potential changes to Federal and State income tax
codes on the interest rates to be paid by the City on its variable rate bonds.
g. Termination Risk: The possibility that, upon a default by the counterparty, the City may
be required to make a large payment to the counterparty if the derivative instrument is
terminated prior to its scheduled maturity pursuant to its terms.
D. Counterparty
1. A counterparty, or the entity who takes the other side of the derivative instrument, exists
for every derivative agreement. The risk that the counterparty will default on its obligation
must be mitigated. Therefore, a counterparty should meet the following standards:
a. At least two of the counterparty's credit ratings are rated at least "Aa3" or "AA-", or
equivalent, by any two of the nationally recognized rating agencies (i.e. Moody's,
Standard and Poor's, or Fitch); or
b. The payment obligations of the counterparty are unconditionally guaranteed by an
entity with such a credit rating.
2. A counterparty should be collateralized at levels and with securities acceptable to the
Finance Director if the payment obligations are not unconditionally guaranteed.
E. Termination
1. Prior to making any termination payment due to the default of a counterparty, the Finance
Director will evaluate whether it is financially advantageous for the City to obtain a
replacement counterparty to avoid making such termination payment.
F. LeQality
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.
PAGE 341
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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 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.
PAGE 342
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Financial Policies
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.
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.
PAGE 343
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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.
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
PAGE 344
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted 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 City's 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 -
$ 9,875,000 $ 5,280,930 $ 1,585,000 $ 110,802 $ 995,689 $ 58,970
Note:Amounts Unaudited
PAGE 345
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Glossary of Budget Terms
Accrual Basis of Revenues are recognized when both measurable and available;
Accounting: expenditures are recorded when services have been substantially
performed or goods have been received and the liabilities incurred.
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).
Capital Budget: A budget which focuses on capital projects to implement the Capital
Improvement Program
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Glossary of Budget Terms
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Improvement A plan for capital improvements to be implemented each year over a
Program: number of years to meet capital needs arising from the assessment of
long-term needs. It sets forth the estimated cost for each project and
specifies the resources required to finance the projected expenditures.
Capital Improvement The budget unit to group activities and costs necessary to implement a
Project: specific capital improvement and/or acquisition. A project can include the
construction, acquisition, expansion, replacement, or rehabilitation of a
physical facility or improvement. Projects often include planning and
design, land acquisition, and project management costs related to such
facilities and improvements.
Capital Projects Used to account for financial resources for the acquisition or construction
Funds: of major capital facilities other than those financed by proprietary and
trust funds.
Debt Service Funds: Account for the accumulation of resources set aside to meet current and
future debt service requirements (payments) on general long-term debt.
Department: A major organizational group of the City with overall management
responsibility for an operation or a group of related operations within a
functional area.
Depreciation: Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or
obsolescence.
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.
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.
PAGE 347
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Glossary of Budget Terms
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 and
Accounting Principles 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.
Interfund Transfers: Defined as "flows of assets" (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Glossary of Budget Terms
Internal Service Account for the goods or services provided by one fund and/or
Funds: department 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.
Performance Measures of progress towards a stated goal or objective. Useful
Measures: performance measures are based on reliable data that provides a clear
indication of the efficiency and effectiveness of a program or activity.
Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and
wages, overtime and benefits.
Proprietary Funds: Account for records of operations similar to those found in a business,
such as internal service funds and enterprise funds.
Revenue: Moneys that the City receives as income such as tax payments, fees from
specific services, receipts form other governments, fines, forfeitures,
grants, shared revenues and interest income.
Special Revenue Account for the revenue derived form specific taxes or other earmarked
Funds: revenue sources (other than expendable trusts or for major capital
projects) that are restricted by law or administrative action to
expenditures for specified purposes.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Glossary of Budget Terms
Taxes: Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not include
specific charges made against particular persons or property for current or
permanent benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying such charges
as, for example, user charges.
Underfill: Filling an authorized position with a related classification that has a lower
salary range. Reasons to consider an underfill include, but are not limited
to: the department's internal promotional program would be enhanced;
there are no qualified candidates to fill said vacant position; or a critical
departmental reason exists.
User Charges: Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit"public good"
characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
Working Capital: The cash available for day-to-day operations of an organization.
PAGE 350
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
List of Acronyms
AD Assessment District IESBDC Inland Empire Small Business
ADA Americans with Disabilities Act Development Center
AQMD Air Quality Management District IPM Integrated Pest Management
BERT Business Emergency Response JPA Joint Powers Authority
Training KIDS Kids Interactive Discovery Space
CAL-ID RAN California Identification System LAIF Local Agency Investment Fund
Remote Access Network LED Light-Emitting Diode
CaIPERS California Public Employees' LGIP Local Government Investment Pool
Retirement System LMD Landscape Maintenance District
C.A.N.I.N.E. Campus Awareness, Narcotic MMF Money Market Funds
Intervention, Narcotic Education MOU Memorandum of Understanding
CDBG Community Development Block MSRC Mobile Source Air Pollution Reduction
Grant Committee
CDTFA California Department of Tax and NSRO Nationally Recognized Statistical
Fee Administration Rating Organization
CEQA California Environmental Quality Act PASIS Public Agencies Self Insurance
CERT Community Emergency Response System
Training PCI Pavement Condition Index
CFD Community Facilities District PD Park District
CIP Capital Improvement Program PEPRA Public Employees' Pension Reform
CNG Compressed Natural Gas Act
CONFIRE Consolidated Fire Agencies, Joint PERS Public Employees Retirement System
Power Authority PSVN Public Safety Video Network
CPI Consumer Price Index RCLS Rancho Cucamonga Library Services
CPR Cardiopulmonary Resuscitation RCMU Rancho Cucamonga Municipal Utility
CSD Community Services Department REGIS Rancho Enterprise Geographic
CVWD Cucamonga Valley Water District Information Systems
DVP Delivery-Versus-Payment ROPS Recognized Obligation Payment
EIR Environmental Impact Review Schedule
ESRI "Environmental Systems Research SAFETEA-LU Safe, Accountable, Efficient
Institute Transportation Equity Act: A Legacy
FLSA Fair Labor Standards Act for Users
FPPC Fair Political Practices 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 Equalization
GIS Geographic Information Systems SCE Southern California Edison
GOTMD Greater Ontario Tourism Marketing SIR Self-Insured Retention
District SLD Street Lighting District
HdL Hinderliter de Llamas SLPP State-Local Partnership Program
HHW Household Hazardous Waste TCEP Trade Corridor Enhancement
HR Human Resources Program
HVAC Heating, Ventilating, and Air TOD Transit Oriented Development
Conditioning TOT Transient Occupancy Tax
IAQ Indoor Air Quality VLF Vehicle License Fees
PAGE 351
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
GENERAL FUND
001 General Fund - The general operating fund of the City which accounts for all general
tax receipts and fee revenue not allocated by law, Council policy or contractual
agreement to other funds. General Fund expenditures include operations traditionally
associated with activities which are not required to be accounted for or paid by another
fund.
OTHER GENERAL FUNDS
003 Reimb St/County Parking Cit - Established for the tracking of revenues and
expenditures related to State and San Bernardino County surcharges on parking
citations.
006 CVWD Reimbursements - Established as a clearing account for expenses and
reimbursements associated with City performed street repairs within the City on behalf
of Cucamonga Valley Water District.
008 County of S.B. Reimbursements - Established as a clearing account for expenses
and reimbursements associated with City performed storm drain facility maintenance
on behalf of the San Bernardino County Flood Control District.
016 Comm Dev Technical Services - Established to account for the City's General Plan
Update Fee as well as funds that have been set aside for Economic and Community
Development Special Services.
017 Law Enforcement Reserve - Established to account for the funding and use of the
City's General Fund balance committed for public safety purposes.
018 Traffic Safety - Established to account for vehicle code fines collected to fund the
City's contracted crossing guard services.
019 Info Technology-Development - Established to account for fees collected to fund
the internal cost of providing information technology services for the Community
Development Departments.
020 City Technology Fee - Established to account for fees collected to fund a future
replacement of the City's land management system.
022 Mobile Home Park Program - Established to account for revenues and expenditures
associated with the City's mobile home park inspection program.
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
PAGE 352
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
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.
PAGE 353
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
112 Drainage Fac/General - Established to account for fees charged developers for
purposes of defraying the actual or estimated costs of constructing planned drainage
facilities.
113 Community/Rec Center Develpmnt - Established to account for community and
recreation center impact fees charged to developers. This fee replaces the revenue
previously collected in Fund 120.
114 Drainage-Etiwanda/San Sevaine - Established to account for development impact
fees collected in the Etiwanda/San Sevaine Drainage area for the construction of
regional and mainline flood control projects.
115 Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a
developer impact fee supported fund for the construction of storm drain improvements
in the Henderson/Wardman drainage area.
116 Etiwanda Drainage - Established to account for development impact fees collected
in the Etiwanda area North of Base Line Road for the construction of Master Plan Storm
Drain projects.
118 Upper Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda/San Sevaine Drainage area for the construction of secondary
mainline flood control projects.
119 Park Improvement - Established to account for park improvement impact fees
charged to developers. This fee replaces the revenue previously collected in Fund 120.
120 Park Development- Established to account for the residential park development fees
charged upon issuance of a building permit for development of future park or
recreational sites.
122 South Etiwanda Drainage - Established to account for Development Impact fees
collected in the Etiwanda area south of Foothill Blvd for the construction of the Master
Plan Storm Drain.
123 Library Impact Fee - Established to account for library impact fees charged to
developers.
124 Transportation - Established to account for fees charged for the construction and
expansion of City streets and highways which provide additional capacity and safety.
125 Animal Center Impact Fee - Established to account for animal center impact fees
charged to developers.
126 Lower Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda area south between Foothill Blvd. and Base Line Road for the
construction of master plan storm drain projects.
PAGE 354
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
127 Police Impact Fee - Established to account for police impact fees charged to
developers.
128 Etiwanda No. Equestrian Facility - Established to account for in lieu fees collected
for the Etiwanda North Specific Plan for the future construction of an equestrian facility.
129 Underground Utilities - Established to account for fees collected from developers
for future undergrounding of overhead utilities.
130 LMD #1 General City- Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
131 LMD #2 Victoria - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
132 LMD #3A Hyssop - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
133 LMD #313 Medians - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
134 LMD #411 Terra Vista - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
135 LMD #5 Tot Lot - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
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.
PAGE 355
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
140 LMD #10 Rancho Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
141 LMD #1 Capital Replacement - Established to account for resources designated for
capital repairs and replacement for LMD #1.
150 General City Streetlights - Established to account for installation and maintenance
of City-owned street lights.
151 SLD #1 Arterial - Established to account for the costs associated with providing street
lights. Financing is provided by special assessments levied against the benefiting
property owners.
152 SLD #2 Residential - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
153 SLD #3 Victoria - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
154 SLD #4 Terra Vista - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
155 SLD #5 Caryn Community - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
156 SLD #6 Industrial Area - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
157 SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
158 SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
174 State Gas Tax - Established to account for the revenue and disbursement of funds
used for road construction and maintenance of the City network system. The City's
share of State gasoline taxes provides the financing.
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Description of Funds by Fund Type
Fund # Fund Description
176 Measure I 1990-2010 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
177 Measure I 2010-2040 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
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.
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.
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Description of Funds by Fund Type
Fund # Fund Description
194 Proposition iB State Funding - Proposition 1B (Prop 1B) provides state funding to
cities and counties to fund the maintenance and improvement of local transportation
facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of the
property.
196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund
195) designated for the sole purpose of funding programs designed to combat drug
abuse and divert gang activity pursuant to the provisions of Health & Safety Code
Section 11489(b)(2)(A)(i).
197 Federal Asset Seizure - Established to account for the funds received from the
Federal government for the equitable transfer of forfeited property and cash in which
the City directly participates in the law enforcement efforts leading to the seizure and
forfeiture of the property.
198 Citywide Infrastructure Impry - This fund was established to account for
reimbursement revenue received from various local, State and Federal agencies and
utilities for capital improvement projects completed in the City. The accumulated funds
will be used for future capital improvement projects as authorized by the City Council.
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 1113 - SLPP - Established to account for the State-Local Partnership Program
utilizing Proposition 1B bond proceeds to fund eligible transportation projects. Funds
are allocated through formula and competitive sub-programs.
214 Pedestrian Grant/Art 3 - Established to account for the revenue and disbursement
of funds received for the construction of facilities provided for the exclusive use of
pedestrians and bicycles.
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Description of Funds by Fund Type
Fund # Fund Description
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.
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
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
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Description of Funds by Fund Type
Fund # Fund Description
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.
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.
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Description of Funds by Fund Type
Fund # Fund Description
292 Staff Innovation Fd (CA St Lb) - Established to account for the grant money
awarded by California State Library. The purpose of the grant is to provide training for
innovative writing skills for future grant writers.
299 Library Development Fund - Established to account for activities taking place in the
newly developed second floor of the Biane Library, which is currently under
construction. The second floor will serve as a dramatic programming space for the
entire community, with a wide variety of programming geared toward science, art and
early literacy.
301 The Big Read Library Grant - Established to account for the grant money receiving
from the National Endowment for the Arts. The purpose of the grant is to emphasize
a city wide media campaign through guest lectures, group discussions, film showings,
and a community theater performance of a designated book.
302 Library Services &Tech. Act - Established to account for grant revenues and
expenditures associated with funding provided by the federal Library Services and
Technology Act, which is administered in California by the State Librarian.
329 Library Capital Fund - Established as the capital fund for the construction of the
Biane Library second floor tenant improvement project.
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.
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Description of Funds by Fund Type
Fund # Fund 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.
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
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
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Description of Funds by Fund Type
Fund # Fund Description
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.
612 CFD 2001-01 - This CFD was established to fund the necessary infrastructure
(streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the
proposed mall located at Foothill Blvd. and the I-15 Freeway. The improvements are
located south of Base Line Rd., primarily north of Foothill Blvd., primarily east of Day
Creek Channel, and west of Etiwanda Ave. Financing was provided by the sale of
bonds under the Mello-Roos Community Facilities Act of 1982.
614 CFD 2003-01 Project Fund - Established to account for the funds to construct
integral to development of the Victoria Gardens Mall along Church Street, East of
Interstate 15, South on Arrow Route, and Day Creek Boulevard.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2021/22 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
615 CFD 2003-01 Cultural Center - Established to account for the portion of the costs
associated with the development of the City's Cultural Arts Center that is being funded
by Community Facilities District (CFD) 2003-01. Financing for the CFD will be provided
by the sale of bonds under the Mello-Roos Community Facilities Act of 1982.
617 CFD 2004-01 Rancho Etiwanda Es - Established to account for monies deposited
by developers for initial consulting and administrative costs and expenses related to
the proposed public financing district. Financing was provided by the sale of bonds
under the Mello-Roos Community Facilities Act of 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.
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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
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Description of Funds by Fund Type
Fund # Fund Description
INTERNAL SERVICE FUNDS
Internal service funds are used to account for the financing of goods or services pro vided
by one department or agency to other departments or agencies of the government and
to other government units, on a cost reimbursement basis.
712 Equip/Vehicle Replacement - Established to account for the accumulation of user
charges to various City departments and the costs associated with replacing the City's
vehicles and equipment.
714 Comp Equip/Tech Replcment Fund - Established to account for the accumulation
of resources and the costs associated with replacing and maintaining the City's
computer equipment and technology.
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