PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Civic Center Project (Phase 1)
PROJECT DESCRIPTION: A design build project to construct a Phase 1 of the Civic Center Project, which includes approximately 52,000 square foot City Hall, a 25,000 square foot library, a 20,000 square foot police station with a park and a civic plaza.
PROJECT STATUS: In Design – Engineering: 100% Design Development document was delivered on February 9, 2024. Notice to Proceed for Construction Document was issued on March 19, 2024.
PROJECT SCHEDULE: Tentative milestones:
• Start architectural, engineering, and interior design: May 11, 2023; • 50% Construction Document Completion (100% design): May 31, 2024; • Start Construction: December 1, 2024;
• Complete Construction: November 30, 2026;
PROJECT MAP:
298
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Limonite Gap Closure
PROJECT DESCRIPTION: Project will connect from 2,450 LF east of Hellman Ave to Archibald Avenue. The total length of the proposed project is approximately 3,200 LF including a bridge over the Cucamonga Creek. Both road and bridge will serve 4 lanes of traffic including bicycle and pedestrian facilities.
PROJECT STATUS: In Construction: precast concrete girders have been installed. Major structural work has been completed.
PROJECT SCHEDULE: Construction activities began on September 5, 2023 with a construction duration of 260 working days.
PROJECT MAP:
Proposed Limonite Ave Bridge
299
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Improvement of Bike Network Connectivity/ATP Trails PROJECT DESCRIPTION: Project will design and construct nearly 5 miles of trails running along Scholar Way and Harrison Avenue. The project will provide dedicated space for people to bike and walk from northern City limit to the Santa Ana River Trail on the south.
PROJECT STATUS: In Design – Engineering: Design contract was awarded to Mark Thomas. 30% plans and specifications have been delivered.
PROJECT SCHEDULE: Mark Thomas is going to start Phase 2 efforts consisting of developing construction documents and delivering non-infrastructure component of the project which includes public education and engagement.
PROJECT MAP:
300
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Limonite Gap Pedestrian Bridge
PROJECT DESCRIPTION: Project will design and install a prefabricated steel fabricated bridge over Cucamonga Creek Channel to close the gap of pedestrian path within the SCE easement.
PROJECT STATUS: : In Design – Engineering: Design contract was awarded to TYLin on April 10, 2024, and a notice to proceed was issued.
PROJECT SCHEDULE: 100% PS&E is anticipated to be delivered by June 2025.
PROJECT MAP:
301
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Traffic Signal Dilemma Zone Detection and Mitigation PROJECT DESCRIPTION: Project will install advanced dilemma zone detection system and associated equipment in existing traffic signal cabinets at 16 signalized intersections to modify signal timing to improve safety for motorists approaching intersections.
PROJECT STATUS: In Construction: the Contractor successfully installed the new video detection system at all 16 intersections. A final field walk will be conducted to ensure the performance of the new system, and a punchlist will be created and issued to the contractor as needed.
PROJECT SCHEDULE: The construction is substantially completed.
PROJECT IMAGE:
302
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Median Improvement Projects at River Rd, Cantu Galleano Rd, and Archibald Ave
PROJECT DESCRIPTION: Project will Install landscaped raised medians at River Rd, Cantu Galleano Rd, and Archibald Ave to physically separate opposing traffic streams and help stop vehicles traveling into opposing traffic lanes.
PROJECT STATUS: In Design-Engineering: Plan, Specifications, and Estimate (PS&E) are being developed.
PROJECT SCHEDULE: Once the final PS&E is ready, the construction bid will be published to procure a contractor to perform the work.
PROJECT IMAGE:
PROJECT TYPE: Capital Improvements Project
303
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: ADA Transition Plan
PROJECT DESCRIPTION: Program includes preparation and implementation of an ADA Self Evaluation Plan as required under the Americans with Disabilities Act (ADA). Future year funding will support removal of ADA barriers as identified in the Plan. Annual program to provide improvements focusing on ADA accessibility, including curb ramps and sidewalks throughout the City.
PROJECT STATUS: In Progress: Professional Services Agreement was signed with Bureau Veritas Technical Assessment. Draft ADA Transition Plan is anticipated to be delivered by June 2024 for public review.
PROJECT TYPE: Capital Improvements Project
304
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: Archibald Avenue/Limonite Avenue Widening Project PROJECT DESCRIPTION: Street widening and safety project for Archibald Avenue from the City of Ontario limits south of the SCE easement, including the intersection at Limonite Avenue and portions of Limonite Avenue east and west of the intersection. The project looks to improve safety and overall circulation in conjunction with the improvements associated with the Homestead and Merge developments, and Limonite Gap Project. Components of the project include, but are not limited to, coordinating with SCE to relocate SCE high-tension support structures.
PROJECT STATUS: • Installation of new transmission poles is completed. • Existing poles were removed mid-July, allowing the Developers to start coordinating their construction schedules.
• Widening and street improvements started on September 11, 2023 with an anticipated completion by Summer 2024.
PROJECT MAP:
PROJECT TYPE: Commercial Development
LIMONITE AVE
ARCHIBALD AVE
305
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: The Merge
PROJECT LOCATION: Northeast corner of Limonite Avenue and Archibald Avenue PROJECT DESCRIPTION: Improvements includes 26 gross acres.
PROJECT STATUS: Onsite and offsite improvements ongoing Grading completed for Pad 2
Developer is also responsible for improvements along Archibald Avenue which are currently underway with an anticipated completion by Summer 2024.
PROJECT MAP:
PROJECT TYPE: Commercial Development ARCHIBALD AVE
LIMONITE AVE
306
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: The Ranch by Transwestern
PROJECT NUMBER: PW19-11322
PROJECT LOCATION: East end of Limonite Avenue west of the Cucamonga Creek PROJECT DESCRIPTION: Improvements include 20 gross acres including 2 light industrial warehouses.
PROJECT STATUS: Onsite and offsite improvements have been completed, the City and Developer are working together to close out the project.
PROJECT MAP:
PROJECT TYPE: Commercial Development
CUCAMONGA CREEK
HELLMAN AVE
307
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: Homestead
PROJECT NUMBER: PW20-10052
PROJECT LOCATION: Northwest corner of Limonite Avenue and Archibald Avenue PROJECT DESCRIPTION: Improvements include 55.86 gross acres consisting of six industrial buildings
PROJECT STATUS: Onsite and offsite improvements ongoing Developer is also responsible for improvements along Archibald Avenue which are currently underway with an anticipated completion by Summer 2024.
PROJECT MAP:
PROJECT TYPE: Commercial Development
LIMONITE AVE
ARCHIBALD AVE
308
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: Vantage Point Church
PROJECT NUMBER: PW15-1174
PROJECT LOCATION: Northeast corner of Archibald Avenue and Prado Basin Park Road PROJECT DESCRIPTION: Improvements include development of an approximately 85,000 sq. ft. church which includes a sanctuary, classrooms, cafe, and a bookstore on 10.43 acres.
PROJECT STATUS:
Phase 2 has begun, and the improvements will include the widening of Archibald Ave.
Vantage Point Church has started work on the street widening with an anticipated completion by Summer 2024.
PROJECT MAP:
PROJECT TYPE: Commercial Development
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EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: Hamner Place
PROJECT NUMBER: PW18-10712
PROJECT LOCATION: East of Hamner Avenue and Schleisman Road PROJECT DESCRIPTION: Improvements include 21.48 gross acres.
PROJECT STATUS: Onsite improvement ongoing
Chipotle has applied for entitlement.
PROJECT MAP:
PROJECT TYPE: Commercial Development HAMNER AVE
310
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: The Ranch (Parcel 14)
PROJECT NUMBER: PW20-10007
PROJECT LOCATION: East of Limonite Avenue west of the Cucamonga Creek PROJECT DESCRIPTION: Improvements include the development of 61,000 square foot industrial building.
PROJECT STATUS: Developer has received TCO and Developer is working on closing out the project.
PROJECT MAP:
PROJECT TYPE: Residential Development
CUCAMONGA CREEK
311
EASTVALE PUBLIC WORKS
PROJECT UPDATES
PROJECT NAME: Eastwalk/ Leal
PROJECT NUMBER: PW22-1004
PROJECT LOCATION: Northwest corner of Limonite Avenue and Hamner Avenue PROJECT DESCRIPTION: 158.6 acre development that will include approximately 2500 residential units as well as plans for future commercial development PROJECT STATUS: Developer has obtained precise grading, sewer and water, and building permits.
PROJECT MAP:
HAMNER AVENUE
SCHOLAR WAY
58TH STREET
LIMONITE AVENUE
312
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.6
June 26, 2024
City of Eastvale Crime Statistics – April 2024
Prepared By:
Johnny Terfehr, Community Safety Director
Recommended Action(s)
Staff recommends that the City Council receive and file the Eastvale Crime Statistics for April 2024.
Summary
The City Council requested staff to collaborate with the Riverside County Sheriff’s Department to develop a crime sta&s&cs document that would reflect selected Part I and Part II crime data for the City of Eastvale. Intended to show month-to-month crime sta&s&cs, the document will assist in determining appropriate staffing levels for law enforcement services.
Background
In May 2017, City Council directed staff to coordinate with the Riverside County Sheriff’s Department to request and obtain monthly crime sta&s&cs for the City of Eastvale. The primary intent of the request was to determine appropriate staffing levels during the City’s contract nego&a&ons with the Sheriff’s Department. Over several weeks, the city manager and staff worked collabora&vely with Riverside County Sheriff’s Department administra&on and management to obtain crime statistics that could be shared with the public on a regular basis.
Upon receiving the data, the Riverside County Sheriff’s Department advised staff that the data provided would be reflec&ve of the previous month, or thirty days behind the current month; and that the report would need to include a disclaimer iden&fying the data as preliminary and raw. At the July 26, 2017 mee&ng, City Council recommended that staff add columns reflec&ve of felony and misdemeanor arrests. During the September 26, 2017 mee&ng, City Council recommended staff add traffic viola&ons/cita&ons data and the total calls for service broken down per month. Crime 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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sta&s&cs that were released in the &me that passed since the last mee&ng of the City Council are attached.
Environmental
Crime sta&s&cs are not a project pursuant to the California Environmental Quality Act (CEQA) and no environmental review is required.
Strategic Plan Action - Priority Level: N/A | Target #: N/A | Goal #: N/A Not applicable.
Fiscal Impact
Not applicable.
Prior City Council/Commission Action
On July 25, 2017, the Public Safety Commission approved the receival of a monthly crime sta&s&cs report.
On July 26, 2017, the City Council approved the receival of a monthly crime sta&s&cs report and requested columns reflective of felony and misdemeanor arrests.
On September 26, 2017, the City Council recommended that the report include traffic viola&ons and citations data.
Attachment(s)
Attachment 1 - Eastvale Crime Statistics Report April 2024 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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PART I CRIMES FEB 2023 FEB 2024 MAR 2023 MAR 2024 APR 2023 APR 2024 YTD-2023 YTD-2024 Homicide 0 0 0 0 0 0 0 0
Arson 0 0 1 0 1 0 3 1
Aggravated Assault 2 21 10 20 5 18 150 76
Burglary 12 11 13 13 8 7 141 40
Larceny Theft 57 105 81 92 71 80 933 344
Rape 2 0 0 2 4 0 11 5
Robbery 1 5 2 3 2 3 30 11
Vehicle Theft 15 9 9 12 7 12 197 43
Total Part I Crimes 89 151 116 142 98 120 1,465 520
PART I CRIME FEB 2023 FEB 2024 MAR 2023 MAR 2024 APR 2023 APR 2024 YTD-2023 YTD-2024 Homicide 0 0 0 0 0 0 0 0
Rape 0 0 0 2 4 0 11 5
Robbery 2 5 2 3 2 3 30 11
Aggravated Assault 2 21 10 20 5 18 150 76
Arson 0 0 1 0 1 0 3 1
Total Violent Crimes 4 26 13 25 12 21 194 93
PROPERTY CRIMES FEB 2023 FEB 2024 MAR 2023 MAR 2024 APR 2023 APR 2024 YTD-2023 YTD-2024 Burglary 13 11 13 13 8 7 141 40
Vehicle Theft 12 9 9 12 7 12 197 43
Larceny Theft 54 105 81 92 71 80 933 344
Mail Theft 1 11 4 14 5 15 59 47
Total Property Crimes 80 136 107 131 91 114 1,330 474
FEB 2023 FEB 2024 MAR 2023 MAR 2024 APR 2023 APR 2024 YTD-2023 YTD-2024 2,066 2,041 2,349 2,384 2,495 2,401 25,867 9,057
CHARGE LEVEL FEB 2023 FEB 2024 MAR 2023 MAR 2024 APR 2023 APR 2024 YTD-2023 YTD-2024 Felony Arrests 18 11 19 12 21 10 206 48
Misdemeanor Arrests 30 22 35 29 31 22 352 111
Total Arrests 48 33 54 41 52 32 558 159
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered.
CITY OF EASTVALE
Crime Data & Statistics
90-Day / Year-Over-Year
TOTAL PART I CRIMES | 90-Day / Year-Over-Year
TOTAL VIOLENT CRIMES | 90-Day / Year-Over-Year
TOTAL PROPERTY CRIMES | 90-Day / Year-Over-Year
CALLS FOR SERVICE 90-Day / Year-Over-Year
TOTAL ARRESTS
315
PART I CRIMES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Homicide 0 0 0 0 0
Arson 1 0 0 0 1
Aggravated Assault 17 21 20 18 76
Burglary 9 11 13 7 40
Larceny Theft 67 105 92 80 344
Rape 3 0 2 0 5
Robbery 0 5 3 3 11
Vehicle Theft 10 9 12 12 43
Total Part I Crimes 107 151 142 120 520
PART I CRIME JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Homicide 0 0 0 0 0
Rape 3 0 2 0 5
Robbery 0 5 3 3 11
Aggravated Assault 17 21 20 18 76
Arson 1 0 0 0 1
Total Violent Crimes 21 26 25 21 93
PROPERTY CRIMES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Burglary 9 11 13 7 40
Vehicle Theft 10 9 12 12 43
Larceny Theft 67 105 92 80 344
Mail Theft 7 11 14 15 47
Total Property Crimes 93 136 131 114 474
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD
2,231 2,041 2,384 2,401 9,057
CHARGE LEVEL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Felony Arrests 15 11 12 10 48
Misdemeanor Arrests 38 22 29 22 111
Total Arrests 53 33 41 32 159
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered.
CITY OF EASTVALE
Crime Data & Statistics
CY-2024
TOTAL ARRESTS
TOTAL VIOLENT CRIMES
TOTAL PART I CRIMES
TOTAL PROPERTY CRIMES
CALLS FOR SERVICE
316
TRAFFIC COLLISIONS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD T/C – No Injury 34 35 48 47 164
T/C – w/ Injury 8 5 6 8 27
T/C – Fatality 0 0 0 0 0
Hit & Run – No Injury 5 6 7 5 23
Hit & Run – w/ Injury 0 0 1 0 1
Total Collisions 47 46 62 60 215
TRAFFIC CITATIONS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Parking 144 154 232 151 681
Traffic / Moving 417 279 299 305 1300
Commercial 101 159 215 276 751
Total Citations 662 592 746 732 2,732
TRAFFIC INCIDENTS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD DUI (Arrests/Cites) 3 5 4 7 19
Street Racing (VC 23103) 10 12 16 20 58
CITY OF EASTVALE
Traffic Enforcement Statistics
CY-2024
TOTAL TRAFFIC COLLISIONS
TOTAL TRAFFIC CITATIONS
TRAFFIC ENFORCEMENT ACTIVITY
DISCLAIMER: This report's crime data figures are preliminary and pending year-end verification by CA-DOJ and the FBI. All crime data is derived from the Riverside Sheriff's Records Management System (RMS) and is current as of the date of publishing. The Crime data is dynamic and can change based on a change in crime verification or how fast reports are written and entered. 317
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.7
June 26, 2024
Budget Appropria*on for Reimbursement to LCD Hamner Place Retail, LLC (Lewis) per the terms of the Joint Improvement Agreement for the Community Iden*fica*on Structure
Improvements at Hamner Place.
Prepared By:
Jimmy Chung, Public Works Director/City Engineer
Recommended Action(s)
Staff recommends that City Council adopt a Resolu on amending the Fiscal Year 2023-24 Budget by $17,530 for improvements for Community Iden fica on elements and associated structures at the northeast corner of Schleisman Road and Hamner Avenue and southeast corner adjacent to Hamner Avenue for Hamner Place.
Summary
On January 23, 2019, the City and LCD Hamner Place Retail, LLC (Lewis) entered into a Joint Improvement Agreement and processed an amendment to this agreement on June 1, 2020. The agreement outlined the improvement responsibili es of the City and Lewis for the Hamner Place property, Schleisman Road Improvements, and the Civic Parcel Improvements (Hamner Place). One of the terms of the agreement is reimbursement from the City to Lewis in regard to the Improvements for Community Iden fica on elements and associated structures located at the northeast corner of Schleisman Road and Hamner Avenue and southeast corner adjacent to Hamner Avenue.
Background
On April 11, 2018, the City Council approved the Exchange Agreement between Lewis Land 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Developers, LLC and the City to obtain the Civic Parcel at Hamner Place, as part of the terms of the agreement the Joint Improvement Agreement was also approved.
On January 23, 2019, the City and Lewis entered into a Joint Improvement Agreement (agreement) and processed an amendment to this agreement on June 1, 2020, included as A@achment 1. One of the terms of the agreement is reimbursement from the City to Lewis regarding the improvements for the Community Iden fica on elements and associated structures. The improvements include lighting and signage.
Es mated within the agreement, the improvements were approximately $145,000 for the Community Iden fica on elements and associated structures, the actual costs for improvements are $62,525.28 for the installa on of two Community Iden fica on elements and associated structures as shown in the backup and breakdown included as Attachment 2.
Currently, a Budget Resolu on is required to amend the fiscal year 2023-24 budget. The General Fund will be required to fund the reimbursement, through a transfer to the General Capital Projects Fund. Budget totaling $44,995 is available, however an addi onal appropria on totaling $17,530 is required to make the full payment to Lewis Land Developers, LLC.
Environmental
Not applicable.
Strategic Plan Action - Priority Level: 2 | Target #: B | Goal #: C The improvements in this area for public use are associated with the Civic Parcel and Schleisman Improvements.
Fiscal Impact
Total fiscal impact for this item is $62,525.28. This item will authorize an appropria on in the general fund, transfer out expenditure account no. 100-290-6960 in the amount of $17,530 and authorize an appropria on in the Capital Projects Fund, transfer in revenue account no. 600-000- 4910 in the amount of $17,530 to provide adequate fund balance in the Capital Projects Fund for the reimbursement. Finally, an appropria on in the Capital Projects Fund, Capital Outlay expenditure account no. 600-500-6650-95001-0000. The General Fund is expected to complete the fiscal year with $155,146,802 in fund balance, of which $14,750,274 is available un unassigned fund balance; as such the General Fund has adequate fund balance for the appropriation of $17,530.
Prior City Council/Commission Action
City Council meeting on November 12, 2014, to discuss Al's Corner as a future City Hall site City Council meeting on February 25, 2015, to review conceptual design and solicit design proposals City Council mee ng on August 26, 2015, to form a Library Sub-Commi@ee to explore opportunity of a library and civic center
Closed Session, City Council meeting on July 12, 2017
Closed Session, City Council meeting on December 18, 2017 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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City Council mee ng on April 11, 2018, for the execu on of the Exchange Agreement and authorized City Manager to take all steps necessary to implement the Agreement City Council meeting on July 25, 2018, approval of Amendment to the Exchange Agreement City Council mee ng on June 23, 2023, approval of a Budget Appropria on for Reimbursement for Southern Slope Improvements at Hamner Place
Attachment(s)
Attachment 1 - JIA Amendment
Attachment 2 - Cost Breakdown Summary
Attachment 3 - Resolution
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AMENDMENT NO. 1 TO JOINT IMPROVEMENT AGREEMENT
This Amendment No.1 to Joint Improvement Agreement (" Amendment") is made and entered into this day of 2020 and amends that certain Joint Improvement Agreement by and between the CITY OF EASTVALE, a municipal corporation City"), and LCD HAMNER PLACE RETAIL, LLC, a Delaware limited liability company (" Lewis") dated January 23, 2019 ( the " JIA"). City and Lewis are sometimes referred to individually as a Party" and collectively as the " Parties." All capitalized terms herein shall have the meaning given those terms in the JIA unless otherwise expressly defined herein
RECITALS
A. On June 12, 2019, the City approved Resolution No. 19-26 which approved a General Plan Amendment to remove the future Schleisman Road interchange from Figure C-1:
Circulation Plan of the General Plan ( the " GPA").
As a result of the GPA, the City and Lewis have agreed to cooperate to take those actions under Government Code Section 66477. 5 necessary to complete the Schleisman Vacation referred to in the JIA by vacating those certain portions of Schleisman Road identified on Exhibit 1 attached hereto ( the " ROW Vacation Area") which are part of " Schleisman Road" offered for dedication by Lewis to City on the Parcel Map recorded on May 29, 2019, a copy of which recorded Parcel Map is attached hereto as Exhibit 2.
Upon completion of the vacation of the ROW Vacation Area, ( i) City and Lewis have agreed to concurrently process and record the Boundary Line Adjustment ( the " BLA") referred to in the JIA which will adjust the boundary lines in the Parcel Map, including the boundary lines of the City Property, which proposed new boundary lines are identified on Exhibit 1 attached hereto, and ( H) Lewis has agreed to record a Dedication Deed to dedicate the new Schleisman alignment as generally identified on Exhibit 1 attached hereto ( the " Realigned Schleisman Dedication").
As a result of the Schleisman Vacation and the BLA, the City and Lewis have decided to (i) modify the City Improvements and Lewis Improvements that were described in Exhibit B of the JIA as the Joint Improvements, ( ii) modify the Reimbursable Improvements in Exhibit B of the JIA and the Reimbursable Costs described in Exhibit C of the JIA, and ( iii) modify the Joint Improvements Schedule described in Exhibit D of the JIA.
The City Improvements and Lewis Improvements will now include, among other items, ( i) the installation by Lewis of a "Hamner Place" project identification archway spanning over the Schleisman Road entrance to the Hamner Place project ( the " Project") as generally shown on Exhibit 3 attached hereto ( the " Archway"), the ( ii) the installation by Lewis of landscaping, walls, drainage, access path, and irrigation improvements for that southern slope area within the Project identified on Exhibit 4 attached hereto ( the " Southern Slope Improvements"), and ( Hi) certain traffic signal modification work ( decorative element) by Lewis the " Traffic Signal Modification Improvements"). City has agreed, in accordance with the terms herein, to reimburse Lewis for the Construction Costs incurred by Lewis to (a) construct those Southern Slope Improvements which will be separately irrigated and metered for the City Parcel and located within the City Parcel as such parcel will be realigned in accordance with the BLA, and ( b) the Traffic Signal Modification Improvements, all as further described herein and in Exhibit C-1 attached hereto.
June1st
321
AGREEMENT
NOW, THEREFORE, in consideration of the mutual covenants and subject to the conditions contained herein, the Parties hereby agree as follows:
I. Recitals. The aforementioned recitals and Exhibits are true and incorporated herein by this reference.
Definitions. The following terms used in this Amendment or in the JIA shall be defined as follows:
Final City Reimbursable Estimate" means the final estimate of the City Reimbursable Costs equal to the sum of (i) the lowest qualified bid for the City Reimbursable Improvements ( the Bid Amount") plus ( i) fifteen percent ( 15%) of the Bid Amount for soft costs plus ( Hi) ten percent 10%) of the Bid Amount for contingency.
City Reimbursement Amount" means the amount of reimbursement required to be paid by City to Lewis equal to the City Reimbursable Costs.
City Reimbursable Costs" means the Construction Costs of the City Reimbursable Improvements which costs are estimated in Exhibit C-1 attached hereto. City shall have the right to approve any City Reimbursable Costs which exceed the Final City Reimbursable Estimate which approval shall not be unreasonably withheld.
City Reimbursable Improvements" means ( i) all of those Southern Slope Improvements identified in Exhibits 4. B and C-1 attached hereto which are constructed by Lewis within the City Parcel ( as realigned in the BLA) and GO the Traffic Signal Modification Improvements identified in Exhibits B and C-1 attached hereto.
Reimbursable Improvements" or "Lewis Reimbursable Improvements" means ( i) the water laterals within Schleisman Road to be constructed by the City and reimbursed by Lewis as identified in Exhibit B attached hereto, and OD those sidewalk improvements to the Hamner Avenue sidewalk fronting the Project to be constructed by the City and reimbursed by Lewis as identified in Exhibits B and C attached hereto.
Amendments to Exhibits. Exhibits B. C and D in the JIA are superseded and replaced by Exhibits B. C and D in the forms attached hereto. Also, the term " Reimbursable Improvements" in the JIA is also referred to in this Amendment as the Lewis Reimbursable Improvements.
Responsibilities of City and Lewis Regarding the Joint Improvements.
Section 4.3. of the JIA is amended by adding the following thereto: " Without limiting the foregoing, upon the completion and acceptance of the Southern Slope Improvements by the City Engineer under Section 4.2, the City and Lewis shall form a Community Facilities District to maintain all of the Southern Slope Improvements.
City Reimbursement. Section 5.A City Reimbursement is added to the JIA after Section 5 as follows:
Section 5.A City Reimbursement.
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Section 5.1.A Upon completion by Lewis of the construction of the City Reimbursable Improvements located within the City Parcel, and acceptance of those City Reimbursable Improvements by the City Engineer, Lewis shall provide to City all paid invoices and other supporting documentation for the City Reimbursable Costs incurred in the construction by the City of the City Reimbursable Improvements within thirty ( 30) calendar days following the date of acceptance of the City Reimbursable Improvements. City shall review the supporting documentation and accept the supporting documentation as the City Reimbursement Amount or shall notify Lewis if additional supporting information is necessary to verify the City Reimbursable Costs. City shall notify Lewis upon completion of such review of the City Reimbursable Costs supporting documentation, and such review shall be completed within thirty ( 30) calendar days following receipt of Lewis' s determination of those City Reimbursable Costs and all supporting documentation reasonably requested by Lewis. If City fails to timely notify Lewis of its acceptance of those City Reimbursable Costs, then those City Reimbursable Costs shall be deemed the City Reimbursement Amount.
Section 5.2.A Following City' s acceptance or deemed acceptance of the City Reimbursable Amount, City shall pay to Lewis the City Reimbursement Amount within fifteen ( 15) days.
Section 5.3.A In the event City fails to timely pay the City Reimbursement Amount to Lewis when due, City shall pay to Lewis interest on the unpaid sum from the date it was due until paid at the rate of the lesser of ( a) ten percent ( 10%) per annum or ( b) the maximum rate permitted by applicable law, in addition to any other rights and remedies which may be available to Lewis at law, in equity, or otherwise."
Schleisman Vacation/ BLA. City and Lewis agree to cooperate and take all actions required to complete the Realigned Schleisman Dedication and BLA, in that order, as described in Recitals B and C above within sixty ( 60) days after the execution of this Amendment by the Parties. City also agrees, as part of the Schleisman Vacation, to quitclaim and terminate that certain Temporary Access Easement granted to the City in that certain Grant Deed recorded on January 3, 2019 as Document No. 2019- 0029759 in the Official Records of Riverside County.
City further agrees that after the BLA has recorded, to grant a temporary access easement turnaround" ( the " Turnaround Easement") for the benefit of the Project adjacent to the west end of the Realigned Schleisman Dedication appurtenant to the Lewis Property over that portion of the realigned City Parcel as is generally identified on the Project Conceptual Site Plan attached hereto as Exhibit 5. The final alignments and legal descriptions of the Realigned Schleisman Dedication in the Dedication Deed, the City Parcel in the BLA, and the Turnaround Easement within the City Parcel shall all be prepared by Lewis' s civil engineer and approved by the City Engineer.
No Further Changes. Sections 6 through 20 inclusive of the JIA are incorporated into this Amendment by reference. Except as expressly set forth in this Amendment, the terms and conditions in the JIA shall remain as stated in the JIA and in full force and effect.
SIGNATURE PAGE FOLLOWS]
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Signature Page to Joint Improvement Agreement
CITY OF EASTVALE,
a California municipal corporation
By:
Name: Bryan Jones
Title: City Manager
ATTEST:
By:
Steven D. Aguilar, City Clerk
APPROVED AS TO LEGAL FORM:
By:
Erica Vega, City Attorney
LCD HAMNER PLACE RETAIL, LLC,
a Delaware limited liability company
By: LEWIS MANAGEMENT CORP.,
a Delaware corporation - Its Manager
By:
Name ohn Mb690AM)
Title: & lye liviceo
Exhibits:
1 Map of ROW Vacation Area and Proposed Lot Line Adjustment 2 Parcel Map
3 Archway Example
4 Map of Southern Slope
5 Project Conceptual Site Plan
B Description of Joint Improvements ( Updated)
C Current Estimated Costs of the Lewis Reimbursable Improvements C-1 Current Estimated Costs of the City Reimbursable Improvements D Joint Improvements Schedule ( Updated)
4 325
326
ACKNOWLEDGMENT
A notary public or other officer completing this
certificate verifies only the identity of the individual who signed the document to which this certificate is
attached, and not the truthfulness, accuracy, or
validity of that document.
State of California
County of San Bernardino
On May 21, 2020 before me, Tanya K. Nesmith, Notary Public insert name and title of the officer)
personally appeared John M. Goodman
who proved to me on the basis of satisfactory evidence to be the person( s) whose name( s) is/are subscribed to the within instrument and acknowledged to me that he/she/ they executed the same in his/ her/ their authorized capacity( ies), and that by his/ her/ their signature( s) on the instrument the person( s), or the entity upon behalf of which the person( s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ( Seal)
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My Comm. Expires Aug 16, 2028
WM"-
327
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EXHIBIT 1
Map of ROW Vacation Area and Proposed Lot Line Adiustment Exhibit 1
328
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EXHIBIT 2
PARCEL MAP
Description: Riverelde, CA Parcel Map 146. 84 Page: 1 of 3 Order: 618660041 Comment:
Exhibit 2
329
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Exhibit 2
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Exhibit 2
331
EXHIBIT 3
Archway Example
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Exhibit 3
332
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EXHIBIT 5
Project Conceptual Site Plan
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Exhibit 5
334
EXHIBIT B
DESCRIPTION OF JOINT IMPROVEMENTS ( Updatedi
HAMNER PLACE INFRASTRUCTURE REVISED 1/27/ 2020
Lewis City
Grading
Design/ Draft Plans & Process grading plans.
Rough grade entire site, balance but not certify the Civic Center Parcel building pads.
Cut Schleisman ROW to base grade level.
Over excavate entire site per Converse Consultant's
geotechnical report dated 6.24.19 and provide compaction report and rough grading certification for City' s use.
Certify rough grading of the Schleisman Rd. ROW to within
0.1' of vertical elevation per the City-approved street improvement plans and provide a compaction report for the Schleisman Rd ROW area.
Rough grade right of way behind sidewalk on Hamner Ave. 1 Engage Civil and geotechnical engineer, as necessary, to review certifications of the Schleisman Rd ROW and
compaction reports as delivered by Lewis.
2 Notify Lewis of any issues within 5 working days from receipt of certifications and reports.
Sewer
Design/Draft Plans & Process Sewer Plans.
Put JCSD work on separate sheet(s) of Plans.
Install all sewer including crossing Schleisman ROW
requires const. license from City).
Obtain encroachment permit from Norco and pay all fees.
Install services. (Per attached Lewis Installed Utilities Exhibit).
1 Submit an application for an encroachment permit from the City of Norco for the sewer connection and lateral from the existing offsite JCSD service line.
2 Coordinate with JCSD as required.
Water
1 Design/Draft Plans & Process public & private water plans. 2 Install on-site fire and domestic water systems on Lewis Parcels including connections within Hamner.
3 Reimburse City for lateral installation in Schleisman ROW Per attached Lewis Installed Utilities Exhibit).
4 Pay for JCSD Inspection of Water Lines ($75,000)
1 Bid out public water mains within Schleisman ROW and install mainline including laterals to serve all Lewis Parcels. (Per attached City Installed Utilities Exhibit).
2 Stub water main to Civic Center parcel.
3 Reimburse Lewis for portion of JCSD Inspection fees paid by Lewis for main line and stub to Civic Center parcel (60% of JCSD Fee).
Storm Drain
1 Design/Draft Plans & Process private storm drain plans for Lewis Parcels.
2 Install all private storm drain improvements (Per attached Lewis Installed Utilities Exhibit).
3 Install storm drain improvement tie-in to Norco under same permit as sewer for simplicity.
1 Process storm drain plans including Hamner Avenue
Schleisman to Riverboat) & Schleisman Road east of Hamner. 2 Bid out and install all public storm drain improvements (per attached City-Installed Utilities Exhibit).
3 In conjunction with work within Hamner Avenue, determine the absence or presence of any Underground Storage Tanks
UST") near the intersection with Riverboat and remove and properly dispose of any UST, as necessary, or otherwise mitigate impacts to the City Exchange Property from any Hazardous Substances (as defined in the Exchange Agreement) related to the UST.
4 Reimburse Lewis for the cost of the Norco storm drain tie-in. 5 Submit an application for an encroachment permit from the City of Norco for the storm lateral to the existing offsite connection at the northeast end of Silverlakes.
Dry Utilities (Gas, TelCo, Cable, Power)
1 Design/Draft Plans & Process dry utilities including gas, telco, cable, SCE.
2 Install all private improvements, stubbing conduit for gas. telco, cable and SCE to Civic Center Parcel.
3 Stub power for Hamner Ave and Schleisman Rd ROW SCE
meters for the irrigation controllers.
4 Install underground conduits under SCA approval for future undergrounding of distribution.
1. Include installation of fiber optic conduit In joint trench with Schleisman Road street lights , if currently available. arGity-to-install-oefickrits4n-klamneFAve-eressing-Sehleismen-Rd extension-fer-SGE-distgbution-lines-whieh-may-be-undergfounded in-future-(see-attaehed-Gity-Installed-knonavements-Ekhibit),
3. City to reimburse Lewis for the installation of the additional distribution undergrounding in the right of way for a future Rule 20a SCE project..
Exhibit B
335
1 Design/draft and process plans for onsite landscaping and irrigation of parking, patios, buffers, slopes and walkway areas Including along the southern boundary at top of slope within all the Lewis parcels.
2 Include three seating areas In the top of slope walkway. 3 Design/draft and process plans for the 3 Community I. D. elements and associated structures, landscaping, Irrigation and power for the City's southern slope parcel, Including irrigation meter box and service connection at Hamner Ave. 4 Award and construct the 3 Community ID. monuments,
elements and associated structures; at the northeast and southeast corners of Hamner Ave and Schleisman Rd. along with Community I.D. element and associated structures at the Project's southwest corner adjacent to Hamner Ave.
5 Install southern slope walls and access road, landscaping, irrigation, water meter, service connection and irrigation power pedestal following completion of the Rough Grading. 6 Provide irrigation controller power stubs for Hamner Ave and Schleisman Rd ROW areas.
7 Design and install row of trees along north property
boundary of City parcel to start growth process for screen.
Upon completion of the Rough Grading of the 22.48 acres by Lewis, design/draft and process plans for the installation and maintenance of hydroseeding of the Civic Parcel.
Install +1-4' high split rail fencing along the Civic Parcel's western boundary.
Design/draft and process plans for development and construction of Schleisman Road and Hamner Avenue landscaping and
Irrigation, including parkways and raised medians, if any.
Install permanent landscaping and irrigation within the Civic Parcel, and Hamner and Schleisman street right of ways, including areas around the Community I.D. elements.
Reimburse Lewis for 3 Community I.D. elements and associated structures; at the northeast and southeast corners of Hamner Ave and Schleisman Rd. along with Community I.D. element and associated structures at the Project's southwest corner adjacent to Hamner Ave.
City to reimburse Lewis for southern slope area and northern PL strip landscaping/ irrigation plans and permits, installation of same, drainage structures and irrigation, including irrigation meter, service connection, and irrigation power pedestal and meter serving the City's slope area
see attached City-Installed Improvements and Conceptual Landscape Plan Exhibit.)
SoCal Edison Power Pole Relocation SoCal Edison Power Pole Relocation I. Make application for SCE to relocate all poles along Hamner required for CIP widening work.
Provide relocation oversight of SCE. (Per attached City Installed Road Improvements Exhibit).
Look into and oversee Rule 20A undergrounding of distribution with SCE.
1. Install underground conduit under SCE inspection to be used for City undergrounding in the future.
Schlelsman Rd. ( east of Hamner Ave)
Dedication of ultimate ROW for Schleisman Road completed via Map recordation on 5.29.19.
Process ROW vacation for portion of Schleisman Road
consistent with the City' s approval of the General Plan Amendment of May, 2019.
Design/draft and process plans and construct a Project I.D. archway spanning over Schleisman Road.
As part of Lewis sewer and water plans, include plans for Schleisman Road crossings, laterals and services as
required for Lewis' onsite utility services (see Water and Sewer sections above).
Design/draft and process plans for Schleisman Road Including fine grading , base, paving, curb, gutter, median, sidewalk, trail, roundabout, street fights, street striping and signage, along with landscaping and irrigation within the ROW.
Bid out, award and install all public street and landscape improvements including water and storm drain (per attached City Installed Road Improvements Exhibit attached).
Landscaping
Traffic Signal Modifications
Design/Draft and process traffic signal plans for installation of signals per City standards including new pole locations in consideration of ultimate buildout of Schleisman Road (per attached Lewis-Installed Road Improvements Exhibit).
Install new poles per the plans, including any decorative components agreed upon by the parties.
I. Adjust heads, if necessary, to ultimate buildout conditions with future work on Hamner Ave and/or Schleisman Rd.
2 Reimburse Lewis for costs of decorative signal poles, arms and heads, if any, above costs for City standard poles, arms and heads.
Hamner Avenue
1 Remove the existing curb adjacent sidewalk and ADA ramp south of Schleisman Rd as part of precise grading
operations.
2 Coordinate timing of the demolition with City's public improvements contractor.
3 Reimburse City for costs of the new sidewalks and 2 ADA ramps north and south of Schleisman Rd. (per the attached City Costs Exhibit C).
1 Design/draft and process public improvements, landscaping and street signage plans.
2 Install Hamner Ave. street improvements, including a bus turnout (or curb adjacent bus stop).
3 Construct new 10' wide public sidewalk, offset from curb, south of Schleisman Rd. Construct new 6' wide public sidewalk north of Schleisman
4 Install 2 new driveways into the shopping center, lane striping reconfigurations within the existing ROW width and raised landscaped medians.
5 Install 10' wide public sidewalk north of Schleisman Rd. within the project's frontage limits. Meander around the existing SCE vault, matching up to the existing sidewalk at the north project boundary.
Exhibit B
336
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Installation of Lighting on City ID Signs $38,502.00
Manufacture and Installation of City ID Signage $24,023.28 Total Reimbursement: $62,525.28
Cost Breakdown Summary
346
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358
RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, AMENDING ITS 2023-24 FISCAL BUDGET FOR A LEWIS LAND DEVELOPERS REIMBURSEMENT PER A JOINT IMPROVEMENT AGREEMENT FOR COMMUNITY I.D.
STRUCTURES AT HAMNER PLACE.
WHEREAS the budget for fiscal year 2023-24 of the City of Eastvale has been adopted by this Council in its original form, and said budget will need to be amended at times to fulfill the goals of the City; and
WHEREAS, the City departments may not exceed their appropriations by character of expense, with character of expense being defined as personnel services, services and supplies, capital outlay, debt service and transfers, without the consent of the City Manager; and WHEREAS, the City Manager may transfer appropriations between accounts, departments, programs, and funds, as long as those appropriations do not exceed the grand total budget approved by Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:
SECTION 1. AUTHORIZE AN APPROPRIATION IN THE GENERAL FUND, TRANSFER OUT EXPENDITURE ACCOUNT NO. 100-290-6960 IN THE AMOUNT OF $17,530 AND AUTHORIZE AN APPROPRIATION IN THE CAPITAL PROJECTS FUND, TRANSFER IN REVENUE ACCOUNT NO. 600- 000-4910 IN THE AMOUNT OF $17,530 TO PROVIDE ADEQUATE FUND BALANCE IN THE CAPITAL
PROJECTS FUND FOR THE PUBLIC IMPROVEMENT REIMBURSEMENT TO LEWIS LAND DEVELOPERS.
SECTION 2. AUTHORIZE AN APPROPRIATION IN THE CAPITAL PROJECTS FUND, BUILDINGS EXPENDITURE ACCOUNT NO. 600-500-6650-95001-0000 IN THE AMOUNT OF $17,530 FOR THE PUBLIC IMPROVEMENT REIMBURSEMENT TO LEWIS LAND DEVELOPERS.
PASSED, APPROVED AND ADOPTED this 26th day of June 2024. __________________________________________
Christian Dinco
Mayor
359
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk
360
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 26th day of June 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk
361
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.8
June 26, 2024
Extend Agreement with Riverside County Emergency Management Department for Emergency Services Coordinator Services and increase contract from shared services to .5 dedicated services.
Prepared By:
Johnny Terfehr, Community Safety Director
Recommended Action(s)
Staff recommends that the City Council:
1. Approve a first amendment to the Emergency Services Coordinator Services Agreement with the County of Riverside Emergency Management Department; and
2. Authorize the City Manager to execute the contract amendment and other necessary documents.
Summary
The City currently has an agreement with the County of Riverside Emergency Management Department (EMD) for Emergency Services Coordinator (ESC) services. The agreement is set to expire on June 30, 2024. To ensure con-nued services, the County has proposed an amendment extending termination date to June 30, 2025.
The amendment will also include an increase of services from shared services to .5 dedicated services.
Background
In October of 2011 the City of Eastvale entered into an agreement with the County of Riverside for 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 | eastvaleca.gov
362
Fire Protec-on Services. The agreement included EMD services. The County later restructured and separated EMD from Fire.
On June 9, 2021, the City of Eastvale entered into a three-year partnership agreement with the County of Riverside EMD. The agreement included shared services provided by an ESC for emergency planning, mitigation, preparedness, response, and recovery.
Specific du-es of the ESC include, but are not limited to, emergency planning, community outreach, hos-ng of Community Emergency Response Team courses, coordina-ng exercises, grant assistance, emergency response, and post-event recovery. This posi-on interacts heavily with the community and is o:en requested to a<end various mee-ngs and provide presenta-ons. Addi-onally, this role ensures City staff receive adequate emergency preparedness training.
The current agreement concludes on June 30, 2024. City staff recommends extending the agreement for an addi-onal year through June 30, 2025 and increasing emergency services from shared services to .5 dedicated. This will provide for a half -me EMD ESC at City Hall. Addi-onal services that were not previously received from EMD will include: California Emergency Services Act Compliance, CERT volunteer management, grant management, and the periodic reviews and updates of various Emergency Management Plans (ex. Emergency Opera-ons Plan, Local Hazard Mitigation Plan, Disaster Recovery Plan, etc.), and increased staff training.
The increase from shared services to .5 dedicated services is due to the elimina-on of the Emergency Management Specialist posi-on from the 2024/2025 proposed budget. The du-es of the Emergency Management Specialist will be absorbed by the increase to .5 dedicated services with EMD and the addition of an Administrative Specialist to the Community Safety Department.
Environmental
Not Applicable.
Strategic Plan Action - Priority Level: N/A | Target #: N/A | Goal #: E Right-size the organiza-on and staffing consistent with City services, needs, expecta-ons, and strategic plan priorities.
Fiscal Impact
The County charges for this posi-on on a fixed fee schedule (see A<achment 1, p.7). The City's contribu-on falls under Op-on C - ESC 50% Dedicated Services (City Popula-on > 50,000) in the County's agreement. The total cost is increasing from $40,000 for fiscal year 2023/2024 to $80,000 for fiscal year 2024-2025. Funds for fire services are paid through the City's Fire Structural Fund, which comes from a por-on of the City's property tax allocated for fire service. Budget is allocated in the Fire Fund account number 110-420-6480.
Prior City Council/Commission Action
On June 9, 2021, the City Council approved a three year partnership agreement with the County of Riverside Emergency Management Department for Emergency Management services. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 | eastvaleca.gov
363
Attachment(s)
Attachment 1 - Agreement with Riverside County for Emergency Services Coordinator Services Attachment 2 - Eastvale Agreement for Emergency Services Coordinator 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 | eastvaleca.gov
364
Agreement No. EM- 22- 112
AGREEMENT FOR EMERGENCY SERVICES COORDINATOR
SERVICES BETWEEN THE COUNTY OF RIVERSIDE
AND THE CITY OF EASTVALE
This Agreement is made as of the date last below written between the County of Riverside (" County") and the City of Eastvale (" City'). The parties agree as follows:
1. This Agreement is effective from July 1, 2021, through June 30, 2024.
2. Through its Emergency Management Department (" EMD"), County shall provide to City the services of an Emergency Services Coordinator (" ESC services") as described in Exhibit A and Attachment 1.
3. City shall pay County for these ESC services as stated in Exhibit B.
4. Either party may terminate this Agreement without cause upon 90 days' written notice to the other party. The Agreement may be terminated with cause upon 30 days' written notice to the other party. County shall be entitled to receive compensation for all properly provided services rendered prior to termination.
5. If City does not appropriate funds in its budget for payment, City shall immediately notify County in writing that such funds are not forthcoming. Such notice shall be deemed to be cause for termination by County or City. County shall nevertheless be entitled to payment for properly provided services rendered prior to termination.
6. At all times during performance of this Agreement, County shall maintain insurance or self- insurance reasonable and appropriate for a public entity the size of County.
7. County shall indemnify and hold harmless City, its departments, agencies, districts, officials, officers and employees from any liability, claim, damage or action based or asserted upon any act or omission of County relating to this Agreement, including but not limited to property damage, personal injury or death. City shall indemnify and hold harmless the County, its departments, agencies, districts, officials, officers and employees from any liability, claim, damage or action based or asserted upon any act or omission of City relating to this Agreement, including but not limited to property damage, personal injury or death.
365
Agreement No. EM- 22- 112
8. County shall maintain and keep records related to the ESC services in accordance with applicable County standards. In addition to their rights under applicable law, City and its employees and agents shall have the right to review and audit such records during County' s normal business hours upon request and reasonable advance notice by City.
9. This Agreement shall be governed by the laws of the State of California. Venue shall be in a court of competent jurisdiction in Riverside County, and the parties waive any provision of law providing for a change of venue to another location.
10. This Agreement shall be administered by the Director of EMD or designee on behalf of County, and by City Manager or his or her designee on behalf of City.
11. Notices issues pursuant to this Agreement shall be sent via U. S. Mail to the following:
To County: To City:
Emergency Management Department City of Eastvale
450 E. Alessandro Blvd. 12363 Limonite Ave # 910
Riverside, CA 92508 Eastvale, CA 91752
Attn: Operations Manager Attn: City Manager
12. This Agreement may be executed in any number of counterparts, each of which will be an original, but all of which together will constitute one instrument. Each party of this Agreement agrees to the use of electronic signatures, such as digital signatures that meet the requirements of the California Uniform Electronic Transactions Act (" CUETA," Civ. Code, §§ 1633. 1 to 1633. 17), for executing this Agreement. The parties further agree that the electronic signatures of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. Electronic signature means an electronic sound, symbol, or process attached to or logically associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record pursuant to the CUETA as amended from time to time. The CUETA authorizes use of an electronic signature for transactions and contracts among parties in California, including a government agency. Digital signature means an electronic identifier, created by computer, intended by the party using it to have the same force and effect as the use of a manual signature, and shall be reasonably relied upon by the parties. For purposes of this section, a digital signature is a type of electronic signature" as defined in subdivision ( i) of Section 1633. 2 of the Civil Code. 366
Agreement No. EM- 22- 112
13. This Agreement represents the full and final agreement between the parties related to this subject matter; and no prior oral or written agreements shall apply. This Agreement may be modified or altered only by a written amendment signed by authorized representatives of both parties.
County of Riverside
By:
Bruce Barton, Director
Emergency Management Department
Dated: - I(II
FOR PPROVED COU TY COUNS L
Er % 2E . E
City of Eas vale
By:
Bryan Jo e
City Man ger
Dated:
367
Agreement No. EM- 22- 112
13. This Agreement represents the full and final agreement between the parties related to this subject matter; and no prior oral or written agreements shall apply. This Agreement may be modified or altered only by a written amendment signed by authorized representatives of both parties.
AGREED:
County of Riverside City
By: By;
Bruce Barton, Director Bry;
Emergency Management Department City
Dated: Dated: 2 (%
368
Agreement No. EM- 22- 112
EXHIBIT A
SCOPE OF EMERGENCY SERVICES
1. Level of Service: County shall provide emergency services utilizing the designated Service Level of an Emergency Services Coordinator (" ESC), to be provided by County for City.
Services to be provided shall vary based on the Service Level Option chosen by the City, as outlined in Attachment A, and identified in Exhibit B, Payment Provisions. Services include the following:
1. 1 Comprehensive emergency management program: The ESC will coordinate a comprehensive program with the overall mission of serving the public in order to effectively support and recover from a major emergency or disaster, utilizing all standards and applicable laws and regulations within the discipline of emergency management.
1. 2 Point of contact: The ESC is the City emergency management point of contact and will be responsible for the coordination with all City personnel and departments and represent the City at all meetings, events, functions, etc., as required.
1. 3 Collaboration: The ESC will partner with all local, county, state and federal government agencies, special districts, the private sector, community entities, volunteer and non- profit organizations as necessary in all phases of emergency management.
1. 4 Service to Public: The ESC will provide service to the public on matters covered in this Agreement consistent with established policies and procedures that promote courteous, efficient service and good public relations.
2. Primary Responsibilities: The ESC will coordinate all activities to address the four phases of emergency management (Refer to Attachment 1 for detailed levels of service).
2. 1 Mitigation Phase: Identification and assessment of hazards, risks, threats using proven mitigation methodologies
2. 2 Preparedness Phase:
2. 2. 1 Plan Development/ Maintenance
2. 2. 2 Grants Management
2. 2. 3 Community Outreach/ Education
2. 2. 4 Training
2. 2. 5 Exercise Development/ Execution
4 369
Agreement No. EM- 22- 112
2. 2. 6 Emergency Operations Center (" EOC") Readiness
2. 2. 7 Volunteer Management
2. 3 Response Phase:
2. 3. 1 Emergency Response
2. 3. 2 Incident Level Based Response Protocols as delineated in section 7
2. 4 Recovery Phase:
2. 4. 1 Short Term Recovery
2. 4. 2 Long Term Recovery
3. Provision of Supervision: Supervision over the rendition of services, the standards of performance, the discipline of personnel, and other matters incidental to the performance of such services and the control of personnel so employed shall remain with County. However, City reserves the right to request, in writing, the replacement of any personnel for cause.
4. Provision of Equipment: For the purpose of performing said services, and to ensure standardization of required equipment, County shall furnish and supply standard equipment and supplies at no cost to the City. Any additional equipment required by City will be acquired at City' s expense.
5. Response Vehicle: County shall provide the response vehicle, according to County specifications, and shall provide fuel and maintain said vehicle. The vehicle will be utilized as a take home vehicle for response capabilities according to County policy.
6. Office Space and Furniture:
6. 1 If available, City shall provide office space, office equipment/ supplies and furniture necessary for the ESC to perform their job duties.
6. 2 ESC headquarters will be at either County EOC in Riverside or Alternate County EOC in Indio.
7. ESC Availability:
7. 1 Day -to -Day: The assigned ESC will be available to the City based on the contracted level of service as indicated in Exhibit B and according to a pre -arranged schedule approved by City.
370
Agreement No. EM- 22- 112
7. 2 Local Incident — Affecting One City: If an incident occurs in one of the contracted cities, the assigned ESC will respond to that affected city and will notify cities of the response.
7. 3 Local Incident. Regional or Catastrophic Event — Affecting Contracted Cities: If a local incident, regional or catastrophic event occurs during which multiple contracted cities are affected, the ESC or the EMD Emergency Services Division Manager will contact the city liaisons to make the determination to which city the ESC should respond, based on the following criteria:
The severity of the incident or event
Which city has the greater threat
The current location of the assigned ESC
The availability of additional EMD staff to respond
7. 4 Duty Officer Rotation: City agrees for ESC to serve in the EMD Duty Officer rotation.
7. 5 Vacation/ Sick Leave: EMD Duty Chief, Duty Officer or supervisor will be on call and available to respond when the dedicated ESC is on scheduled or unscheduled leave.
7. 6 Overtime/ Extraordinary Costs: City agrees that overtime and extraordinary costs for incidents within the exclusive jurisdiction of the City are not included in the annual rate.
7. 6. 1 Overtime shall mean any request by City to attend city council meeting, community meetings or any official city business outside of normal business hours after 5: 00 pm M- F and weekends).
7. 6. 2 Extraordinary costs shall mean any reasonable, actual and out of pocket costs associated with an emergency incident within the City' s jurisdiction. 371
Agreement No. EM- 22- 112
EXHIBIT B
PAYMENT PROVISIONS
City shall compensate County for Emergency Services Coordinator (" ESC) services on a quarterly basis as set forth below.
1. Summary of Compensation for Emergency Services Coordinator Services:
1. 1 The following chart summarizes the annual rates to be charged by County for services pursuant to this Agreement ( refer to Attachment 1 for details). The City' s selected option is indicated:
Option Item Description Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total X") Jul -Sept Oct -Dec Jan - Mar Apr -Jun
Option A: 5, 000 5, 000 5, 000 5, 000 20, 000
Base Services
Option B: 11, 250 11, 250 11, 250 11, 250 45, 000
X ESC Services Shared
City Pop < 50,000)
Option B: 16, 250 16, 250 16, 250 16, 250 65, 000
ESC Services Shared
City Pop > 50,000)
Option C: 20,000 20, 000 20, 000 20, 000 80, 000
50% Dedicated
Option D: 40,000 40, 000 40, 000 40,000 160,000
100% Dedicated
1. 2 The compensation payable to County for all services as set forth in this Agreement for the period commencing on or after July 1, 2021, and running through June 30, 2024, is one hundred thirty five thousand dollars ($ 135, 000).
2. Overtime or Extraordinary Costs: Any overtime or extraordinary costs as defined in Exhibit A
7. 6 are not included in the established rate. The rate for overtime/ extraordinary cost is calculated at 1. 5 x the EMD Staffs current employee rate and must be approved in advance by the city' s authorized agent.
3. Invoicing: The County will invoice the City at the end of each quarter. The payment is due by the 201h of the following month as follows:
a. Quarter 1 ( July 1— September 30) —due October 20th
b. Quarter 2 ( October 1— December 31) — due January 2011 c. Quarter 3 ( January 1— March 31) — due April 201h
d. Quarter 4 ( April 1— June 30) —due July 20th
372
Attachment 1
SERVICE LEVEL OPTIONS: None A B C D
PHASE & SERVICE PROVIDED
MITIGATION PHASE
Support & Guidance X
BASE
SERVICES
X
SHARED
SERVICES
X
0. 5 ESC
SERVICES
X
1.0 ESC
SERVICES
X
Management
PREPAREDNESS PHASE
Emergency Organization Coordination
X
X
X
X
Annual Disaster Council Meetings X X
Disaster Ordinance Review/ Update X X
Operational Area Agreement Review/ Update X X
Disaster Service Workers Volunteer Program X X
Mutual Aid Agreement Review/ Update
Events X
X
X
X
X
Presentations
ERGEN
Provide Template X X
X
X
X
X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Staff Report & Resolution X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Staff Report & Resolution X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Staff Report & Resolution X
Departmental Coordination
Provide Template X X X X
X
X
373
Attachment 1
SERVICE LEVEL OPTIONS: None A B C D
PHASE & SERVICE PROVIDED
BASE
SERVICES
SHARED
SERVICES
0. 5 ESC
SERVICES
1. 0 ESC
SERVICES
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Staff Report & Resolution X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Departmental Coordination
Provide Template X X X X
X
X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Departmental Coordination X
SEMS/ NIMS
Regional X X X X X
In House X X X
WebEOC
Regional X X X X X
In House X X
Alert & Warning
Regional X X X X X
In House X X
EOC Section-/ Postion- Specific
Regional X X X X X
In House X X
EOC Action Plan
Regional X X X X X
In House X X
Regional X X X X X
In - House X X
374
Attachment 1
SERVICE LEVEL OPTIONS: None A B I C D
BASE SHARED O. S ESC 1. 0 ESC
PHASE & SERVICE PROVIDED SERVICES SERVICES SERVICES SERVICES Gap Analysis - Structure & Systems
Provide Template X X X X X
Administrative Planning Support & Guidance X X X X
Plan Development X X X
Periodic Review/ Update X X
Departmental Coordination x
Alert & Warning
Support X X X x X
WebEOC
Support X X X x X
Monthly Systems Check
Computers X x
Video Displays X X
Phones x x
Radios
RACES
x
X
X
X
Community Emergency Response Teams
RESPONSE
Incident Response x
X
X
X
X
Liaison - State & Federal Partners
RECOVERY
Incident Recovery Response
X X X
X
X
X
X
X
Liaison - State & Federal Partners
Preliminary Damage Assessment
X
X
X
x
X
X
X
x
X
X
Applicant Briefing X x X x X
Meetings x X x
Submittal X X
Tracking x x
Close -Out X X
Assistance By Hire
Dependent upon availability
375
376
377
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.9
June 26, 2024
Approve a Coopera*on Agreement with Jurupa Community
Services District for the Limonite Subgrade Rehabilitation Project.
Prepared By:
Jimmy Chung, Public Works Director/ City Engineer
Recommended Action(s)
Staff recommends that the City Council:
1. Approve the Coopera$on (Co-op) Agreement with Jurupa Community Services District (JCSD) for the Subgrade Rehabilita$on Project along Limonite Avenue between Scholar Way and Hamner Avenue and;
2. Authorize the City Manager to execute all necessary documents including the No$ce of Completion.
Summary
Sinkholes and large open voids began to appear along the side of the road on westbound Limonite in February of 2017 near "Manhole 4" in the as-built Clover Road/Hamner Avenue Trunk Sewer Phase 1 plans compiled by Webb Associates. Five open voids or se9lement areas appeared in January 2019 between a storm drain inlet and "Manhole 3". Jurupa Community Services District (JCSD) backfilled those voids/depressions with Class II Base. Three addi$onal sinkholes appeared in January of 2022 west of "Manhole 4". The City filled those voids with aggregate slurry. Currently, an approximately 4- foot-deep void is present extending beneath the pavement in Limonite Avenue west of "Manhole 4".
Subsurface tes$ng and inves$ga$on was conducted by a licensed geotechnical engineer to determine the cause of the voids, if addi$onal subsurface voids are present along this por$on of the 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 | eastvaleca.gov
378
sewer main, and the current compac$on characteris$cs of the sewer main backfill to see if they meet the required 90 percent rela$ve compac$on that was required when the sewer main was installed.
The exact cause may or may not have been directly related to the sewer and as a result the City and JCSD have decided to work together to rehabilitate the subgrade rather than prolonging the remedy. The rehabilita$on of the subgrade will consist of over excava$ng, installing geogrid, and recompacting the subgrade to 90-95% relative compaction.
Background
The Cloverdale Road/Hamner Avenue Trunk Sewer Phase 1 project was constructed by JCSD in 2002 with geotechnical observa$on and tes$ng provided by Converse Consultants. The report of observa$on and tes$ng during construc$on was not available for our review at the $me of this staff report. The sewer is a 15-inch-diameter vitrified clay pipe placed 20 to 22 feet below exis$ng ground surface with fall to the west. The plans indicate the pipe was bedded and shaded in accordance with JCSD Standard Detail S-1 which calls for “crushed rock per specifica$ons” or “backfill per specifica$on” but does not provide a material name or grada$on for those terms, nor does it refer to another specification for a definition of those materials.
Environmental
Approval of the agreement and project are categorically exempt from California Environment Quality Act (CEQA) review under the CEQA Guidelines Section 15304 (f).
Strategic Plan Action - Priority Level: 1 | Target #: E | Goal #: A The proposed agreement contributes to the development of Downtown Eastvale, which can significantly a9ract businesses and retailers to establish their presence in the City and create a “Des$na$on Eastvale” with high-quality and unique businesses Develop and Construct Civic Center; and Construct a Police Substation building.
Fiscal Impact
The total fiscal impact for the agreement and project is es$mated to be $128,412.15, split between the City and JCSD. A budget resolu$on is not necessary as the full cost of the project was appropriated during the 2023-24 mid-year process in the General Capital Projects Fund account 600-510-6660-93038-0000; budget totals $1.0 million.
Prior City Council/Commission Action
On October 11, 2023, City Council approved the professional services agreement with Geocon for the subsurface invocation of this location.
Attachment(s)
Attachment 1 - Cooperative Agreement Limonite Subgrade Rehabilitation Agreement 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 | eastvaleca.gov
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COOPERATIVE AGREEMENT
FOR SUBGRADE REHABILITATION
FOR LIMONITE SUBGRADE REHABILITATION PROJECT WITH
CITY OF EASTVALE AND
JURUPA COMMUNITY SERVICES DISTRICT
1. PARTIES AND DATE.
This Cooperative Agreement for Utility Facility Improvements (“Agreement”) is made and entered into as of this _____ day of _________, 2024 (“Effective Date”) by and between the City of Eastvale, a California municipal corporation organized under the laws of the State of California with its principal address located at 12363 Limonite Avenue Suite 910, Eastvale, California 91752 (“Eastvale”); the Jurupa Community Services District (“JCSD”) a community services district organized under the laws of the State of California. Eastvale, and JCSD are sometimes individually referred to as “Party” and collectively as “Parties” throughout this agreement.
2. RECITALS.
2.1 Limonite Subgrade Rehabilitation Project. To correct subsidence that has occurred within an existing Eastvale street, Eastvale intends to excavate the trench over an existing sewer and recompact with geogrid and native material along Limonite Avenue from Hamner Avenue to the west approximately 1100 feet, in the City of Eastvale, as more particularly depicted in Exhibit “A” attached hereto and incorporated herein by reference (“the Project”).
2.2 Location. As part of the Project, Eastvale and JCSD intend to recompact the subgrade over an existing sewer. The location is depicted in Exhibit “B” attached hereto and incorporated herein by reference.
2.3 Cooperation. Eastvale and JCSD desire to cooperate with each other in the design, construction and inspection of the Project. The purpose of this Agreement is to memorialize the mutual understandings of the Parties with respect to the design, construction, inspection, and funding for the Project.
3. TERMS AND CONDITIONS.
3.1 Eastvale Obligations.
3.1.1 Plans, Specifications and Estimates. Eastvale has contracted with Civiltec Engineering to design the Project. Eastvale shall provide the approved and signed plans and specifications as a part of the Eastvale construction contract for the Project.
3.1.2 Lead Agency. Eastvale shall be the lead agency for the design and JCSD shall be the lead for the construction of the Project. Eastvale shall prepare and obtain necessary approvals in accordance with the California Environmental Quality Act and including inspection 380
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through completion of the Project. Eastvale and JCSD shall together furnish or have furnished all equipment, tools, materials, labor and engineering services necessary to fully and adequately design and complete the Project.
3.1.3 Reimbursement. . The City agrees to pay fifty percent (50%) of the Total Construction Costs (as defined in Section 3.2.3 below) to construct the Project, and to engage in the Total Cost calculation and reimbursement set forth in Section 3.2.3.1 below.
3.1.4 Encroachment Permits. Project construction will be done by JCSD crews through a no-fee encroachment permit issued by Eastvale.
3.1.5 Inspection. Eastvale will provide inspection services per the no-fee permit and JCSD shall provide geotechnical compaction inspections of the subgrade.
3.2 JCSD Obligations.
3.2.1 Construction of Project. In accordance with all applicable federal, state or local statutes, ordinances, orders, governmental requirements, laws or regulations JCSD shall provide all labor for the construction of the Project.
3.2.2 JCSD Inspection Personnel. JCSD shall conduct inspections, alongside the City inspection personnel, of the Project. JCSD and the City shall ensure that their inspection personnel have appropriate personal protection equipment and abide by the Project’s Safety, Health, and Environmental Plans (“SHEP”).
3.2.3 Payment of Construction Costs. JCSD agrees to pay fifty percent (50%) of the Total Construction Costs to construct the Project. For purposes of this Agreement, the term “Total Construction Costs” shall mean all labor, materials, tools, equipment, services and incidental and customary work necessary to plan, engineer, design, permit, bid, and construct the Project, including without limitation, all costs and expenses for the following: engineering, legal, and other consultant services throughout the pre-construction and construction phases; bid preparation and administration services; soil, project and other inspection and testing services; construction and project management services; and all other construction and project close-out activities. The Total Construction Costs for the construction of the Project is estimated in Exhibit “C” attached hereto and incorporated herein by reference (“Subgrade Rehabilitation Estimated Costs”).
3.2.3.1 Total Costs. Upon completion of the Project and acceptance by Eastvale, Eastvale and JCSD shall prepare a final written accounting of the Total Costs incurred by each agency for the construction cost of the Project. JCSD shall pay the City or the City shall pay JCSD, depending on which party incurred more cost, within thirty (30) days of receipt of an invoice detailing the Total Costs and any amounts due and payable
3.3 Termination. As between JCSD and Eastvale, this Agreement shall 381
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terminate upon completion and acceptance by Eastvale, and payment to/from JCSD from/to Eastvale of all amounts owed to Eastvale/JCSD under this Agreement.
3.4 Notices. All notices permitted or required under this Agreement shall be given to the respective Parties at the following addresses, or at such other addresses as the respective Parties may provide in writing for this purpose:
City of Eastvale:
City of Eastvale
12363 Limonite
Ave, #910 Eastvale,
CA 91752
Attention:
Jimmy Chung
City Engineer
Email:
[email protected]
Jurupa Community Services
District:
Jurupa Community Services
District
11201 Harrel Street,
Mira Loma, CA 91752
Attention: Jesse Pompa, Director
of Engineering and Water
Resources
Email: [email protected]
Such notice may be provided by personal delivery, by first class mail, by express delivery or by email transmission. Notice shall be deemed to made as follows: (A) when personally delivered, upon actual delivery; (B) when mailed, seventy-two (72) hours after deposit in the U.S. Mail, first class postage prepaid; (C) when sent by express delivery, upon delivery as documented by the delivery service; and (D) when sent via facsimile transmission, upon actual delivery as documented by any verifiable facsimile transmission record. Facsimile transmissions shall be followed by first class delivery along with a copy of the facsimile transmission record. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
3.5 Cooperation and Further Acts. The Parties shall fully cooperate with one another and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
3.6 Attorneys’ Fees. If any Party commences an action against another Party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing Party in such litigation shall be entitled to have and recover from the losing Party reasonable attorneys’ fees and all other costs of such action.
3.7 Indemnification. Each Party shall indemnify and hold the other Party and its officials, officers, employees and agents free and harmless from and against any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, to the extent arising out of or incident to any negligent acts, omissions or willful misconduct of the indemnifying Party or its officials, officers, 382
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employees and agents related to the performance of this Agreement or or the Project, including attorneys’ fees and other related costs and expenses; provided, however, that employees of any Party shall not be deemed to be agents of any other Party for purposes of this Section.
Notwithstanding the foregoing, the indemnifying Party shall not settle any lawsuit with respect to the other Party to this Agreement without such Party’s consent, which consent shall not be unreasonably withheld.
3.8 Entire Agreement; Amendments. This Agreement contains the entire Agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both Parties.
3.9 Governing Law; Venue. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Venue for any cause of action arising under this Agreement shall be in Riverside County.
3.10 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the Parties.
3.11 Assignment or Transfer No Party shall assign, hypothecate, subcontract or transfer, either directly or by operation of law, this Agreement or any interest herein without prior written consent of the other Party. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
3.12 Construction, References and Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days.
All references to any Party shall include all officials, officers, employees and agents of that Party, except as otherwise specified in this Agreement. The caption of the various sections are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.
3.13 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give any other Party any contractual rights by custom, estoppel, or otherwise.
3.14 No Third-Party Beneficiaries. There are no third-party beneficiaries of any right or obligation assumed by the Parties.
3.15 Invalidity and severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. In addition, if any portion of this Agreement is declared to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, or is otherwise 383
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deemed to be such by legal counsel for the Parties to this Agreement, the Parties shall use their reasonable best efforts to amend this Agreement to remove the inappropriate provision(s); provided, however, that if the amendment cannot be made in a manner which preserves all essential parts of the consideration for any Party, such Party may terminate this Agreement as soon as is reasonably practicable or as required by law.
3.16 Authority to Execute Agreement. Each Party warrants that it has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.
Each Party also warrants that the individuals who have signed this Agreement have the legal power, right and authority to make this Agreement and bind each respective Party hereto.
3.17 Counterparts. This Agreement may be signed in one or more counterparts, each of which shall constitute an original.
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EASTVALE’S SIGNATURE PAGE FOR
CITY OF EASTVALE
COOPERATIVE AGREEMENT
FOR SUBGRADE REHABILITATION
(CITY OF EASTVALE – LIMONITE SUBGRADE REHABILITATION PROJECT) IN WITNESS WHEREOF, the Parties hereto have executed this Agreement by their respective duly authorized representatives.
CITY OF EASTVALE,
a California municipal corporation
By: _
Mark Orme
City Manager
Attest:
Marc Donohue
City Clerk
Approved as to form:
Erica Vega
City Attorney
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JURUPA COMMUNITY SERVICES DISTRICT’S
SIGNATURE PAGE FOR
CITY OF EASTVALE
COOPERATIVE AGREEMENT
FOR SUBGRADE REHABILITATION
(CITY OF EASTVALE – LIMONITE SUBGRADE REHABILITATION PROJECT) IN WITNESS WHEREOF, the Parties hereto have executed this Agreement by their respective duly authorized representatives.
Jurupa Community Services District,
an independent special district of the State of California, by:
Attest:
JCSD Agreement No. 2024-045 (Digital Original)
Chris Berch, P.E.
General Manager
Maria E. Ayala
Executive Services Manager /
Secretary to the Board of Directors
DocuSign Envelope ID: A522C28C-F193-4B92-825B-78B9468DD138 6/11/2024 | 8:30 PM PDT
6/11/2024 | 9:10 AM PDT
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EXHIBIT A
LIMONITE SUBGRADE REHABILITATION PROJECT
387
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EXHIBIT B
CONSTRUCTION LOCATION
388
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389
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EXHIBIT C
ESTIMATED COSTS FOR FACILITY IMPROVEMENTS
391
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392
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.10
June 26, 2024
Resolu'ons Associated with the November 5, 2024 General Municipal Election (Districts 2 and 5)
Prepared By:
Marc A. Donohue, City Clerk/Communications Director
Recommended Action(s)
Staff recommends that the City Council:
1. Adopt Resolu on No. 24-XX, A Resolu on of the City Council of the City of Eastvale, California, Calling and Giving No ce of a General Municipal Elec on to be held on Tuesday, November 5, 2024, and reques ng the Board of Supervisors of the County of Riverside to Consolidate the General Municipal Elec on with the State Wide Elec on to held on Tuesday, November 5, 2024, for the elec on of certain officers as required by the provisions of the laws of the State of California related to General Law ci es pursuant to Sec on 10403 of the Elec ons Code; and
2. Adopt Resolu on 24-XX, A Resolu on of the City Council of the City of Eastvale, California, Adop ng Regula ons for Candidates for Elec ve Office Pertaining to Candidate's Statements Submi8ed to the Voters at a General Municipal Elec on to be held Tuesday, November 5, 2024.
Summary
By law, the City is required to hold a General Municipal Elec on in November of every even numbered year. As with previous elec ons, this elec on will be consolidated with the state-wide election with the Riverside County Registrar of Voters. In June 2016, the City transitioned from an atlarge vo ng system to district based and held its first district elec on in November 2016. Due to the district based system, the following districts will be up for elec on this November: District 2 (Mayor 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Christian Dinco) and District 5 (Mayor Pro Tem Mike McMinn).
Background
The 2024 General Municipal Elec on will be held on November 5, 2024. Pursuant to Eastvale Municipal Code Sec on 2.04.090, the voters in Districts 2 and 5 will commence elec ng one City Councilmember from each district at the 2024 General Municipal Elec on. The adop on of the a8ached resolu on calling and giving no ce of the elec on and a8ached resolu on establishing regula ons for candidates for elec ve office is required pursuant to the Elec ons Code of the State of California.
The resolu on listed as a8achment 1, calls and gives no ce of the elec ons and requests the County of Riverside Board of Supervisors to consolidate the general municipal elec on with the statewide general elec on. The resolu on establishes November 5, 2024 as the date for the elec on of Councilmembers from District 2 and 5 for the full term of four years. The resolu on listed as a8achment 2, provides for candidates to pay the full prin ng costs of the candidate’s statement and further includes the general provisions for preparing said statement pursuant to Sec on 13307 of the Elections Code.
The City transi oned to districts in 2016 and it is important to note that not all registered voters in the City of Eastvale will have a City Council elec on on their ballot. Only those registered voters in Districts 2 and 5 will have a City Council election on their ballot.
The nomina on period will commence on Monday, July 15, 2024, and will conclude on Friday, August 9, 2024. This period is only for those registered voters in either District 2 or 5. Should an incumbent not file and qualify by August 9th, the deadline will extend to Wednesday, August 14, 2024, for candidates with the excep on of the incumbent of that district. Prospec ve candidates are requested to make an appointment with the City Clerk’s Office when pulling or filing papers. This will ensure that the City Clerk is available for issuing or filing of papers Environmental
Not applicable.
Strategic Plan Action - Priority Level: N/A | Target #: N/A | Goal #: N/A Not applicable.
Fiscal Impact
Staff has requested an es mated elec on cost for the general municipal elec on but has not received a response yet.
The es mate received from the Riverside County Registrar of Voters for the candidate statement deposit is $500. Please note that this is only an es mate as candidates may receive a bill or refund for the difference depending on the final cost.
Budget for the cost of the elec on have been included in the proposed opera ng budget for Fiscal Year 2024-25 in General Fund election services account 100-120-6427.
Prior City Council/Commission Action
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394
Not Applicable.
Attachment(s)
Attachment 1 - Election Resolution
Attachment 2 - Candidate Statement Resolution
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951.361.0900 | eastvaleca.gov
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1 RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA,
CALLING AND GIVING NOTICE OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 5, 2024, AND REQUESTING THE BOARD OF
SUPERVISORS OF THE COUNTY OF RIVERSIDE TO CONSOLIDATE THE GENERAL
MUNICIPAL ELECTION WITH THE STATE WIDE ELECTION BE HELD ON TUESDAY, NOVEMBER 5, 2024, FOR THE ELECTION OF CERTAIN OFFICERS AS REQUIRED BY
THE PROVISIONS OF THE LAWS OF THE STATE OF CALIFORNIA RELATING TO GENERAL LAW CITIES PURSUANT TO SECTION 10403 OF THE ELECTIONS CODE WHEREAS, under the provisions of the laws relating to general law cities in the State of California, a General Municipal Election shall be held on Tuesday, November 5, 2024 for the election of Municipal Officers; and
WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date and that within the city precincts, polling places and election officers of the two elections be the same, and that the Registrar of Voters of the County of Riverside canvass the returns of the General Municipal Election and that the election be held in all respects as if there were only one election.
THE CITY COUNCIL OF THE CITY OF EASTVALE, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. Pursuant to the requirements of the laws of the State of California relating to general law cities, there is called and ordered to be held in the City of Eastvale, California, on Tuesday, November 5, 2024, a General Municipal Election for the purpose of electing a Councilmember from Districts 2 and 5, each for the full term of four years.
SECTION 2. That pursuant to the requirements of Section 10403 of the Elections Code, the Board of Supervisors of the County of Riverside is hereby requested to consent and agree to the consolidation of the General Municipal Election with the Statewide General Election on Tuesday, November 5, 2024, for the purpose of the election of Councilmembers from District 2 and 5 of the City of Eastvale, each for a the full term of four years.
SECTION 3. That the Board of Supervisors is requested to issue instructions to the Registrar of Voters Office of the County of Riverside to take any and all steps necessary for the holding of the consolidated election.
SECTION 4. That the City Clerk is authorized, instructed and directed to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the elections. 396
2 SECTION 5. As required by Elections Code sections 10403 and 10418, the consolidated election shall be held and conducted, election boards appointed, voting precincts designated, candidates nominated, ballots printed, polls opened and closed, voter challenges determined, ballots counted and returned, returns canvassed, results declared, certificates of election issued, recounts conducted, election contests presented, and all other proceedings incidental to and connected with the election shall be regulated and done in accordance with the provisions of law regulating the statewide election.
SECTION 6. That notice of the time and place of holding the elections is given and the City Clerk is authorized, instructed and directed to give further or additional notice of the election, in time, form and manner as required by law.
SECTION 7. That in the event of a tie vote (if any two or more persons receive an equal and the highest number of votes for an office) as certified by the Riverside County Registrar of Voters, the City Council, in accordance with Election Code Section 15651(a), shall set a date and time and place and summon the candidates who have received the tie votes to appear and will determine the tie by lot.
SECTION 8. The Registrar of Voters is hereby authorized to canvass the returns of said General Municipal Election in accordance with state law.
SECTION 9. That the City Clerk is authorized to administer said elections and all reasonable and actual election expenses shall be paid by the City upon presentation of a properly submitted bill by the County of Riverside.
SECTION 10. That the City Clerk shall certify to the adoption of this resolution.
PASSED, APPROVED AND ADOPTED on this 26th day of June 2024. _____________________________
Christian Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________ _______________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
397
3 STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 26 day of June, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
398
1 RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA,
ADOPTING REGULATIONS FOR CANDIDATES FOR ELECTIVE OFFICE PERTAINING TO CANDIDATE’S STATEMENTS SUBMITTED TO THE VOTERS AT A GENERAL MUNICIPAL ELECTION TO BE HELD TUESDAY, NOVEMBER 5, 2024 WHEREAS, Section 13307 of the Elections Code of the State of California provides that the governing body of any local agency adopt regulations pertaining to materials prepared by any candidate for a municipal election, including costs of the candidate’s statement.
THE CITY COUNCIL OF THE CITY OF EASTVALE, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. GENERAL PROVISIONS. Pursuant to Section 13307 of the Elections Code of the State of California, each candidate for elective office to be voted for at an election to be held in the City of Eastvale on November 5, 2024, may prepare a candidate’s statement on an appropriate form provided by the City Clerk. The statement may include the name, age, and occupation of the candidate and a brief description of no more than 200 words of the candidate’s education and qualifications expressed by the candidate himself or herself. The statement shall not include party affiliation of the candidate nor membership or activity in partisan political organizations. The statement shall be filled in the Office of the City Clerk at the time the candidate’s nomination papers are filed. The statement may be withdrawn, but not changed, during the period for filing nomination papers and until 6:00 p.m. of the next working day after the close of the nomination period.
SECTION 2. FOREIGN LANGUAGE POLICY.
A. Pursuant to the Federal Voting Rights Act, candidate’s statements will be translated into all languages required by the County of Riverside. The County is required to translate candidate’s statements into the following languages: Spanish B. The candidate shall be required to pay for the cost of translating the candidate statement into Spanish.
SECTION 3. PAYMENT
A. The City Clerk shall estimate the total cost of the printing, handling, translating, and mailing of the candidate’s statements filed pursuant to this section, including costs incurred as a result of complying with the Voting Rights Action of 1965, as amended, and require each candidate filing a statement to pay in advance to the local agency his or her estimated pro rata share as a condition of having his or her statement included in the voter’s pamphlet.
399
2 B. In the event an estimated payment is required, the estimate is just an approximation of the actual cost that varies from one election to another and may be significantly more or less than the estimate, depending on the actual number of candidates filing statements.
Accordingly, the City Clerk is not bound by the estimate and may, on a pro rata basis, bill the candidate for additional actual expense or refund any excess paid depending on the final actual costs. In the event of underpayment, the City Clerk shall require the candidate to pay the balance of the cost incurred. In the event of an overpayment, the City Clerk shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the election.
SECTION 4. ADDITIONAL MATERIALS. No candidate will be permitted to include additional materials in the sample ballot package.
SECTION 5. The City Clerk shall provide each candidate or the candidate’s representative a copy of this Resolution after, or once nominating petitions are issued.
SECTION 6. All previous resolutions establishing City Council policy on payment for candidate statements are repealed.
SECTION 7. This resolution shall apply only to the election to be held on November 5, 2024 and shall then be repealed.
SECTION 8. The City Clerk shall certify to the adoption of this resolution.
PASSED, APPROVED AND ADOPTED on this 26th day of June 2024. ______________________________________
Christian Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________ _______________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
400
3 STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 26 day of June, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
401
AGENDA STAFF REPORT
City Council Meeting
CONSENT CALENDAR
Agenda Item No. 11.11
June 26, 2024
Adop'on of Fiscal Year 2024-2025 Annual Opera'ng and Capital Improvement Budget Review
Prepared By:
Mark Orme, City Manager & Amanda Wells, Finance Director/City Treasurer Recommended Action(s)
Staff recommends that the City Council approve and adopt the following:
1. Fiscal Year 2024-2025 Annual Operating and Capital Improvement Budget; and
2. A Resolution of the City Council of the City of Eastvale, California, Approving and Adopting the Annual Appropriations Limit Pursuant to Article XIII (B) of the California Constitution for Fiscal Year 2024-2025; and
3. A Resolution of the City Council of the City of Eastvale, California, Adopting An Operating Budget and Capital Improvement Budget for the Fiscal Year Commencing July 1, 2024 and Ending June 30, 2025, and Appropriating Funds for Purposes Therein Set Forth; and
4. A Resolution of the City Council of the City of Eastvale, California, Approving the Commitment of Fund Balance Pursuant to GASB 54; and
5. A Resolution of the City of Council of the City of Eastvale, California, Establishing the Authorized Positions for the Fiscal Year 2024-2025, Effective July 1, 2024.
Summary
Proposed Fiscal Year 2024-25 Operating and Capital Improvement Budget Book Link The goal of the Annual Opera;ng and Capital Improvement Budget serves to establish both longterm and short-term financial planning for the City while adhering to regula;ons set by the Governmental Accoun;ng Standards Board (GASB) and criteria for the Government Finance Officers 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Associa;on (GFOA) budget award. The comprehensive budget illustrates City Council’s commitment to providing cost effec;ve municipal services. City Council adopts an opera;ng and capital improvement budget every year, which commits resources for the accomplishment of the City’s Strategic Plan, provision of services to the public, regulatory and statutory requirements, and adherence to policies. The budget report iden;fies target areas while measuring achievements to ensure departments remain effec;ve, efficient, and perform. An abundant amount of ;me, analysis, and data from various resources helps establish projec;ons to forecast proper revenue and expenditure budgets. Early financial planning by the City Manager’s Office and the Finance Department is followed with the iden;fica;on of key goals iden;fied by City Council, City departments, stakeholders, and members of the community suppor;ng the determina;on of how the City should manage its assets and liabili;es. The city's budget development ;meline can be found at this link.
The budget is a dynamic document that is amended throughout the year for various reasons, including City Council ac;ons on department requests, ac;ons by third par;es which impact the budget plan, or changes in the economy.
This proposed Fiscal-Year 2024-25 Annual Opera;ng and Capital Improvement Budget document represents the City of Eastvale’s conserva;ve es;mate of the City’s financial performance in the coming year. The proposed budget plan includes $103,653,646 in total revenues and $81,496,890 in total expenditures (includes transfers of $12,741,905). The proposed budget projects General Fund revenues at $69,663,016, including transfers-in of $510,406, and expenditures at $49,948,943, including transfers-out of $12,231,499. In total the General Fund budget surplus is $19,714,073.
AJer compiling budget projec;ons and presen;ng a budget workshop to City Council in April, the proposed fiscal-year budget is brought to the full City Council for considera;on and adop;on.
Although the primary emphasis is on the General Fund, the comprehensive budget document includes special revenue funds, capital improvement projects, capital reserves, underlying ra;onale, long-term forecasts, and investment strategy necessary to meet the projects and policies set forth by the City Council.
The city's Proposed Fiscal Year 2024-25 Opera;ng and Capital Improvement Budget Book can be found at this link. The City Manager's Budget Message can be found at this link.
Background
FISCAL YEAR 2024-25 BUDGET ANALYSIS
The city's Proposed Fiscal Year 2024-25 Operating and Capital Improvement Budget Book can be found at this link.
GENERAL FUND – REVENUES, EXPENDITURES & AVAILABLE RESOURCES: General Fund Overview Link
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Overall, General Fund revenue projec;ons are $69,663,016 and expenditures are $49,948,943 (inclusive of transfers). General fund revenues exceed expenditures by $19,714,073, crea;ng a budget surplus. Of the $69.7 million in revenues, $50.7 million are aKributable to opera;ng revenues and $18.9 million are non-opera;ng revenues. Of the $49.9 million in expenditures, $37.7 million are aKributable to opera;ng expenditures and $12.2 million are non-opera;ng expenditures.
As a result, the city is expected to end the 2024-25 fiscal year with a $13.0 million opera;ng surplus, and a $6.7 million non-opera;ng surplus. Staff u;lized a 50% ra;o of non-opera;ng versus opera;ng sales tax as a conserva;ve approach to ensure stable revenue sources are iden;fied, considering the risks to the city's largest single source of revenue. The fiscal year 2024-25 budget includes $12,231,499 in transfers out to the General Capital Projects Fund, Capital Replacement Funds and general contribution for special assessment districts.
General Fund Revenue Forecast: General Fund Revenue Summary Link Revenues total $69,663,016; opera;ng revenues total $50,728,374 and non-opera;ng revenues total $18,934,642 for the fiscal year 2024-25. Net of transfers, revenues total $69,152,610.
General Fund Revenue highlights include the following:
Sales and Use Tax – Staff recommends budget for sales tax revenues for fiscal year 2024-25 at $49.0 million, based on HdL's projec;ons (City’s vendor for sales tax projec;ons). Of the sales tax revenues, $32.1 million is considered opera;ng revenue and $16.9 million is considered non-opera;ng revenue. Staff con;nues to u;lize the non-opera;ng sales tax for one-;me non-opera;ng expenditures, such as funding future capital maintenance and replacement projects, future capital projects, and current capital projects. It is unknown how long the nonopera;ng sales tax revenues will last, point of sale loca;on for any business could change at any ;me for a mul;tude of reasons, as such it is a conserva;ve approach to only use these revenues sparingly for opera;ng costs and u;lize a majority of the funding for non-opera;ng capital equipment and infrastructure projects. It is likely that at least a por;on of the revenues will become a long term revenue source.
Property Tax – A wave of commercial parcel assessment valua;on appeals has been occurring throughout the county for several years and is s;ll con;nuing. Although home prices have remained steady and the city experienced development of new commercial property, the influx of assessment appeals will keep the city's overall assessed property valua;on from growing at the same pace as the housing market. However, staff expects property tax revenues to s;ll increase, almost 10% over the prior year based on projec;ons provided by HdL Coren and Cone.
Franchise Fees – The city expects to see an $290,000 decrease in franchise fees. Although the trend for natural gas and electricity franchise fees has increased, fees for cable has slowly declined over the last several years, leading to the budget decrease for 2024-25. Electricity fees have increased mainly due to the price of natural gas, which drives the rates charged for electricity.
Licenses, Fees, and Permits - PermiQng ac;vity remained steady over the past few fiscal years and saw a heavy increase in permits during the pandemic. However, development ac;vity has slowed in the past fiscal year and is expected to slightly increase in the new year. Staff recommends budge;ng building permits, development revenue, and encroachment fees with a 1% increase over the 2023-24 fiscal year projec;ons at $2.42 million. If the Leal 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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development significantly impacts this revenue category, an appropria;on will be included in the mid-year budget.
Fines, Penales, and Forfeitures - Staff recommends increasing this revenue category to $216,000 for fiscal year 2024-25, an increase of 37% from the previous year. Based on trend data for 2023-24 staff believes this category will continue to increase.
Intergovernmental – Intergovernmental revenue consists primarily of Vehicle License Fee Adjustment Account (VLFAA) revenue, resul;ng from the passing of SB130 in April 2017.
VLFAA revenues are based on property valua;ons, which have con;nued to steadily increase in the city over the last few years. Intergovernmental revenue is expected to increase from $6,245,000 in fiscal year 2023-24 to $6,425,000 in fiscal year 2024-25, an increase of 3%.
General Fund Expenditures
Overall, the total expenditures for the General Fund total $49,948,943 in fiscal year 2024-25; operating expenditures total $37,726,253 and non-operating expenditures total $12,222,690.
Personnel Highlights: General Fund Personnel Summary Link Salaries and Benefits costs are projected at $11,528,246 for fiscal year 2024-25. The personnel projec;ons were prepared based on current pay rates plus 5% merit for all current employees. Budget es;mates include full benefits, including health and re;rement contribu;ons. Vacant posi;ons are budgeted at top step with full benefits. The proposed full- ;me equivalent (FTE) of City employees is 76 for fiscal year 2024-25, an increase of 2 posi;ons over the amended 2023-24 budget. In total, personnel costs increased $2,100,216 over the prior year. Several posi;ons were added in the 2023-24 mid-year budget and these posi;ons were not budgeted for a full twelve-month period in the prior year, however the full impact to the budget has been included in the calcula;ons for the new fiscal year. Addi;onally, the City Council adopted a classifica;on and compensa;on study on May 22, 2024. The adop;on included a new salary range and placement of classifica;ons at 10% above market average.
The classifica;on and compensa;on study changes impacted the budget by approximately $1,400,000. Total proposed staffing includes 68.5 full-time staff and 7.5 part-time staff.
Posion Changes for the 2024-25 budget plan include adding five new full-;me posi;ons, five promo;ons, and four eliminated posi;ons. In total the changes will equate to a $450,853 impact to the personnel category.
Operations Highlights: General Fund Department Summary Link Law Enforcement costs are $15,061,083 as compared to $14,061,266 for fiscal year 2023-24.
The proposed budget includes the con;nua;on of Flock Security Cameras and a new Dedicated Sergeant. Addi;onally, the city con;nues to fund a $136,000 line item for special over;me opera;ons within the city. Finally, the Riverside Sheriff Office announced a 4.0% to
4.5% contract increase for the new fiscal year. Budget projections include the higher 4.5%.
General Government includes city wide costs such as copier maintenance, revenue neutrality with Riverside County, transfers out to other funds, and building leases. Riverside County revenue neutrality will con;nue un;l 2040; budget projec;ons are $300,000 for the new year.
Total expenditures for the general government category are $13,975,989 for fiscal year 2024- 25, an increase of $84,997 from the prior fiscal year. Transfers-out to other funds represent the largest expenditure in this category at $12,231,499. Transfers-out include funding the five 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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capital replacement and maintenance funds for informa;on technology, vehicles, street maintenance, facility maintenance, and storm drain maintenance for a total of $1,020,000.
Capital projects transfers total $11,082,690 and include the Limonite Gap Pedestrian Bridge, Civic Center design and site development, and Public Works Yard Construc;on. Finally, $8,809 of transfers are for general benefit contribution to four special assessment districts.
Community Development expenditures are forecasted at $2,672,980, an increase of 7% or $165,437 from the prior fiscal year. The nominal increase is mainly due to the changes from the classifica;on and compensa;on study. Addi;onally, this department funds the Business Incentive Loan Program, which is funded at $70,000 for the 2024-25 fiscal year.
Public Works expenditures are forecasted at $5,780,789, an increase of $1,158,650 over the 2023-24 fiscal year. The increase is caused by several budget proposals, including the addi;on of a Management Analyst posi;on and a Construc;on Inspector posi;on, addi;onal contracts related to citywide private land development, asset management soJware, and citywide maintenance. The department also added several street posi;ons at mid-year and this budget cycle includes the first full year of related costs. Addi;onally, Public Works is the largest department and was affected by the classification and compensation study.
Community Safety expenditures are forecasted at $3,818,549 an increase of 15% or $488,393 over the prior year. The increase is due to contract service increases expected for the Leal development, software leases, and the classification and compensation study.
General Fund Available Resources: Fund Balance Link
The beginning balance for the fiscal year 2024-25 budget reflects the projected General Fund ending balances for fiscal year 2023-24. The General Fund is an;cipated to end the 2023-24 fiscal year with an es;mated total fund balance of $155,146,802 and the proposed fiscal year 2024-25 budget includes anticipated fund balance of $174,860,875 as of June 30, 2025.
Assigned reserves: $55,240,710
The General Fund Emergency Con;ngency (based upon 50% of opera;ng expenditure appropriations) is fully funded at $18,863,127 and is classified as an assigned reserve.
Addi;onally, $19,677,584 is held in assigned reserve to cover known and expected nega;ve cash flow. $19,500,000 is held to cover reimbursable grants un;l the project is complete and the gran;ng agency has reimbursed the city for expenditures. $177,584 is required to cover nega;ve cash flow in ten special assessment districts. Staff also expects to receive an Ac;ve Transporta;on Program grant that will require a $5.5 million match in fiscal year 2025-26, staff recommends holding this amount in reserve to meet the requirements in the following year. Staff has also set aside $10.0 million for possible land purchases. Finally, $200,000 for the city's Business Incen;ve Loan Program and $1.0 million for a future financial system implementa;on is being held as assigned reserves.
Committed reserves: $66,534,498
The City con;nues to also maintain a commiKed reserve of $33.0 million for City Hall construc;on, $10.0 million for Library construc;on, $9.3 million for police substa;on construction, $2.5 million committed reserve for pension liabilities, $1.7 million for a fire truck purchase, and $3.0 million for public safety rate increase stabilization.
A new commiKed reserve category for the 2024-25 fiscal year is a $7.0 million debt service reserve for the an;cipated Civic Center lease revenue bonds. Staff expects the maximum annual debt service payment to be $7.0 million; a specific reserve for the bond issuance should help the city obtain beKer bond ra;ngs and possibly lower interest rates.
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Committed Appropriations Limit: Qualified Capital Outlay reserves: $52,075,531 In the 2020-21, 2021-22, 2022-23, and 2023-24 fiscal years the city had an appropria;ons limit surplus. The surpluses may be set aside for qualified capital outlay that exceed $100,000 and have at least 10 years of useful life. The city has set aside the following surplus amounts for qualified capital outlay projects in addi;on to the amounts stated above: $20.4 million City Hall construc;on, $17.8 million Library construc;on, $12.9 Police Sta;on construc;on, and $965,502 for a fire truck purchase.
As the city appropriates reserves for design and construc;on, these reserves are u;lized first.
Unassigned reserves:
Total projected unassigned general fund reserves are projected at approximately $1.0 million.
SUMMARY OF OTHER GENERAL PURPOSE FUNDS: FIRE FUND
Fire Fund Link
T he Fire Fund houses general purpose property taxes levied specifically for the purpose of fire protec;on services and funds are restricted through the City's incorpora;on procedures and revenue neutrality agreement by the County of Riverside for fire protec;on services and opera;ons.
Revenues are projected at $9.6 million and expenditures total $9.1 million; the fund is projected to end the fiscal year with a $441,800 budget surplus, which will go towards the future third fire sta;on construc;on. The total budget reflects 100% opera;ng sources and uses, as such there is no opera;ng/non-opera;ng analysis. The main revenue source for the fund is property tax, which makes up $9.1 million or 95% of the fund's revenue. Main expenditures in the fund are contract fire services at $8.4 million, building maintenance and opera;ons for the two City owned fire sta;ons at $306,800, and revenue neutrality with Riverside County at $300,000. The City contracts for 2 medic engines and one medic squad at the two fire stations.
Fire Fund Available Resources
The Fire Fund is an;cipated to end the 2024-25 fiscal year with an es;mated total fund balance of $17.3 million. Fire Fund fund-balance is restricted by the County of Riverside, however City Council has assigned and commiKed the following fund balances in order to ensure the ability to con;nue opera;ons in down economic situa;ons and ensure resources are available to purchase apparatus and build vital infrastructure, such as the City's third fire station:
Assigned reserves:
The Fire Fund Emergency Con;ngency (based upon 75% of expenditure appropria;ons) is fully funded at $7.2 million and is classified as an assigned reserve.
Committed reserves:
The City con;nues to also maintain a commiKed reserve of $9.5 million for a third fire station construction, and $400,000 for apparatus replacement.
Restricted fund balance:
Total projected remaining restricted Fire Fund fund-balance are approximately $168,601.
SUMMARY OF SPECIAL REVENUE FUNDS
Gas Tax Fund revenues are forecasted at $2.0 million and expenditures are projected at $3.6 million. Although expenditures exceed revenues, the Gas Tax fund has available fund balance, 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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projected to end the fiscal year at $695,189. Gas tax revenues are lower than originally an;cipated; the Governor's final budget included less Gas Tax alloca;ons for local agencies.
The gas tax revenues in this fund are solely u;lized to fund vital street infrastructure and maintenance projects.
Measure A Fund revenues are projected at $3.2 million and expenditures are projected at $5.3 million. Expenditures exceed revenues; however, the Measure A fund has available fund balance, projected to complete fiscal year 2024-25 at $241,309. Similar to Gas Tax, these funds are solely u;lized for street related projects. Riverside County allocates the funding from a 1/2 cent sales tax measure to local agencies.
Miscellaneous Grant Fund revenues are projected at $2.6 million and expenditures are projected at $347,946. The Grants Fund does not have available fund balance and is projected to end the fiscal year at nega;ve $1.9 million. This is primarily due to the reimbursement nature of the fund and the Limonite Gap Bridge project which will likely be reimbursed in the following fiscal year. A bulk of the construc;on is projected to take place in the 2023-24 fiscal year, resul;ng in grant reimbursements from other government agencies being received in the following 2024-25 fiscal year; at this ;me Public Works does not have an es;mated ;me frame when the funds will be reimbursed, as such complete revenue budget is not included.
Special Revenue Funds Available Resources
A large majority of the special revenue funds are forecasted to finish the 2024-25 fiscal year with a posi;ve fund balance. Funds with an expected nega;ve fund balance are the miscellaneous grants fund, the TUMF reimbursement fund, a few of the City's landscape and ligh;ng maintenance districts (LLMD), several of the JCSD transferred ligh;ng maintenance districts (LMD), and one community facility district (CFD). Both the miscellaneous grants fund and TUMF fund are reimbursed aJer projects are completed. The special districts (LLMD, LMD, and CFD) do not generate adequate revenues to offset district expenditures. Any funds with nega;ve fund balances will u;lize General Fund assigned fund balances to bring the funds to zero on the city's Annual Comprehensive Financial Report.
SUMMARY OF CAPITAL PROJECT FUND
General Capital Project Fund Link
The Capital Project Fund is used to track capital projects funded solely by the General Fund. Funds are transferred into the Capital Projects Fund from the General Fund. For the 2024-25 budget, revenues are projected at $11.1 million and expenditures are projected at $10.4 million. The fund is expected to end the 2024-25 fiscal year with $0 in fund balance. Expenditures for 2024-25 include the Limonite Gap Bridge Construction, Civic Center Design, and Public Works Yard Construction.
SUMMARY OF CAPITAL REPLACEMENT FUNDS
Capital Replacement Funds Link
Staff established five capital replacement and maintenance funds in the prior fiscal year. Each was seeded by the General Fund with an es;mated amount of fund balance to start fund balance accumula;on in the funds. Finance staff is crea;ng replacement schedules and will calculate annual contribu;on amounts for each of the funds, depending on the type of future maintenance and replacement the fund will supply. The expecta;on is to build adequate fund balance to prepare the city to replace and maintain public equipment and infrastructure as a means to support the General Fund during lean economic periods.
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CAPITAL IMPROVEMENT BUDGET
Capital Improvement Budget Link
The five-year capital improvement budget iden;fies the highest priority capital needs that can be addressed with available and forecasted revenues. These capital needs are matched with the previous year’s con;nuing appropria;ons and five-year revenue projec;ons iden;fied by the Finance department. Addi;onally, capital needs are delineated to eligible funding sources and programs available to the City’s capital improvements.
Over the next five-years of this capital improvement budget, Eastvale will u;lize the approximately $82.4 million of revenues to provide City Street Improvements, Maintenance, Roadway and Traffic Safety Improvements, and future Civic Center plans. For the fiscal year 2024-25 the City will commit $16.3 million to fund projects within the categories listed above.
Major capital projects for fiscal year 2024-25 include the Annual Overlay and Slurry Seal, Limonite Gap Pedestrian Bridge, Civic Center Design, Public Works Yard Construc;on, and Traffic Signal Dilemma Zone Detection and Mitigation.
GFOA AWARD
The city has been awarded the Government Finance Officer's Associa;on (GFOA) Dis;nguished Budget Award for three consecu;ve years. Over the past several years GFOA has made changes to the award criteria. As a result, the city's budget document con;nues to be adjusted. Long range opera;onal financial plans must now incorporate all appropriated funds, of which the city has 134 funds. In an effort to expand long-range planning, staff will prepare plans for the city's two major funds and several addi;onal funds. At the ;me of the publica;on of this agenda, staff is s;ll compiling informa;on for the long range planning sec;on of the budget document. Staff will submit the 2023-24 budget document for the GFOA distinguished budget award.
BUDGET DOCUMENT
In February 2022, staff began implementa;on with OpenGov budge;ng soJware. The soJware provides a budge;ng plaVorm for departments to submit budget proposals, personnel budge;ng tools, repor;ng, and online portals. Staff has u;lized the online portal to create an online budget book, which appears similar to a website. The online budget book allows for a more interac;ve experience for the public, as reports and graphics can be drilled down to line item detail. The landing page for the book can be found here: Online Budget Book. For convenience, a PDF of the website has been aKached to this agenda report, however the online website version is the best method for viewing the budget information.
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Environmental
Government fiscal ac;vi;es and budget adop;on are not considered a Project as defined by the California Environmental Quality Act (CEQA) and no environmental review is required.
Strategic Plan Action - Priority Level: 3 | Target #: C | Goal #: H Target: Financial Planning; Goal: Ensure that city revenues align with expenditures.
Fiscal Impact
Overall, the proposed resolu;ons and reports are technical in nature and will enable the City Council to direct staff in making necessary budget adjustments to the accounts to reflect the adopted City of Eastvale Fiscal Year 2024-25.
Prior City Council/Commission Action
City Council conducted a budget workshop on April 24, 2024 and capital improvement plan workshop on May 8, 2024. Since the draJ budget workshop, no major program changes have been incorporated into the budget plan. On June 12, the City Council conducted a study session for the proposed fiscal year 2024-25 budget. At that ;me, City Council made no adjustments to the proposed budget. As such, it was staff's recommenda;on to bring the budget adop;on back to the City Council at the June 26 City Council meeting as a consent item.
Attachment(s)
Attachment 1 - Resolution: Appropriations Limit
Attachment 2 - Resolution: Operating Budget
Attachment 3 - Resolution: Commitment of Fund Balance
Attachment 4 - Resolution: Authorized Positions
Attachment 5 - Exhibit A: Authorized Position List
Attachment 6 - Draft Budget Website PDF
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RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE APPROVING
AND ADOPTING THE ANNUAL APPROPRIATIONS LIMIT PURSUANT TO ARTICLE XIII (B) OF THE CALIFORNIA CONSTITUTION FOR FISCAL YEAR 2024-2025 WHEREAS, Ar?cle XIII (B), Sec?on 1 of the California Cons?tu?on provides that the total annual appropria?ons subject to limita?on of the State and of each local government en?ty shall not exceed the appropria?ons limit of the en?ty for the prior year adjusted for the changes in the cost of living and popula?on, and Government Code Sec?on 7900 et seq. provides for the implementa?on of Ar?cle XIII B; and
WHEREAS, the City Council of the City of Eastvale adopted Resolu?on 10-16 on October 1, 2010 establishing a provisional appropria?ons limit of $13,938,809 as determined by the Riverside Local Agency Forma?on Commission; and
WHEREAS, the voters of the City at the first municipal elec?on held on November 6, 2012 established a permanent appropria?ons limit for Fiscal Year 2012-2013 of $15,518,412 under the provisions of Government Code Sec?on 56812; and
WHEREAS, the voters of the City at the municipal elec?on held on March 2, 2021 established a temporary appropria?ons limit for Fiscal Year 2020-2021 of $33,000,000 pursuant to Ar?cle XIII (B), Sec?on 4 of the California Cons?tu?on; and
WHEREAS, Assembly Bills 137 and 163, passed in the 2021-2022 legisla?ve regular session, added Government Code Sec?on 7902.2.2; and
WHEREAS, Government Code Sec?on 7902.2.2 provides a calcula?on to be performed if an agency’s proceeds of taxes exceed its appropria?ons limit determined pursuant to Sec?on 7902 for that fiscal year, and if the calcula?on results in a posi?ve value, the governing body of the City may increase its appropria?ons limit for the applicable fiscal year by that amount; and WHEREAS, the City Council of the City deems it to be in the best interest of the City of Eastvale to establish an appropria?ons limit for Fiscal Year 2024-2025 in the manner provided for in Government Code Sec?on 7900 et seq. and Ar?cle XIII (B) of the California Cons?tu?on.
NOW, THEREFORE, the City Council of the City of Eastvale, California, does hereby resolve, declare, determine and order that said appropria?ons limit for Fiscal Year 2024-2025 be in the amount of $48,555,657; $42,562,311, calculated pursuant to Government Code Sec?on 7902 using the growth factor in the California Per Capita Income of 3.62% and change in popula?on for the County of Riverside, of 0.55% as reported by the California Department of Finance in the amount of $442,562,311, plus $5,993,346 calculated pursuant to 7902.2.2 for a total of $48,555,657.
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PASSED, APPROVED AND ADOPTED this 26th day of June, 2024. __________________________________________
Chris?an Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City A? orney City Clerk/Communica?ons Director
412
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communica?ons Director of the City of Eastvale, California, do hereby cer?fy that the foregoing City Council Resolu?on No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a mee?ng held on the 26th day of June 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communica?ons Director
413
RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA,
ADOPTING AN OPERATING BUDGET AND CAPITAL BUDGET FOR THE FISCAL YEAR COMMENCING JULY 1, 2024 AND ENDING JUNE 30, 2025, AND APPROPRIATING
FUNDS FOR PURPOSES THEREIN SET FORTH
WHEREAS, the City Manager has heretofore presented to this Council the “Proposed Budget” for the Fiscal Year July 1, 2024 through June 30, 2025; and WHEREAS, the City Council has reviewed and recommended budget and directed certain changes which have been incorporated therein; and
WHEREAS, incorporated within the recommended budget is the proposed expenditure limita?on on revenues derived from “proceeds of taxes” as established by Ar?cle XIIIB of the State Cons?tu?on, which was adopted by Resolu?on No. 24-XX.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:
SECTION 1. There are appropriated for obliga?on and expenditure by the City Manager the amounts shown for the various accounts separately set forth in the Fiscal Year 2024-2025 Annual Opera?ons and Capital Improvement Budget;
SECTION 2. All obliga?ons and expenditures shall be incurred and made in the manner provided by the provisions of State Law and City Ordinances and Resolu?ons; SECTION 3. The City Manager is authorized to proceed with the implementa?on of the work program as incorporated in the approved and adopted budget and is authorized to transfer appropria?ons between accounts, departments, programs, and funds provided that no change is made in the total amount of the total appropria?ons within the adopted budget.
SECTION 4. The approved budgets for the individual capital outlay projects and capital improvement projects remain as authorized un?l these projects are completed. Any unexpended authorized appropria?on for each capital project is automa?cally carried over from fiscal year to fiscal year un?l the funds of the individual capital project are expended or the capital project is canceled by the City Manager. Following the comple?on of the individual capital projects, the unexpended appropria?on of each completed capital project shall be canceled, and the capital projects' funding sources shall be released from their unexpended funding commitment.
SECTION 5. At the end of Fiscal Year 2023-24, certain purchase orders exist as outstanding encumbrances represen?ng contractual obliga?ons of previously budgeted funds. In addi?on, certain amounts have been included in the Fiscal Year 2023-24 budget that related to one-?me alloca?ons for specific projects and services but remain unspent. Outstanding encumbrances 414
and unspent one-?me alloca?ons may be carried forward to Fiscal Year 2024-25 upon review by the Finance Director and approval of the City Manager.
SECTION 6. The approved budgets for individual grants remain as authorized appropria?ons for the individual grants un?l the grant is completed or expires. Any unexpended authorized appropria?on for each grant and the corresponding revenue budget is automa?cally carried over from fiscal year to fiscal year un?l the funds of the individual grant are expended, the grant expires, or the grant is canceled by the City Manager.
PASSED, APPROVED AND ADOPTED this 26th day of June, 2024. __________________________________________
Chris?an Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City A? orney City Clerk/Communica?ons Director
415
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communica?ons Director of the City of Eastvale, California, do hereby cer?fy that the foregoing City Council Resolu?on No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a mee?ng held on the 26th day of June 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communica?ons Director
416
RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, APPROVING THE COMMITMENT OF FUND BALANCE PURSUANT TO GASB 54 WHEREAS, the Governmental Standards Board (GASB) has issued Statement No. 54, Fund Balance Repor?ng and Governmental Type Defini?ons, with the intent of improving financial repor?ng by providing fund balance categories that will be more easily understood; and WHEREAS, the City Council may commit fund balance amounts for specific purposes by taking formal ac?on, and the commi? ed amounts cannot be used for any other purpose unless the City Council removes and changes the specific use through the same formal ac?on taken to establish the commitment; and
WHEREAS, the City Council deems it appropriate that the current and prior years’ commitments of fund balance be released; and
WHEREAS, the City Council deems appropriate that a commitment of $66,534,498 of the General Fund unassigned fund balance be established for Reserve for the following projects in the following amounts: Facility Construc?on: City Hall $33,000,000; Facility Construc?on: Library $10,000,000; Facility Construc?on: Police Substa?on $9,300,000; Equipment Purchase: Fire Truck, $1,734,498; Pension Liability $2,500,000; Public Safety Rate Increase Stabiliza?on $3,000,000; Debt Service Reserve: Civic Center, $7,000,000; and WHEREAS, the City Council wishes to commit certain amounts of fund balance surplus a? ributed to the City’s Gann Appropria?on Limit for qualified capital outlay reserves; and WHEREAS, the City Council deems appropriate that a commitment of $52,075,531 of the General Fund unassigned fund balance be established for Appropria?ons Limit Qualified Capital Outlay Reserve for the following projects in the following amounts: Facility Construc?on: City Hall – Appropria?ons Limit $20,420,029; Facility Construc?on: Library – Appropria?ons Limit $17,595,000; Facility Construc?on: Police Substa?on - Appropria?ons Limit $12,895,000; Equipment Purchase: Fire Truck – Appropria?ons Limit $965,502; and WHEREAS, the General Fund balance will be adjusted to final fund balance at the end of the fiscal year; and
WHEREAS, the City Council deems appropriate that a commitment of $9,900,000 of the Fire Fund unassigned fund balance be established for Reserve for the following projects in the following amounts: Third Fire Sta?on Construc?on $9,500,000; Apparatus Replacement $400,000; and WHEREAS, the Fire Fund balance will be adjusted to final fund balance at the end of the fiscal year.
417
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:
SECTION 1. the City Council establishes and approves the release of all prior years’ commitments of unassigned fund balance of the General Fund and the Fire Fund to the unassigned category of fund balance as specified in the approved budget for fiscal year 2023-2024.
SECTION 2. The City Council establishes and approves the commitment of $66,534,498 of the unassigned fund balance of the General Fund to the commi? ed category of fund balance.
SECTION 3. The City Council establishes and approves the commitment of $52,075,531 of the unassigned fund balance of the General Fund to the commi? ed category of fund balance for appropria?ons limit qualified capital outlay reserve.
SECTION 4. The City Council establishes and approves the commitment of $9,900,000 of the unassigned fund balance of the Fire Fund to the commi? ed category of fund balance.
PASSED, APPROVED AND ADOPTED this 26th day of June, 2024. __________________________________________
Chris?an Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City A? orney City Clerk/Communica?ons Director
418
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE ) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communica?ons Director of the City of Eastvale, California, do hereby cer?fy that the foregoing City Council Resolu?on No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a mee?ng held on the 26th day of June 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communica?ons Director
419
RESOLUTION NO. 24-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, ESTABLISHING THE AUTHORIZED POSITIONS FOR THE FISCAL-YEAR 2024-2025, EFFECTIVE, JULY 1, 2024
WHEREAS, the City of Eastvale’s Personnel Policies and Procedures (“Personnel Rules”) require that the City classification titles, salary schedule and range table be adopted by resolution by the City Council for providing adequate and appropriate staffing levels to provide efficient and effective public services for fiscal year 2023-2024; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Human Resources Technician position and authorize one (1) Full-Time Equivalent Human Resources Specialist position at Range 21 within the Human Resources and Risk Management Division; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent City Clerk/Communications Director position and authorize one (1) Full-Time Equivalent City Clerk/Government Services Director position at Range 55 within the Government Services Department; and
WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Assistant City Clerk position and authorize one (1) Full-Time Equivalent Senior Management Analyst position at Range 35 within the Government Services Department; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Senior Accountant position and authorize one (1) Full-Time Equivalent Principal Accountant position at Range 38 within the Finance Department; and
WHEREAS, the City of Eastvale seeks to authorize one (1) Full-Time Equivalent Purchasing Manager position at Range 42 within the Finance Department; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Senior Management Analyst position and authorize one (1) Full-Time Equivalent Management Analyst position at Range 28 within the Community Development Department, Economic Development Division; and
WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Associate Planner position and authorize one (1) Full-Time Equivalent Principal Planner position at Range 45 within the Community Development Department, Planning Division; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Public Works Superintendent position and authorize one (1) Full-Time Equivalent Public Works Manager position at Range 44 within the Public Works Department; and 420
WHEREAS, the City of Eastvale seeks to authorize one (1) Full-Time Equivalent Construction Inspector position at Range 26 within the Public Works Department; and WHEREAS, the City of Eastvale seeks to authorize one (1) Full-Time Equivalent Management Assistant position at Range 23 within the Public Works Department; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Environmental Compliance Analyst position and authorize one (1) Full-Time Equivalent Senior Environmental Compliance Analyst position at Range 38 within the Community Safety Department; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Emergency Management Specialist position and authorize two (2) Full-Time Equivalent Administrative Specialist positions at Range 7 within the Community Safety Department; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Building Inspector II position and authorize one (1) Full-Time Equivalent Lead Building Inspector position at Range 34 within the Community Safety Department, Building Division; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Building Inspector I position, one (1) Plans Examiner position, and one (1) Permit Specialist position within the Community Safety Department, Building Safety Division; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Permit Technician position and authorize one (1) Full-Time Equivalent Lead Permit Technician position at Range 34 within the Community Safety Department, Building Division; and WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Community Enhancement and Safety Manager position and authorize one (1) Full-Time Equivalent Code Enforcement Supervisor position at Range 35 within the Community Safety Department, Building Division; and
WHEREAS, the City of Eastvale seeks to eliminate one (1) Full-Time Equivalent Community Services Manager position and authorize one (1) Full-Time Equivalent Assistant Community Services and Recreation Director position at Range 52 within the Community Services and Recreation Department; and
WHEREAS, the City of Eastvale seeks to authorize one (1) Full-Time Equivalent Management Analyst position at Range 28 within the Community Services and Recreation Department; and WHEREAS, the City of Eastvale desires to adopt the authorized positions in the Council adopted budget for the fiscal year 2024-2025.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:
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SECTION 1. The City Council of the City of Eastvale orders that the proposed Authorized Position list in the City of Eastvale proposed budget for fiscal year 2024-2025 shall be adopted, effective July 1, 2024, as shown in Exhibit “A”.
PASSED, APPROVED AND ADOPTED this 26th day of June, 2024. __________________________________________
Christian Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
422
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) §
CITY OF EASTVALE )
I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 24-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 26th day of June 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
423
City of Eastvale Exhibit "A"
Fiscal Year 2024-25
Annual Operating Budget
2021-22 2022-23 2023-24 2024-25
Departme Range Amended Amended Amended Proposed Change
CITY COUNCIL
Mayor 100 Part esolutio 1.00 1.00 1.00 1.00 -
Mayor Pro Tem 100 Part esolutio 1.00 1.00 1.00 1.00 -
CouncilMember 100 Part esolutio 3.00 3.00 3.00 3.00 -
Subtotal City Council 5.00 5.00 5.00 5.00 -
Total City Council 5.00 5.00 5.00 5.00 -
CITY MANAGER
Administration
City Manager 200 Full Contrac 1.00 1.00 1.00 1.00 -
Extra Help - Acting City Manager 200 Part Contrac 0.50 - - - - Assistant to the City Manager 200 Full 45 - 1.00 1.00 1.00 - Management Analyst 200 Full 28 1.00 - - - -
Executive Assistant 200 Full 24 1.00 - - - -
Intern 200 Full 1 - - - 0.50 0.50
Subtotal Administration 3.50 2.00 2.00 2.50 0.50
Economic Development Division
Economic Development Manager 200 Full 45 1.00 - - - -
Subtotal Economic Development Division 1.00 - - - -
Human Resources & Risk Management Division
^ Assistant Human Resources/Risk Management Director 220 Full 52 1.00 1.00 1.00 1.00 - Human Resources & Risk Management Analyst 220 Full 38 1.00 1.00 1.00 1.00 - Payroll Coordinator 220 Full 25 1.00 1.00 1.00 1.00 -
* Human Resources Specialist 220 Full 21 - - - 1.00 1.00 Human Resources Technician 220 Full 18 - 1.00 1.00 - (1.00) Administrative Specialist 220 Full 7 1.00 - - - -
Intern 200 Part 1 0.50 0.50 0.50 0.50 -
Subtotal Human Resources Division 4.50 4.50 4.50 4.50 - Total City Manager 9.00 6.50 6.50 7.00 0.50
GOVERNMENT SERVICES
City Clerk Division
^ City Clerk/Government Services Director 120 Full 55 - - - 1.00 1.00 City Clerk/Communications Director 120 Full 34 1.00 1.00 1.00 - (1.00) Senior Management Analyst 120 Full 35 - - - 1.00 1.00
Assistant City Clerk 120 Full 28 1.00 1.00 1.00 - (1.00) Deputy City Clerk 120 Full 22 1.00 1.00 1.00 1.00 -
Administrative Specialist 120 Full 7 0.75 0.75 1.00 1.00 - Subtotal City Clerk Division 3.75 3.75 4.00 4.00 -
Communications Division
Communications Officer 260 Full 32 1.00 1.00 1.00 1.00 - Communications Specialist 260 Full 24 - - 1.00 1.00 -
Intern 260 Part 1 0.50 0.50 - - -
Subtotal Communications Division 1.50 1.50 2.00 2.00 -
Full or
Part
Time
Personnel Authorized Position List
City of Eastvale │ 12363 Limonite Avenue, Suite 910, Eastvale, CA 91752 │ (951) 361-0900 │ www.eastvaleca.gov 424
City of Eastvale Exhibit "A"
Fiscal Year 2024-25
Annual Operating Budget
2021-22 2022-23 2023-24 2024-25
Departme Range Amended Amended Amended Proposed Change
Full or
Part
Time
Personnel Authorized Position List
Community Services Division
Community Services Manager 720 Full 42 1.00 1.00 1.00 - (1.00) Community Services Coordinator - 1 UF 720 Full 18 2.00 2.00 2.00 - (2.00) Community Services Leader I 720 Part 2 - - 1.00 - (1.00) Subtotal Community Services Division 3.00 3.00 4.00 - (4.00) Total Government Services 8.25 8.25 10.00 6.00 (4.00)
FINANCE
Finance Director/City Treasurer 210 Full 61 1.00 1.00 1.00 1.00 - Finance Manager 210 Full 45 1.00 1.00 1.00 1.00 -
Purchasing Manager 210 Full 42 - - - 1.00 1.00
* Principal Accountant 210 Full 38 - - - 1.00 1.00
Senior Accountant 210 Full 30 1.00 1.00 1.00 - (1.00)
Accountant 210 Full 25 1.00 1.00 1.00 1.00 -
Senior Accounting Technician 210 Full 18 1.00 1.00 2.00 2.00 - Accounting Technician 210 Full 13 2.00 2.00 2.00 2.00 - Intern 210 Part 1 0.50 0.50 - - -
Total Finance 7.50 7.50 8.00 9.00 1.00
COMMUNITY DEVELOPMENT
Administration
Community Development/Public Works Director 301 Full 36 1.00 - - - - Community Development Director 301 Full 61 - 1.00 1.00 1.00 - Senior Administrative Specialist 301 Full 16 - 1.00 1.00 1.00 - Administrative Specialist 301 Full 7 1.00 - - - -
Subtotal Administration 2.00 2.00 2.00 2.00 -
Economic Development Division
Economic Development Manager 302 Full 45 - 1.00 1.00 1.00 - Senior Management Analyst - UF 302 Full 35 1.00 1.00 1.00 - (1.00) Management Analyst 302 Full 28 - - - 1.00 1.00
Management Assistant 302 Full 23 - - 1.00 1.00 -
Intern 302 Part 1 - 0.50 0.50 0.50 -
Subtotal Economic Development Division 1.00 2.50 3.50 3.50 - Engineering
City Engineer 320 Full 34 1.00 - - - -
Principal Engineer 320 Full 30 1.00 - - - -
Senior Engineer 320 Full 27 1.00 - - - -
Associate Engineer 320 Full 24 1.00 - - - -
Assistant Engineer 320 Full 22 1.00 - - - -
Management Analyst 320 Full 19 1.00 - - - -
Subtotal Engineering Division 6.00 - - - -
Public Works
Landscape & Facilities Superintendent 500 Full 24 1.00 - - - - Subtotal Public Works Division 1.00 - - - -
City of Eastvale │ 12363 Limonite Avenue, Suite 910, Eastvale, CA 91752 │ (951) 361-0900 │ www.eastvaleca.gov 425
City of Eastvale Exhibit "A"
Fiscal Year 2024-25
Annual Operating Budget
2021-22 2022-23 2023-24 2024-25
Departme Range Amended Amended Amended Proposed Change
Full or
Part
Time
Personnel Authorized Position List
Planning Division
City Planner 300 Full 52 - 1.00 1.00 1.00 -
Planning Manager 300 Full 27 1.00 - - - -
Principal Planner - UF 300 Full 45 - - - 1.00 1.00
Senior Planner - UF 300 Full 38 1.00 1.00 1.00 1.00 -
Associate Planner 300 Full 30 - 1.00 1.00 - (1.00)
Assistant Planner 300 Full 24 1.00 - - - -
Planning Technician 300 Full 20 1.00 1.00 1.00 1.00 -
Intern 300 Part 1 0.50 0.50 0.50 - (0.50)
Subtotal Planning Division 4.50 4.50 4.50 4.00 (0.50)
Total Community Development 14.50 9.00 10.00 9.50 (0.50)
PUBLIC WORKS
Engineering
Public Works Director/City Engineer 320 Full 62 - 1.00 1.00 1.00 - Principal Engineer 320 Full 50 - 2.00 2.00 2.00 -
Senior Engineer 320 Full 45 - 1.00 1.00 1.00 -
Associate Engineer 320 Full 40 - 1.00 1.00 1.00 -
Assistant Engineer 320 Full 35 - 1.00 1.00 1.00 -
Management Analyst 320 Full 28 - 1.00 1.00 1.00 -
Engineering Technician 320 Full 22 - 1.00 1.00 1.00 -
Senior Administrative Specialist 301 Full 16 - - 1.00 1.00 - Subtotal Engineering Division - 8.00 9.00 9.00 -
Public Works
Maintenance and Operations Manager 295 Full 44 - 1.00 1.00 1.00 - Public Works Manager 500 Full 44 - - - 1.00 1.00
Public Works Superintendent 500 Full 39 - 1.00 1.00 - (1.00) Senior Construction Inspector 500 Full 31 - 1.00 1.00 1.00 - Construction Inspector 500 Full 26 - - - 1.00 1.00
Maintenance Coordinator 500 Full 23 - - 1.00 1.00 -
Management Assistant 500 Full 23 - - - 1.00 1.00
Senior Street Maintenance Worker 500 Full 14 - - 1.00 1.00 - Landscape & Facilities Maintenance Worker 295 Full 16 - - 1.00 1.00 - Street Maintenance Worker 500 Full 8 - - 2.00 2.00 -
Subtotal Public Works Division - 3.00 8.00 10.00 2.00
Total Public Works - 11.00 17.00 19.00 2.00
COMMUNITY SAFETY
Administration
Community Safety Director 311 Full 55 1.00 1.00 1.00 1.00 - * Senior Environmental Compliance Analyst 311 Full 38 - - - 1.00 1.00 * Environmental Compliance Analyst 311 Full 34 1.00 1.00 1.00 - (1.00) Emergency Management Specialist 311 Full 29 1.00 1.00 1.00 - (1.00) Administrative Specialist 311 Full 7 - - - 2.00 2.00
Intern 311 Part 1 0.50 0.50 0.50 0.50 -
Subtotal Administration 3.50 3.50 3.50 4.50 1.00
City of Eastvale │ 12363 Limonite Avenue, Suite 910, Eastvale, CA 91752 │ (951) 361-0900 │ www.eastvaleca.gov 426
City of Eastvale Exhibit "A"
Fiscal Year 2024-25
Annual Operating Budget
2021-22 2022-23 2023-24 2024-25
Departme Range Amended Amended Amended Proposed Change
Full or
Part
Time
Personnel Authorized Position List
Building Division
Building Official 310 Full 50 1.00 1.00 1.00 1.00 -
^ Lead Building Inspector 310 Full 34 - - - 1.00 1.00
^ Senior Building Inspector - UF 310 Full 27 1.00 1.00 1.00 1.00 - Plans Examiner 310 Full 32 - - 1.00 - (1.00)
^ Lead Permit Technician 310 Full 27 - - - 1.00 1.00
Senior Permit Technician 310 Full 19 1.00 1.00 1.00 1.00 - Building Inspector II 310 Full 18 1.00 1.00 1.00 - (1.00) Building Inspector I 310 Full 16 1.00 1.00 1.00 - (1.00) Permit Technician 310 Full 14 1.00 1.00 1.00 - (1.00)
Permit Specialist 310 Full 8 1.00 1.00 1.00 - (1.00)
Subtotal Building Division 7.00 7.00 8.00 5.00 (3.00)
Code Enforcement Division
^ Code Enforcement Manager 330 Full 44 1.00 1.00 1.00 - (1.00) ^ Code Enforcement Supervisor 330 Full 35 - - - 1.00 1.00 ^ Senior Code Enforcement Officer - UF 330 Full 24 1.00 1.00 1.00 1.00 - ^ Code Enforcement Officer - 1 UF 330 Full 19 3.00 3.00 3.00 3.00 - Senior Administrative Specialist 330 Full 16 - 1.00 1.00 1.00 - Administrative Specialist 330 Full 7 1.00 - - - -
Subtotal Code Enforcement Division 6.00 6.00 6.00 6.00 - Total Community Safety 16.50 16.50 17.50 15.50 (2.00)
COMMUNITY SERVICES AND RECREATION DEPARTMENT
^ Assistant Community Services and Recreation Director 720 Full 52 - - - 1.00 1.00 Management Analyst - UF 720 Full 28 - - - 1.00 1.00
^ Community Services & Recreation Coordinator - 1 UF 720 Full 14 - - - 2.00 2.00 ^ Community Services & Recreation Leader I 720 Part 2 - - - 1.00 1.00 Total Community Services and Recreation - - - 5.00 5.00 Grand Total Full Time Equivalents 60.75 63.75 74.00 76.00 2.00 UF = Position is underfilled
*Waste Management Franchise Agreement Funded
**Classification and Compensation Study Reclassification Change ^Classfication and Compensation Study Title Change
Full time 1.00 FTE is considered fully benefitted, 2080 hours worked per year Part time 0.75 FTE is considered partially benefitted, 1,560 hours worked per year Part Time 0.50 FTE is considered non-benefitted, 1,000 hours worked per year City of Eastvale │ 12363 Limonite Avenue, Suite 910, Eastvale, CA 91752 │ (951) 361-0900 │ www.eastvaleca.gov 427
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 City of Eastvale
Draft Proposed Fiscal Year 2024-25 Operating and Capital Improvement Budget
Welcome to the City of Eastvale, California Proposed Fiscal Year 2024-25 Budget Book
Every fiscal year, the City Manager's Office works with city representatives and the Finance Department to produce a budget containing the City of Eastvale's financial plan for the 12-month period of July 1 through June 30.
The budget details the city's spending priorities for the year starting July 1, 2024 and how the city will pay for them.
Table of Contents Link
City Council
Christian Dinco | Mayor
Michael McMinn | Mayor Pro Tempore
Clint Lorimore | Councilmember
Todd Rigby | Councilmember
Jocelyn Yow | Councilmember
Executive Team
2 429
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Mark Orme | City Manager
Jimmy Chung | Public Works Director/City Engineer
Marc Donohue | Government Services Director/City Clerk
Gustavo Gonzalez | Community Development Director
Maricela Mejia | Deputy Human Resources & Risk Director Johnny Terfehr | Community Safety Director
Stephanie Vasquez | Assistant to the City Manager
Amanda Wells | Finance Director/City Treasurer
The budget book is produced by the Finance Department
3 430
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 A local government budget is a plan to match existing resources with the needs of the community. The budget document serves as a financial plan, communication device, and resource for information pertaining to the City of Eastvale. The functions of local government stem from three levels of policy direction: federal, state, and local. Within this intergovernmental system, the local government of the City of Eastvale has the responsibility to provide basic public services such as maintaining streets and roadways, providing traffic management systems, providing community services, and ensuring public safety. Local government must also fulfill certain state and national policy objectives such as transportation, housing, and environmental protection while implementing the expectations and values of its community. This guide is designed to assist readers in understanding the information provided in the fiscal year 2024-25 Budget, as well as how the document is organized.
The budget document is divided into six primary sections:
INTRODUCTION & BUDGET OVERVIEW
CITY MANAGER’S BUDGET MESSAGE
Provides an executive overview of the budget including a summary of current and future challenges. Addressed critical economic issues. It includes information on core values and the strategic plan.
BUDGET OVERVIEW
Provides a list of the City of Eastvale elected officials, information about the Eastvale Community with demographic and statistical information, and the Government Finance Officers Association Distinguished Budget Presentation Award. The Budget Overview provides the Strategic Plan and Council Direction for the budget. Provides a budget calendar, budget highlights and overview.
FINANCIAL STRUCTURE, POLICY & PROCESS
Provides an organizational structure diagram by department. Presents the budget guidelines and the basis for the budget. Describes the City’s financial management policies. Includes long-term planning, debt summary, fund structure, Appropriations (GANN) Limit calculations, and other information.
FINANCIAL SUMMARIES
Provides a summary of the fund balance projections by fund, a comprehensive overview of revenues and expenditures for all funds, including a General Fund revenue overview, description of revenue assumptions and methodology used to develop revenue estimates, revenue summary by category.
DEPARTMENT AND FUNDS DETAIL SECTIONS
Provides detail revenue and expenditure projections. Provides a description of the methodology used to develop expenditure estimates. Presents summary information on the City’s operating departments. Each section includes staffing, program descriptions, goals and objectives, and major program expenditures.
PERSONNEL AND STAFFING
Presents a summary of funded personnel and the authorized position list, a listing of full-time personnel classifications and part-time staffing classifications with the position salary range.
CAPITAL IMPROVEMENT BUDGET
Provides an overview of the City’s Capital Improvement Program budget (CIP) and includes a summary of project costs for the current and next four years, detail project descriptions and costs, funding sources, and impacts on operations and maintenance costs. Capital Improvement Projects are categorized into five sections:
Accessibility Improvements, Roadway Safety/Traffic Improvements, Street Improvements, Citywide Maintenance, and Land, Buildings, Facilities & Equipment.
APPENDIX
Provides several appendices with a summary of acronyms, glossary, the City’s chart of accounts, department performance measures, the Appropriations Limit Price and Population letter, strategic plan action plans, and all relevant resolutions related to the adoption of the City’s budget.
User Guide
Introduction
Fiscal Year 2024-25 Operating and Capital Improvement Budget 4 431
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Previous
Next
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Introduction and Budget Overview Table of Contents
Introduction
User Guide
City Manager's Budget Message
Elected Officials
About Eastvale
GFOA Award
Budget Overview
Organizational Structure
Strategic Plan & Council Direction
Strategic Plan Budget Initiatives
Budget Summary
Budget Development
Operating Budget Overview
General Fund Revenues
General Fund Expenditures: Personnel
General Fund Expenditures: Departments
General Fund Available Resources
Other Funds Overview
Introduction and Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 6 433
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Welcome to the Budget
Message
June 12, 2024
Honorable Mayor Dinco, Mayor Pro Tem McMinn, and Members of the City Council:
In accordance with Eastvale Municipal Code Section 2.08.060(7), it is my pleasure to present the proposed Fiscal Year 2024-2025 Operating and Capital Improvement Budget for the City of Eastvale. This proposal represents the city’s 15th annual budget and reflects the city’s continued commitment to residents through provision of quality public services, keeping with City Council's high standards, with a focus on financial sustainability and efficiently achieving strategic objectives. As a city, we are proud of our Government Finance Officer's Association (GFOA) award winning budget. The city continues to be one of the least financially at risk cities in the state, due to City Council's fiscally prudent policy priorities and steadfast conservative financial management.
Armed with the City Council's strategic goals and objectives, staff developed the fiscal year 2024-25 budget plan with a focus on delivering quality and fiscally sound services to the Eastvale community with an emphasis on ensuring the city is financially prepared for the construction of the city's Civic Center Campus at the Leal development. Throughout the budget process, staff ensured department budget proposals reflected an investment in the Eastvale community and ensured the city's high standards are maintained and enhanced, where possible. These investments will create incredible community experiences focused on ensuring a safe, vibrant, and clean environment for current and future residents. The most important document the City Council approves annually is the city's budget; the budget proposals contained within the fiscal year 2024-25 budget provide resources in the form of revenue appropriations and the deployment of services in the form of expenditure appropriations. To ensure department budget proposals match the City Council's desires and strategic objectives from a policy perspective, City Council and staff conducted a budget workshop on April 24, 2024. The combined budget, inclusive of transfers, consists of $103.7 million in total revenues and $81.5 million in total expenditures. Total combined fund balance on June 30, 2025 is projected at $206.7 million.
Strategic Plan
The budget plan incorporates the City Council’s strategic plan adopted on March 24, 2021 and updated on May 10, 2023. Top priorities from the planning session include public safety, economic development, financial planning, inclusion, infrastructure, innovation and technology, and organizational development. The budget plan incorporates department action plans for achieving priorities. A list of strategic plan initiatives within the budget plan can be found at this link.
General Fund Budget Status
The General Fund supports the main services of the city including, but not limited to, law enforcement, building safety, communications, code compliance, engineering, planning, community services and recreation, and internal services such as finance and human resources. These services are supported primarily through general taxes and fees. The proposed budget includes $69.7 million in revenues and $49.9 million in expenditures, inclusive of transfers. Furthermore, the General Fund is projected to complete the 2024-25 fiscal year with a $19.7 million overall budget surplus. Operating revenues are projected to exceed operating expenditures by $13.0 million and the non-operating revenues are expected to exceed non-operating expenditures by $6.7 million creating the $19.7 million overall surplus.
Fire Fund Budget Status
The Fire Fund supports the city's fire protection efforts and comprises property tax revenues and Riverside County Fire/CalFIRE contract expenditures. The Fire Fund budget is proposed with a grand total of $9.6 million in revenue and $9.1 million in expenditures. All of the revenues and expenditures represent operating resources and uses. The Fire Fund is projected to complete the City Manager's Budget Message
Introduction: Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 7 434
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2024-25 fiscal year with a $441,800 budget surplus. Staff projects contract costs relating to fire protection services will increase 17.0% over fiscal year 2023-24 due to organizational changes within the Riverside County Fire Department. The department is in the process of changing to a shorter shift cycle for employees, which will better match the current fire service market.
However, this organizational change comes with a significant cost burden as the Department must hire additional staff to provide the same level of service.
Factors Affecting the Budget, Current and Future
Current and Future Revenues
The budget was created with knowledge that threats to resources and strains on service provision exist at the local government level. As a result, the budget was structured in such a way to create a defensive position to protect the integrity of Eastvale's future interests. Delivering quality and fiscally sound services to the Eastvale community is dependent upon strong revenue sources.
Sales Tax
In early 2020 a change in business activities by some companies within the city boundaries resulted in sales tax re-allocations from the County Pools directly to the City of Eastvale. The resulting increase in regular sales tax receipts and county pool allocations increased the sales tax revenue category by 449% from fiscal year 2019-2020 to present. However, there remains no absolute guarantee that this new sales tax revenue source will continue into the future. As such, staff has recommended using 50% of the new sales tax revenue to plan for future infrastructure investments, including the city’s first civic center campus, capital replacement reserves, and other capital improvement projects and only allocating 50% towards operating uses. In addition to the singular change in business activities that led to a significant increase in the city’s sales tax revenues, new development within the city continues to play a key role in revenue growth. One of the new sales tax generators is the city's first automobile point of sales site, Rivian. The city received a true up of sales tax going back to quarter 4, 2020, when the true up payment is removed and revenues are compared to fiscal year 2023-24 the sales tax revenues in fiscal year 2024-25 are expected to increase by over $1.64 million. Staff expects sales tax revenues to continue to increase as commercial and retail businesses continue to open and develop within the city.
Transient Occupancy Tax
The city’s first hotel is scheduled to open soon. The completion of the hotel brings with it a new revenue source, Transient Occupancy Tax (TOT). When incorporated, the city adopted Riverside County's TOT rate of 10%; staff estimates the hotel will generate roughly $600,000 per year in new tax revenue. Budget projections do not yet include a full year of TOT revenue, as the completion date of the hotel is not finalized; budget is projected at $250,000. Staff will true up the budget based on actuals during the Mid-Year budget process.
Current and Future Expenditures
Future Downtown | The Civic Center Campus
The planning for the city's first Civic Center Campus is well underway, and the General Fund contributed an additional $7.2 million towards the capital improvement project for design services relating to the development of the city’s portion of the site at Hamner and Limonite Avenues. These costs will likely increase and roll into the next several fiscal years as the city progresses towards construction on the site. The civic center will consist of City Hall, Library, Police Station, a park, open space, and parking facilities. The third fire station is located at a different site on the property and is included in a separate phase of the overall Leal project. Staff continues to work towards finalizing the funding and financing plan for the Civic Center Campus project, which will include the need to obtain debt financing. Final budget projections for this project are not included in the budget. Construction documents are scheduled to be completed in Spring 2025. Once the construction phase of the project is nearing commencement, staff will finalize financial planning for the project and bring debt financing and budget appropriations to the City Council for consideration. It is likely the city will need upwards of $90.0 million in debt financing to complete the project. In order to prepare for debt issuance, staff has recommended a $7.0 million debt service reserve to ensure the city can pay at least 12 months of debt service in lean economic times.
Police Services, Strategic Plan Target A
The budget plan invests again in the city's law enforcement services. The proposed budget includes the addition of a dedicated Sergeant position. This increase to law enforcement services is an extension of previous enhancements to service provision, beginning with fiscal year 2020-21. Since 2020-21, the city has added a total of six community service officer positions, two additional special enforcement deputies, two additional motor deputies, and a commercial enforcement deputy. In addition, the city has continued to fund over $130,000 annually for quality of life operations. Finally, the proposed budget plan includes the continuation of the Flock Safety Camera program throughout the city.
Fire Services
The city contracts for fire services with Riverside County; Riverside County then contracts for county fire services from the state via CalFIRE. When the state was hit by the COVID-19 pandemic, the California Governor cut CalFIRE personnel costs and salaries as a method of creating budget savings. For the 2022-23 fiscal year, CalFIRE reinstated personnel costs to prepandemic levels in addition to reevaluating benefit cost projections passed through to member agencies. CalFIRE increased benefit cost allocations by 20%. As a result, costs related to the city’s contract with Riverside County for fire services have increased significantly year over year with no additional service provision. As described earlier in this messge, Riverside County has changed it's shift structure, again raising costs with no change to service levels. The organizational changes and subsequent increased costs will make it challenging for the city to expand services and operate a third fire station. Currently, fire services are fully funded by property tax collected solely for fire protection within the fire fund and the fund built a strong reserve over the years.
However, staff projects that the cost of fire service provision will outpace the fire specific property tax revenues and the fire fund will require a General Fund subsidy or a change in service levels in the coming years. This will present a challenge as the City Council continues to contemplate expanding fire services by staffing a ladder truck, which would be the city's fourth fire apparatus. 8 435
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The purchase of the ladder truck is currently marked as a General Fund reserve, as the Fire Fund cannot support the purchase. Additionally, the Leal development will bring a need for additional services. The General Fund will very likely be required to contribute resources towards both operational and capital uses in the future.
Current and Future Challenges
Appropriations Limit
The California State imposed Gann Appropriations Limit continues to have an impact on the operational effectiveness of both the General and Fire Funds. The limit applies to tax revenue and provides an operating threshold which the city cannot cross, effectively limiting the city’s ability to appropriate revenues towards operating expenditures. In March 2021 the voters passed Measure A, which provided a temporary higher limit for the city to operate under. The temporary limit will expire in March 2025. In the summer of 2020, the California Legislature approved Assembly Bill 137, which allows a city receiving revenues from the Local Revenue Fund that cause the city to exceed the city's appropriations limit to request a transfer of state appropriations limit to the local agency. The city will request the state's assistance again for the 2024-25 fiscal year. In order to manage the city’s future ability to provide operating services, such as police and fire, the city's appropriation limit in addition to any state legislation regarding the appropriations limit will be closely monitored. For reference, the current temporary limit is $42.6 million and the permanent limit stands at $33.3 million.
Economy
The financial stability of Eastvale will depend upon its ability to withstand positive and negative economic uncertainties. The pandemic caused an inflationary surge in tandem with an increase in local spending, which continues today and helped the city to weather the storm. However, as inflation caused an increase in city revenues it also caused an increase in city costs. The city spends the largest amount of budget appropriations on public safety, for both law enforcement and fire services. These services are contracted through the County of Riverside and the city has little control over rising costs. As a result, the city maintains a public safety rate stabilization reserve, which totals $3 million. As any service, public safety costs are not immune from economic impacts and inflationary fluctuations to the cost to provide public safety services. Additionally, unlike many cities located along the I-15 corridor, the City of Eastvale does not receive a large portion of property tax revenues nor has it requested voters to pass a local sales tax measure. As a result, the city relies heavily upon the Bradley Burns sales tax revenues to provide services for the community. Staff has continued to ensure, through the budget process, that reserve levels set by City Council policy are met and additional funds are set aside to help offset future economic impacts and allow the city to continue to provide excellent services and maintain critical infrastructure that the community depends upon.
Infrastructure for the Future: Five Year
Capital Improvement Budget
The city's five year capital improvement budget includes 48 budgeted projects for a total of $21.5 million in 2024-25. The City Council provided direction regarding the priority of the projects and identified all projects as either critical, essential, or desirable at the May 8, 2024 Capital Improvement Plan workshop. The major projects budgeted for 2024-25 are discussed below.
Limonite Gap Pedestrian Bridge $1.1 Million
By and far, the largest infrastructure project the city has undertaken is the Limonite Gap Bridge project, which is set open by the fall of 2024. The bridge connects Limonite Avenue from Hellman Avenue to the west and Archibald Avenue to the east. The $28.91 million project was funded largely by Transportation Uniform Mitigation Fees, a grant from the California Transportation Commission, and Measure A funds. The second phase of the project is a pedestrian bridge to the south of the vehicular bridge. $1.1 million of Gas Tax and General Fund resources have been appropriated towards the design phase of the project.
Civic Center Campus: $7.2 Million
Staff estimates the Civic Center Campus will cost from $150 to $200 million, depending on the number of facilities, facility sizes, and design elements. The city currently has a healthy construction reserve, but will likely need to facilitate financing before the end of the 2024-25 fiscal year. Current budget includes funds for project management and design services totaling $4.5 million and the budget is contributed by the General Fund. Additionally, funds for site development and improvement totaling $2.7 million are included in the budget. The project will be majority funded by the General Fund, with some support from federal grants, development impact fees, and the Fire Fund.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Reserves
Assigned Reserves: Emergency Operating Reserve
The city continues to fully fund the General Fund 50% operating reserve. This reserve ensures that in times of economic strife or other emergency situations impacting the city’s ability to collect revenue, the city can continue to operate. The proposed budget includes funding the reserve at $18,863,127. Additionally, the city is fully funding the Fire Fund 75% operating reserve totaling $7,192,500. Additionally, $65.2 million is held in assigned reserve to allow adequate cash flow for Capital Improvement Plan grants, special assessment district negative fund balances, land purchases, and the city's Business Incentive Loan Program.
Committed Reserves: Capital Infrastructure
With the 2024-2025 fiscal year budget plan, the city continues to maintain capital reserves.
Total committed reserves for the city’s future civic center, which consists of a city hall, library, police station, and fire station, total over $112.9 million.
Capital Maintenance and Replacement Reserves
The city implemented a new reserve for information technology during the 2021-22 budget development process. Although the city is still young, effectively planning for the future enables the city to allocate current resources toward future infrastructure maintenance or replace equipment. The proposed budget plan continues to fund all five capital and maintenance reserves, with an emphasis on the street maintenance reserve. The city is still young and has relatively new streets, however as time passes the city’s streets will need additional maintenance that may exceed the city’s Gas Tax and County of Riverside Measure A allocations. The street maintenance reserve will ensure the city is capable of maintaining streets long into the future, by pre-funding future street maintenance with current surplus capital project funds.
Unassigned Reserves
Staff projects the city will end the fiscal year with $1.01 million in unassigned reserves.
Conclusion
The focus of the 2024-2025 Operating and Capital Improvement Budget is to ensure the city's capability to successfully maintain operations and strategically plan for the Civic Center Campus while maintaining the highest level of efficiency of service provision for residents and businesses. The budget plan provides the City Council an opportunity to accomplish strategic goals and objectives for the benefit of the Eastvale community for the next fiscal year and offers the added benefit of growing the city’s assigned and committed reserves.
I would like to take this opportunity to thank the Mayor, Mayor Pro Tem, and City Council for their outstanding leadership, strategic direction, and priority setting. I would also like to acknowledge the dedication, expertise, and time commitment of each department in helping to develop this budget. Finally, a special thanks goes to Finance Director Wells, Finance Manager De La Hoya, and the Finance Department for their continued dedication and unwavering commitment to transparent and financial excellence.
Respectfully Submitted,
Mark Orme
City Manager
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
MAYOR MAYOR PRO TEM
Christian Dinco
District 2
Michael McMinn
District 5
COUNCIL
MEMBER
COUNCIL
MEMBER
COUNCIL
MEMBER
Clint Lorimore
District 3
Jocelyn Yow
District 4
Todd Rigby
District 1
Elected Officials
Introduction
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Location
The City of Eastvale is one of the newest cities not only in Western Riverside County, but of the entire State of California. The City of Eastvale incorporated on October 1, 2010, and has an evergrowing population of over 69,978 residents as of January 1, 2023 (according to California Department of Finance). The City of Eastvale is located in northwestern Riverside County, California, the Inland Empire region of Southern California. The proximity of three heavily commercialized counties (two of the City’s borders are adjacent to San Bernardino County, and the city is within 8 miles of the Los Angeles County and Orange County borders), and the fact that Eastvale is roughly squared between Interstate 15 and California State Routes 91, 60, and 71, has made Eastvale popular for those that commute to these three counties for employment, making Eastvale a community with ties across County borders. In addition, Eastvale is land locked by the cities of Chino and Ontario within San Bernardino County to the north and west and the cities of Corona, Norco, and Jurupa Valley in Riverside County to the south and east. According to the Eastvale area plan, Eastvale has a total area of 13.1 square miles, of which 12.5 square miles is land and 0.6 square miles, or 4.76%, is water.
History Historical Populations
Eastvale’s history is greatly tied to that of its neighbors—the cities of Chino and Ontario. For at least the last 176 years, the land was used for farming and the dairy industry. By 1834, the Mexican government had seized Spain’s missions and taken control over its land from Native Americans and Spaniards. In an effort to colonize the area and encourage farming and raising livestock, the government handed out land grants to influential and wealthy Mexican politicians.
After California became the 31st state in 1850, the land in Riverside County was shared between San Bernardino and San Diego Counties (as of 1853). It was not until 1893 that Riverside County was created. In the minutes of one of the first meetings of the Riverside County Board of Commissioners, “East Vale” is listed as one of 53 school districts.
By the 1950s, Los Angeles’ population had expanded into outlying farmlands. Dairymen began moving their operations into the valley. Dairies in Eastvale, the Chino Valley and Ontario were owned and operated primarily by Dutch and Portuguese families. During the late 1990s, the area started to suburbanize to accommodate the influx of people coming from neighboring Orange and Los Angeles Counties who were seeking affordable housing.
On October 1, 2010, this farming community turned dairy enclave turned suburban hub became Riverside County's 27th City. According to the California Department of Finance, Eastvale experienced immense growth and investment and at one time was the fastest growing City in Riverside County.
Year Population % Change
1940 755 ---
1970 1,587 110%
2000 6,011 279%
2010 47,635 692%
2017 64,613 34%
2018 64,855 1.78%
2019 66,078 0.54%
2020 66,413 1.22%
2021 70,444 1.64%
2022 69,929 -0.73%
2023 69,978 -0.66%
2024 68,884 -0.35%
The City
Eastvale has a Council-Manager form of government. The City Council consists of 5 Council Members, elected within districts, including a Mayor and Mayor Pro Tempore, appointed by the Council each year. Biannual elections are held in November. The terms of office are 4 years but are overlapping so that the City is provided with a continuity of knowledge in the City business and legislative matters.
This budget includes a majority funds operated by the City; it excludes the city's fiduciary funds, which are not budgeted. All funds included herein are included within the city's financial statements. Some funds are rolled into the General Fund within the financial statements and as a result differ in their presentation within this budget document. The city provides a wide range of Economic and Community Profile
Introduction
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 services including Government Services, Community Development, Public Works, Community Safety, Community Services & Recreation, and internal administrative services including Finance and Human Resources. Animal control, library services, and public safety (fire protection and law enforcement) services are provided through contracts with the County of Riverside. Other services are provided directly through other agencies, water and sewer through the Jurupa Community Services District, parks and recreation through the Jurupa Community Services District and Jurupa Area Recreation and Parks District, and public transit through the Riverside Transit Agency. The city has franchise agreements for electricity service through Southern California Edison, natural gas through SoCalGas, refuse collection through Waste Management, and cable service through state franchise agreements with Pacific Bell (AT&T), Time Warner and Charter Communications.
The Council is responsible for enacting ordinances, resolutions, and regulations governing the City, as well as the appointment of members of various statutory and advisory boards, in addition to the City Manager and Contract City Attorney. The City Manager holds the responsibility of administering programs in accordance with policies established by the City Council and within the guidelines of the annual budget adopted by the Council.
Local Economy
Eastvale is entering its 15th year of operation. Several commercial projects are under construction or have recently completed construction, including the expansion of the Goodman Commerce Center at Hamner and Cantu Galleano, Hamner Place on Hamner Avenue and Schleisman, and the expansion of the Merge at Limonite and Archibald. The Leal Property at Hamner and Limonite, which will house Eastvale’s new Downtown, is currently under construction. The City’s first Walmart will soon be under construction at the southeastern corner of Limonite and Archibald. Also, the City is proud to welcome Rivian in 2024, which is the City’s first automotive dealership along with the City’s first hotel, Staybridge Suites, which will open by mid-2024.
These new developments bring a mix of commercial retail and commercial to the city and are attracting new businesses and restaurants. The largest source of revenue in the general fund is sales tax, which makes up 71% of the total general fund revenues received. Intergovernmental, funded largely by vehicle license fees, is the second largest source of revenue at 9.3% and property tax is the third largest source at 6.1%.
Statistical Data
Date of Incorporation October 1, 2010
Form of Government Council-Manager
Area in Square Miles 13.1
Population 68,884(California Department of Finance, January 1, 2024) Number of Full-Time
Equivalents
76.00 Public Facilities
18 Parks Provided by Jurupa Community Services District and Jurupa Area Recreation and Park District; 1 Library (shared space at ERHS); 2 Fire Stations
Fire Services Provided by Riverside County Fire Department / Cal Fire Police Services Provided by Riverside County Sheriff’s Department from the Jurupa Valley substation Schools Provided by Corona-Norco Unified School District: 7 Elementary; 2 Middle Schools; 1 High School Miles of Streets 535 miles
Building Permits Issued 1,572 (January – December 2023) Median Home Value $870,000 (Riverside County Recorder via HDL; -2.03% decrease from prior year) Median Household Income $151,615 (U.S. Census Bureau, July 2023) Previous
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Budget Award
Introduction
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 444 17 Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Organizational Structure: By Department
Introduction: Budget Overview
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 In January 2021, the City of Eastvale hosted a Strategic Planning and Goal Setting Workshop that included the City Council, City Management, City Hall Team, and public input. The purpose of this workshop was to assist the City Council and City Management in developing a plan that includes clearly defined targets and goals to provide the Eastvale Team with clear direction and prioritization. Also included was the scientific community satisfaction survey that also took place in January 2021 with over 1,100 participants. On March 24, 2021 the City Council adopted the Strategic Plan & Priority Goals. Quarterly updates will be provided at City Council Meetings.
Most recently, on February 9, 2023 the City Council, staff, and residents participated in a Strategic Plan Workshop. During the workshop, the City Council engaged in a participatory process, in which they established expectations for the workshop and intended outcomes; identified the organizations strengths, weaknesses, opportunities, and threats; reaffirmed and reorganized the seven major targets; and, reaffirmed and reorganized the priority goals.
At the conclusion of the workshop, the Mayor and City Council had effectively established clear direction and focus for the Executive Team related to targets and goals. The City Council clearly communicated its desire and intent to blend this exercise with the results of the community survey in the future allocation of resources related to programs and services. It was further intended that this plan remain a fluid and evolving document to be re-visited at regular intervals for progress and re-shifting of priorities, as needed.
The following “Targets” were developed at the original Strategic Planning/Goal Setting Workshop. The City Council selected the following target areas (in no particular order):
A: Public Safety
B: Economic Development
C: Financial Planning
D: Inclusion
E: Infrastructure
F: Innovation & Technology
G: Organizational Development
Action Plan Targets
Under the identified targets new goals were established and prioritized for the new year. Those goals included:
Priority Level 1 Goals
Develop and Construct Civic Center
Attract and retain Business
Conduct financial planning for newly proposed infrastructure Construct a Police Substation building
Create “Destination Eastvale”
Evaluate Parks & Recreation as a City Service
Priority Level 2 Goals
Develop branding and identity for Eastvale
Improve traffic mobility and management throughout the city’s major corridors and around the schools Priority Level 3 Goals
Collaborate to provide cultural and diverse events and celebration Develop and Implement a Smart City
Develop City-wide WIFI
Develop long-term financial model
Ensure that City revenues align with expenditures
During the fiscal year 2024-25 budget cycle, the City Council will continue efforts to achieve the objectives as outlined in the City’s Strategic Plan, adopted in March 2021. In early 2025, a Stretegic Plan Workshop will be held to update the City Council's current strategic plan, which will provide direction to staff for the following fiscal year budget planning process. The Strategic Plan identifies the City’s vision and mission statement and is intended to help guide the city in setting priorities. Strategic goals were identified to help staff attain the city’s vision while adhering to the mission statement. One of the key components to this year’s budget is its alignment with the city’s Strategic Plan.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Strategic Plan Budget Initiatives
Introduction: Budget Overview
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund
Public Safety
Law Enforcement
Additional Dedicated Sergeant Position
One Dedicated Segeant: $323,000
Target A: Public Safety
Public Safety Maintain overtime budget of $136,000 for "Quality of Life" strategic operations Target A: Public Safety
Public Safety Maintain Flock Camera System Lease: $200,000 Target A, Goal H: "Use innovation and technology to enhance public safety with consideration of privacy and public trust" Public Safety School Resource Officer Reimbursement to Corona Norco Unified School District Increase current SRO reimbursement: $25,000, total $100,000 annual New SRO reimbursement: $50,000 annual
Target A: Public Safety
Other Public Services
City Manager: Strategic Planning Consultant: $20,000
Develop a new strategic plan ahdead of the 2025-26 budget process Finance: Purchasing Manager: $141,700
Target G, Goal E: "Right‐size the organization and staffing consistent with City Services, needs, expectations, and strategic plan priorities" Target C, Goal H: "Ensure that City revenues align with expenditures" Public Works:
Management Assistant: $118,040
Construction Inspector: $136,850
Full Year of New Streets Positions (3): $190,000
Target G, Goal E: "Right‐size the organization and staffing consistent with City Services, needs, expectations, and strategic plan priorities" Community Services Events:
$573,900 EEK!vale, Miracle on Citrus Street, International Food Festival, Lantern Festival, 9/11 memorial service, Veteran’s Day, Diwali Festival, Citrus Cinema Series Target D, Goal A: "Collaborate to provide cultural & diverse events and celebration" $98,000 Continued Community Services Programming
Target E, Goal B: "Evaluate Parks & Recreation as a City Service" $122,595 Management Analyst
Target G, Goal E: "Right‐size the organization and staffing consistent with City Services, needs, expectations, and strategic plan priorities" Community Safety: Maintain Eastvale Community Enhancement Volunteer Program: $42,000 $15,000 Electric Golf Cart
$20,000 Disaster Response Trailer
Target A, Goal D: "Increase community involvement with law enforcement" Target A, Goal E: "Increase law enforcement involvement with community" Target A, Goal G: "Neighborhood Watch and Volunteer program" Contingency Reserves
100% funded Assigned Emergency Contingency Reserve: $18.9 million 50% of operating expenditure budget
Target C, Goal C: "Develop Long Term Financial Model"
Increase Public Safety Rate Stabilization Reserve: $3.0 million Increase $2.0 million
Target C, Goal E: "Develop strategies to manage/control the public safety contracts" Target C, Goal C: "Develop Long Term Financial Model"
Increase Pension Liability Stabilization Reserve: $2.0 million Increase $0.5 million
Target C, Goal C: "Develop Long Term Financial Model"
Construction and Equipment Reserves
Increase Committed Police Station Construction Reserve: $20.5 million Increase of $12.5 million
Target A, Goal A: "Construct a Police Substation and Third Fire Station" Target E, Goal A: "Develop and construct Civic Center (City Hall, Library, Police Station, 3rd Fire Station)" Maintain Committed Library Construction Reserve: $27.6 million Target E, Goal A: "Develop and construct Civic Center (City Hall, Library, Police Station, 3rd Fire Station)" Maintain City Hall Construction Reserve: $53.4 million (Committed Fund Balance) Target E, Goal A: "Develop and construct Civic Center (City Hall, Library, Police Station, 3rd Fire Station)" Increase Fire Truck Purchase Reserve: $2.7 million (Committed Fund Balance) Increase of $1.2 million
Target A, Goal F: "Maintain Fire Response"
Fire Fund
Fire Services
Maintain Wildland Fire Protection Agreement: $60,100
Target A, Goal F: "Maintain Fire Response"
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Increase Emergency Management Contract Services: $80,000 Increase of $13,000
Target A, Goal F: "Maintain Fire Response"
100% funded Assigned Emergency Contingency Reserve: $7.2 million Increase of $2.4 million
75% of operating expenditure budget
Target C, Goal E: "Develop strategies to manage/control public safety contracts" Target A, Goal F: "Maintain Fire Response"
Increase Committed Third Fire Station Construction Reserve: $9.5 million Increased from $8.0 million
Target A, Goal A: "Construct a Police Substation and Third Fire Station" Target E, Goal A: "Develop and construct Civic Center (City Hall, Library, Police Station, 3rd Fire Station)" Maintain $400,000 Apparatus Replacement Reserve (Committed Fund Balance) Target A, Goal F: "Maintain Fire Response"
All Funds: Capital Improvement Projects
Civic Center: Current Year Budget
$4.5 million, General Fund
Target E, Goal A; "Develop and construct Civic Center"
Hamner Avenue Beautification
$1.00 million
Resources: Gas Tax, Measure A
Target G, Goal E; "Identify and recommend tools necessary for optimal employee performance" Limonite Gap Pedestrian Bridge
$1.02 million
Resources: Gas Tax, General Fund
Target E, Goal F; "Improve traffic mobility"
Pavement Slurry Seal and Resurfacing
$1.25 million
Resources: Road Maintenance and Rehabilitation, Measure A, Grants Target E, Goal C; "Plan for landscape, roads, and street maintenance" Annual Overlay
$2.43 million
Resources: Road Maintenance and Rehabilitation, Measure A, Grants Target E, Goal C; "Plan for landscape, roads, and street maintenance" Other Funds: Capital Replacement and Maintenance Equipment Reserves Increase Information Technology capital Replacement Fund from $603,562 to $653,652 Target F, Goal H: "Invest internally in software/technology" Increase Fleet Capital Replacement Reserve from $360,000 to $600,000 Target C, Goal C: "Develop long-term financial model"
Increase Street Maintenance Capital Reserve from $1.0 million to $1.5 million Target E, Goal C: "Plan for landscape, roads, and street maintenance" Increase Facility Maintenance Capital Reserve from $500,000 to $750,000 Target E, Goal A: "Develop and construct Civic Center (City Hall, Library, Police, Station, and 3rd Fire Station)" Target C, Goal A: "Conduct financial planning for newly proposed infrastructure" Increase Fund Storm Drain Maintenance Capital Reserve: $200,000 to $300,000 Target C, Goal C: "Develop long-term financial model"
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Budget Development
The budgetary process begins as a team effort in January of each year, starting with building budget targets and key projections followed by one City Council goal setting budget workshop session. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues to prioritize and recommend the next fiscal year’s objectives. The City Manager’s Office and the Finance Department review each budget proposal, revenue assumptions, and all current financial obligations, before preparing the proposed document for the City Council. Additionally, the Finance Department projects fund balances for the next five years; this provides a guideline for funding within the Capital Improvement Plan. At this time revenue and expenditure estimates and projected fund balances are also keyed into the city’s Long Term Planning model. The draft budget is prepared for the City Manager’s review. Throughout this review, the City Manager tests all facets of department proposals, ensuring they align with the City Council's strategic plan goals and objectives. The City Council reviews the Proposed Budget, through a series of committees and/or workshops, with the final adoption scheduled during the first City Council meeting in June.
The following is a general timeline for completing the budget process:
February 5: Finance department commencement of building targets and key revenue projections based on January month-end close and Mid-Year projections February 20: Finance provided revenue estimates for City Manager review February 26-29: Staff Meetings – Finance, Department Heads, Public Safety Leadership, and Managers, review:
Budget instructions/targets issued to departments
Budget preparation training commences
All departments review narratives, goals, performance measures, and prepare the detailed budgets February 28: City Council Meeting: Fiscal Year 2023-24 Mid-Year budget review presentation and adoption of mid-year budget appropriations February 29: Finance and Engineering schedule CIP kickoff and review March 14: Department detailed operating budget requests due Finance reviews and reconciles all department budgets, and checks for balanced budgeting March 28: Capital Improvement Plan Budget detail due
Finance reviews and reconciles available fund balances, corrections made as necessary April 17: Department Budget Workshop slides submitted
April 24: City Council Meeting: Public Workshop: Operating Budget Review General Fund revenue and expenditure projections Departments presentation of 2024-25 budget proposals
Review public safety priorities, programs, staffing and related contract costs and goals Obtain public input for priorities, programs, staffing, costs and goals Budget Workshop Staff Report Link
Budget Workshop Recording - Item 13.2 Link
Budget Summary: Budget Development
Introduction: Budget Overview
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Budget Workshop PowerPoint (PDF) Link
May 2: Department narratives and performance measures due May 8: City Council Meeting: Public Workshop: Capital Improvement Plan Review Capital Improvement Plan
Establish priority list for funded Capital Improvement Projects Early May: Staff Meetings – Finance, Department Heads, Public Safety Leadership, and City Manager, review finalized budgets and implement Council direction from Workshop Update the operating and CIP budget as necessary, check fund balances and balanced budgeting Mid-May: Finance reviews and reconciles:
Final fund balances
Long term planning model updated
CIP budget, continuing appropriations, and five-year fund balances Special revenue funds
Appropriations limit calculations
Preliminary budget reviewed by City Manager
Late-May: Finance compiles draft budget document for City Manager Review June 12: City Council Meeting: Proposed Budget Study Session Budget Study Session Staff Report Link
Budget Study Session Recording - Item 13.1 Link
Budget Study Session PowerPoint(PDF) Link
June 26: City Council Meeting: Adoption of Annual Operations and Capital Improvement Budget Fiscal year 2023-2024 Adoption Staff Report Link
The process of developing the budget provides Department Heads and the City Manager an opportunity to review departmental work programs to ensure alignment with the City Council's strategic plan, propose changes in services, recommend revisions in organizational structure, hear and discuss budget requests, and provide feedback regarding City operations.
Major Short-Term Factors Affecting Budgetary Allocations During the budget workshop held on April 24, City Council identified a single area of concern, namely increasing Public Safety Sheriff contract services. This topic was discussed in detail. As a result, the City will monitor public safety needs over the first six months of the fiscal year, and if needed will bring a recommendation for public safety services to the 2024-25 mid-year budget.
Budget Appropriations Changed from Proposed to Adopted Budget:
None at this time.
Other short term activities include Leal property and Civic Center project allocations to support these projects. Additional strategic plan related allocations can be found at this link.
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26 453
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Overview of the Operating Budget
The purpose of the City of Eastvale’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 organizational 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 resources are utilized 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.
General Fund Overview
The General Fund is the main operating fund for the city and has the largest percentage of revenues. Revenues received in the General Fund are not restricted for specific purposes and include property tax, sales tax, permitting and license fees, and vehicle license fee revenues. When the city’s first hotel opens it will generate the city’s first transient occupancy tax; the hotel is planned to open in early fiscal year 2024-25. The majority of the city’s expenditures are used for operations of city services through two methods: contract services for police and fire services and hiring staff in order to deliver high quality services daily with an emphasis on accountability.
The city proposes herein a budget for fiscal year 2024-25 with total General Fund revenues projected at $69,663,016 and expenditures projected at $49,948,943 (both figures are inclusive of transfers); revenues exceed expenditures, creating a budget surplus of $19,714,073. The surplus is directly linked to a large revenue budget increase in sales tax due to continued development and economic growth. Total revenues are up 8.0% from the prior fiscal year, net of a one-time sales tax payment due from Quarter 4, 2020. Total expenditures are up 3.0% over the prior fiscal year, due mainly to several reasons that will be discussed in detail within this summary. The budget complies with all City Council adopted fiscal and budget policies.
Updated On 6 Jun, 2024
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Introduction: Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 27 454
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Operating Statement
General Fund Operating Statement
Operating Revenue Budget 50,728,374
Operating Expenditure Budget 37,726,253
Operating Surplus (Deficit) 13,002,121
Non-Operating Revenue Budget 18,934,642
Non-Operating Expenditure Budget 12,222,690
Non-Operating Surplus (Deficit) 6,711,952
Net Revenue 19,714,073
The General Fund is projected to bring in $50,728,374 in operating revenues and utilize $37,726,253 for operating expenditures. Revenues exceed expenditures and as a result, the General Fund has an operating surplus of $13,002,121. On the non-operating side, staff projects $18,934,642 in non-operating revenues and $12,222,690 in non-operating expenditures. Non-operating revenues exceed expenditures and as a result, the General Fund has a non-operating surplus of $6,711,952. The non-operating revenues are comprised of two sources of revenue, sales tax and interest. The sales tax revenue represents a local business in the business and industry category that changed business structure and the county pool sales tax were redistributed to host cities as a result. Interest is related to fund balances that have accrued over time and are comprised of one-time revenues. At this time, staff considers 50% of the new sales tax source as one-time and non-recurring revenues as the stability of the revenue is unknown. As a result, the revenue will be set aside for future capital improvement projects, such as the city’s civic center development at the Leal Property.
Cost Allocation Plan
The city implemented a Cost Allocation Plan that allows an organization to fairly and completely allocate its administrative costs. The General Fund will receive $510,406 in 2024-25. This plan allows the General fund to recover costs essential to operating the government and providing services to the public. Examples include costs incurred for the City Council, Commissioners, City Manager’s Office, Human Resources, Financial Management, government facilities, insurance, purchasing, records management, and information technology. These costs are funded by Eastvale’s general fund, and the city has many other types of funds that provide a variety of services that use these administrative and overhead resources. These indirect services are provided to the city’s operating departments such as police, fire, development services, public works and other non-general funds which recognize the need for these services and permit the allocation.
For more information on the city’s Cost Allocation Plan, please click this link .
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28 455
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Revenues
Overall, the projected revenues for the General Fund total $69,663,016 in fiscal year 2024-25; operating revenues total $50,728,374 and non-operating revenues total $18,934,642. The City of Eastvale receives revenue from a variety of sources. The principal revenue sources for the General Fund are Sales and Use Taxes, Franchise Fees, and Intergovernmental revenue. The chart below is a summary of General Fund operating and non-operating sources estimated for fiscal year 2024-25 compared to revenues budgeted in the prior year 2023-24. The sales tax category is the city’s largest revenue contributor, comprising 70% of the General Fund. Intergovernmental is the second largest revenue source at 9% and is comprised of Vehicle License Fees. Although property tax is often a top revenue source for municipalities, this category is the third largest at the City of Eastvale, totaling only 6% of total revenues. This is likely due to the fact that the city's property taxes are separated between the General Fund and Fire Fund; the restricted Fire Fund property tax revenues are located and discussed in the Fire Fund section by clicking this link.
The use of money and property category represents 5%. The category of Licenses, permits, and fees is tied with the franchise fee category as the fifth largest categories at 3% each. Finally, the fines, penalties, and forfeitures category along with the transfer-in category round out the final categories, at 1% each.
Updated On 6 Jun, 2024
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Budget Summary: General Fund Revenues
Introduction: Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 29 456
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Revenue Forecast, Key
Assumptions
Taxes Category:
Sales and Use Tax – Throughout the pandemic, retail sales activity in Eastvale positively exceeded expected pandemic related economic impacts. Additionally, in fiscal year 2020-21 a company in the city changed business structure, which increased the city’s sales tax revenues; this change led to redistribution of the sales tax for these businesses from the statewide pool to the city hosting the facility. Economic development efforts combined with commercial and retail growth also contributed to the increase. Overall, staff projects that sales tax revenues will continue to be higher than previous quarters as development throughout the city continues. However, it should be noted that although the sales tax projection is increasing, a majority of the increase is due to non-operating sales tax generation. Staff is recommending total budget for sales tax revenues for fiscal year 2024- 25 at $49.0 million, based on analysis provided by Hinderliter, De Llamas & Associates projections (City’s vendor for sales tax projections).
Sales Tax by Quarter
Quarter
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Actuals
2023-24
Quarter 1 2,873,677 10,585,289 11,716,157 12,553,129
Quarter 2 3,144,645 12,241,575 13,047,249 22,003,231
Quarter 3 10,892,874 10,836,091 10,173,170 6,212,961
Quarter 4 11,208,862 11,047,330 12,419,799 -
Total Sales Tax 28,120,058 44,710,286 47,356,371 40,769,322 *Quarter 3 not complete and Quarter 4 not yet received
Annual Budget 10,525,000 52,000,000 44,000,000 55,480,000 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Taxes $49,178,932 $51,360,733 $59,297,700 $53,465,800 $0 Fees & Fines $4,872,879 $9,628,986 $5,380,650 $5,321,650 $0 Intergovernmental $5,561,004 $6,077,206 $6,245,000 $6,425,000 $0 Transfer In $7,417,458 $298,240 $531,786 $510,406 $0
Use of Money and Property $151,235 $833,059 $2,100,000 $3,700,000 $0 Miscellaneous $772,262 $978,319 $162,160 $240,160 $0
TOTAL $67,953,770 $69,176,543 $73,717,296 $69,663,016 $0 Property Valuations
Calendar Year Median Home Price Gross Assessed Property Valuation
2018 $580,000 $9,085,096,396
2019 $580,000 $9,818,965,078
2020 $636,000 $10,420,259,204
2021 $770,500 $10,935,952,034
2022 $888,000 $11,457,816,902
2023 $876,250 $12,270,853,732
2024 $900,000 $13,354,545,143
Property Tax – As the state of California continues to face a housing shortage, home prices in the city have continued to remain high. Although some ups and downs in the housing market have occurred, home values remain fairly stable. Although the city's residential valuations remain stable, commercial property owners continue to appeal parcel assessment valuations through the County of Riverside, this trend started several years ago. As a result, property tax is expected to increase, however not at a rate that would be expected for a municipality developing as quickly as Eastvale. Years ago the city opted into the County of Riverside's teeter plan, which guarantees revenues equal to the levied amounts in exchange for the loss of penalty revenue. Staff based 2024-25 estimates as a 10.0% increase over the prior fiscal year in all property tax categories, in alignment with HdL Coren and Cone projections. Teeter plan levy information will likely not be available until after the city’s budget is adopted. The city is approaching $13.4 billion in assessed property values.
Fees and Fines Category:
Franchise Fees – Regular franchise fees are expected to decrease by approximately $290,000. Although the trend for natural gas and electricity franchise fees has increased, fees for cable has slowly declined over the last several years, leading to the budget decrease for 2024-25. Electricity fees have increased mainly due to the price of natural gas, which drives the rates charged for electricity. In the 2022-23 year the city received a second installment of an $8.0 million one-time waste hauler retention fee from Waste Management relating to a new agreement for solid waste services that began on July 1, 2022. This one-time revenue increased franchise fees, but will not be repeated in future fiscal years.
Licenses, Fees, and Permits - Building and Safety activity has remained steady over the past few fiscal years and saw a heavy increase in permits during the pandemic. Citywide development activity is expected to start to decrease and trend data shows a decrease in fee revenue. However, staff expects an increase in development at the Leal property (Northwest corner of Hamner and Limonite Avenues), this uptick in permitting revenue will likely offset any citywide development decreases. Staff recommends budgeting building permits, development revenue, and encroachment fees with a 1% increase from 2023-24 fiscal year projections.
Fines, Penalties, and Forfeitures - Staff recommends increasing this revenue category by $216,000 for fiscal year 2024-25, an increase of 37% from the previous year. Based on trend data for 2023-24 staff believes this category will continue to increase. 30 457
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Intergovernmental Category:
Intergovernmental revenue consists primarily of Vehicle License Fee Adjustment Account (VLFAA) Revenue, resulting from the passing of SB130 in April 2017. VLFAA revenues are based on property valuations, which have continued to steadily increase in the city over the last few years. Intergovernmental revenue is expected to increase from $6,245,000 to $6,425,000 or an increase of 3% in fiscal year 2024-25. In prior years, special assessment district revenue from Jurupa Community Services District (JCSD) was also included in this category. When the city purchased streetlights from Southern California Edison for the streetlight LED retrofit project, a majority of the streetlights were located in JCSD assessment districts. As a result, JCSD annually transferred maintenance cost reimbursements to the city. However, the city recently took over administration of the Lighting Maintenance Districts and as a result has moved this revenue into the appropriate funds to properly account for this revenue.
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31 458
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Expenditures
Overall, the total expenditures for the General Fund are proposed at $49,948,943 in fiscal year 2024-25; operating expenditures total $37,726,253 and non-operating expenditures total $12,222,690. Compared to fiscal year 2023-24 expenditures are increasing $3,984,325 or 9%. The increases are largely spread throughout the General Fund. The table below shows a comparison of budget over four fiscal years, broken down by expenditure type.
$49,948,943.00
Expenses in 2025
Operations
Capital Outlay
Personnel
Transfers Out
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $21,757,744 $18,218,339 $23,579,886 $25,512,698 $0 Transfers Out $6,597,427 $12,761,462 $12,259,392 $12,231,499 $0 Personnel $5,181,118 $6,127,883 $9,428,030 $11,528,246 $0 Capital Outlay $187,826 $758,553 $697,310 $676,500 $0
TOTAL $33,724,114 $37,866,236 $45,964,619 $49,948,943 $0 Personnel
Over the years, the city has improved the focus on organizational development and employee retention to reduce the fiscal impact created by turnover. Remaining competitive with the labor market along with ensuring the organization is properly sized for optimal service delivery is necessary to execute strategic initiatives, projects, the capital improvement plan and program operations. Therefore, staff determined minor modifications of current staffing levels are required.
The personnel expenditures for fiscal year 2024-25 are prepared based on pay rates and benefits adopted in May 2024 based on the classification and compensation study, plus 3.5% cost of living increase and 5% merit for all eligible incumbents; unfilled and vacant positions are budgeted at top step of the classification pay range with maximum benefits. The proposed full-time equivalent (FTE) of City employees is 76.0 (71.0 without City Council) for fiscal year 2024-25, an increase of 2.00 positions from 74.00 in the amended 2023-24 budget. Personnel costs are increasing by $2,100,216 over the prior fiscal year, from $9,428,030 to $11,528,246 mainly due to implementation of the classification and compensation study. Although there is a nominal change in positions, the budget change is additionally due to a five and a half position increase during the mid-year budget process that is now reflected in the proposed budget for a full twelve months; the mid-year change only realized three months of budgetary changes. These positions were not budgeted for a full twelve-month period in the prior year, however the full impact to the budget has been included in the calculations for the new fiscal year. Total proposed staffing includes 68.5 full-time staff and 7.5 part-time staff.
Budget Summary: General Fund Expenditures,
Personnel
Introduction: Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated Jun 05, 2024, 12:56
AM
32 459
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 New Positions:
Purchasing Manager, Finance (New Classification, Full Time, 1.0 FTE) - City departments have significantly expanded over the past several fiscal years (30.5 FTE in 2019-20 to 76.0 in 2024-25), which increased expenditure transactions, both operational and within the Capital Improvement Plan. With the increase in expenditures city departments require additional procurement support. The Purchasing Manager will provide bid pricing, manage the competitive bidding process, and ensure that procurement policies are adhered to.
Management Assistant, Public Works (Existing Classification, 1.0 FTE) - As the Public Works Department continues to expand, the need for additional new positions have been identified. The Department requested a Management Assistant to assist the Field Services Divisions, which includes facilities, landscaping, streets, and construction inspection.
Management Analyst, Community Services and Recreation (Existing Classification, 1.0 FTE) - In fiscal year 2024-25 the Community Services and Recreation Department will split from the Government Services Department and as a result, additional administrative support is required. The Management Analyst will provide administrative assistance within the deaprtment, assisting with vendor contracts and agreements, purchase orders, budget, grant applications, grant reporting, program analysis, and cost recovery.
Authorized Positions
Department
Amended
Budget 2021-
22 Amended
Budget 2022-
23 Amended
Budget 2023-
24 Adopted
Budget
2024-25
City Council 5.00 5.00 5.00 5.00
City Manager 9.00 6.50 6.50 7.00
Government Services 8.25 8.25 10.00 6.00
Finance 7.50 7.50 8.00 9.00
Community Development 14.5 9.00 10.00 9.50
Public Works* 11.00 12.00 19.00
Community Safety 16.50 16.50 17.50 15.50
Community Services** 0 0 0 5.00
Total Positions 60.75 63.75 74.00 76.00
*New Department for Fiscal Year 2022-23
**New Department for Fiscal Year 2024-25
Administrative Specialist, Community Safety, Building Division (Existing Classification, 1.0 FTE) - The Building Division determined that additional administrative support is required within the Division. The position assists at the front counter with customer service, tracks invoices and purchase orders, and reviews and processes temporary certificates of occupancies.
Construction Inspector, Public Works (Existing Classification, 1.0 FTE) - The Public Works Department requested an additional construction inspector for the new 2024-25 fiscal year. With increased capital improvement projects and increased private development within the city the department determined that bringing these services in-house would provide better quality work and accountability. Contract services will now be utilized to supplement in-house inspection staff, which consists of the Public Works Manager, Senior Construction Inspector, and Construction Inspector.
Promotions:
Senior Management Analyst, City Clerk Department (Existing Classification, 1.0 FTE); eliminate 1.0 FTE Assistant City Clerk - The City Clerk Department requested to promote one existing non-exempt Assistant City Clerk position to an exempt management level Senior Management Analyst. Community Services and Recreation was previously seeded within this Department and when Community Services and Recreation was created as its own department, the Government Service department lost its Manager position. The Senior Management Analyst position will be responsible for supervising the department in the Director's absence.
Principal Planner, Community Development, Planning Division (Existing Classification, 1.0 FTE), eliminate 1.0 FTE Associate Planner - The city's current Senior Planner will be promoted to Principal Planner and Associate Planner will be promoted to Senior Planner. As a result, the city's Associate Planner will be eliminated. The department has experienced an increase in planning submittals and as a result the current Associate Planner and Senior Planner have taken on additional responsibilities within the division. As a result, the Director requested to upgrade the two positions to higher level management positions in order to better manage workload and serve the community.
Senior Environmental Compliance Analyst, Community Safety, Administration Division (Existing Classification, 1.0 FTE), eliminate 1.0 FTE Environmental Compliance Analyst - The Environmental Compliance Analyst was originally tasked with state environmental duties related to solid waste. However, over time the department's need for analyst level work has become apparent and the incumbent has taken on additional work including grant administration, preparing department staff reports, managing the CERT volunteer program, and mentoring and supervising staff. As a result, the workload better fits with a management level Senior Analyst position.
Public Works Manager, Public Works (Existing Classification, 1.0 FTE) , eliminate 1.0 FTE Public Works Superintendent - The Public Works Department has requsted to increase the Public Works Superintendent's responsibility by bringing street maintenance in-house, four positions were added at the 2023-24 mid-year budget. As a result, the natural progression for the Superintendent position is to change to a Manager to better reflect the responsibility over several divisions within the department, including the city's capital improvement project construction and inspection, private development construction and inspection, and street maintenance and construction. 33 460
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Assistant Community Services & Recreation Director, Community Services & Recreation (Existing Classification, 1.0 FTE), eliminate 1.0 FTE Community Services and Recreation Manager - The Community Services and Recreation Department is new for the 2024-25 fiscal year. Previously, the position was seeded within the Government Services Department. As a result, the Community Services and Recreation Manager position is being upgraded to an Assistant Director position to better reflect the duties the Director will perform as the head of a department.
Eliminations:
Plans Examiner, Community Safety, Building Division (1.0 FTE); Building Inspector, Community Safety, Building Division (1.0 FTE); Permit Specialist, Community Safety, Building Division (1.0 FTE) - These three positions within the Building Division were approved over the last several fiscal years, but were never filled. The Division will continue to utilize contract services to supplement current workload levels when necessary.
Emergency Management Specialist, Community Safety, Administration Division (1.0 FTE) - This position was eliminated in favor of increasing contract services with Riverside County Emergency Management Department. Previously the city funded 1.0 FTE in-house and contracted for part time services from Riverside County; staff determined that contracting for services with Riverside County provides a better level of service than in-house services.
The proposed staffing changes, and recommended salary ranges are in line with the City's Strategic Target B Goal F to implement strategies to remain competitive in attracting and retaining top talent; the classifications placement on the salary schedule was adopted with the most recent classification and compensation study.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Departments
This section breaks down General Fund expenditures by department. In May 2024, an organizational reorganization was approved by Council. This action created the Community Services Department, which was previously seeded within the Government Services Department. Community Services now includes events and recreation. Government Services now hosts City Clerk, Communications, and Information Technology. In total, the city now hosts 7 departments comprised of 15 divisions. Overall, General Fund operating and non-operating expenditures (including transfers) total $49,948,943. Significant changes to the General Fund expenditures are discussed by department on the following pages.
Department Expenditures by Year
Updated On 6 Jun, 2024
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Public Safety
$15,578,583 (31.2%)
General Services
$14,665,995 (29.4%)
Public Works
$5,780,789 (11.6%)
Community Safety
$3,818,549 (7.6%)
Community Development
$2,672,980 (5.4%)
City Manager
$2,623,023 (5.3%)
Government Services
$1,647,122 (3.3%)
Finance
$1,872,646 (3.7%)
Community Services
$1,289,256 (2.6%)
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Budget Summary: General Fund Expenditures,
Departments
Introduction: Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 35 462
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Updated On 6 Jun, 2024
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Broken down by Departments General Fund Expenses
History
Data
$ 11,427,066 $ 13,005,502 $ 14,551,266 $ 15,578,583 $ 0 11,097,700 12,621,198 14,061,266 15,061,083 0
11,097,700 12,621,198 14,061,266 15,061,083 0
329,367 384,303 490,000 517,500 0
233,268 276,155 350,000 367,500 0
96,099 108,149 140,000 150,000 0
11,936,851 13,139,186 14,501,160 14,665,995 0
11,394,573 12,680,685 13,890,992 13,975,989 0
11,394,573 12,680,685 13,890,992 13,975,989 0
317,860 295,852 370,000 382,800 0
317,860 295,852 370,000 382,800 0
224,419 162,650 240,168 307,206 0
224,419 162,650 240,168 307,206 0
2,284,828 2,434,108 4,622,139 5,780,789 0
2,284,828 2,434,108 4,622,139 5,780,789 0
1,447,314 1,419,521 3,023,329 3,233,118 0
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Public Safety
Law Enforcement
(400) Law Enforcement
Other
(430) Animal Control
(440) Crossing Guards
General Services
Other General Services
(290) General Government
City Attorney
(110) City Attorney
City Council
(100) City Council
Public Works
Public Works
(320) PW: Engineering
Collapse All 2021-22 Actual 2022-23 Actual 2023-24 Budget 2024-25 Budget 2024-25 Budget CIP Help Share
Departments: General Services
City Council – Total proposed expenditures for the City Council for 2024-25 are $307,206, an increase of $67,038 from Fiscal Year 2023-24. The increase is attributable to two factors, health benefits will increase based on the classification and compensation study for employees that will be adopted by the City Council and a newly adopted stipend increase from $400 to $1,600 per month that will be effective in December 2024.
City Attorney – Total proposed expenditures for the City Attorney for 2024-25 are $382,800, a 3% increase over the previous year. Staff anticipates the City Attorney contract to include a CPI inflator and budgeted a 4.5% increase in anticipation of the finalized CPI increase. In the new year budget is proposed at $332,800 for retainer fees and $50,000 for special project legal fees. 36 463
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Government – The city’s General Government includes services that are not directly applicable to a single department, including city wide software, building leases, copier leases and maintenance, CalPERS and Other Post Employment Benefit (OPEB) liability payments, accrued leave payouts, and County of Riverside Revenue Neutrality. This department also houses General Fund transfers out to other funds. Total proposed expenditures for General Government Department are $13,975,989, a decrease of $84,997 compared to fiscal year 2023-24, or three percent. This department also hosts the General Fund's revenue neutrality obligation to the Count of Riverside and transfers out, more details are provided below.
Prior to 2021, the city budgeted for contingency, typically around $500,000. However, during the pandemic staff recommended removing contingency budget to balance the budget; contingency has not been budgeted since fiscal year 2020-21. Staff recommends reinstating the contingency budget at $250,000 for the new fiscal year. $0.00
Expenses in 2025
$0
$2M
$4M
$6M
$8M
$10M
$12M
$14M
2024 2025 2025
Transfers Out – Transfers in the new year total $12,231,499, a slight decrease of $27,893 from $12,259,392 in the prior fiscal year. Transfers out to the Capital Projects Fund total $11,082,690 and are for the following projects: Civic Center Design $4,500,000; Civic Center Public Spaces $2,705,000; Limonite Gap Bridge $500,000; and a fund balance correction of $677,690. The general contribution to the city’s special assessment districts totals $8,809, similar to the prior year. Finally, the city operates five capital reserve funds for information technology, fleet replacement, facility maintenance, street maintenance, and storm drain maintenance. Budget for capital contribution to the reserve funds is set at $1,140,000 for the new fiscal year.
Revenue Neutrality – The annual revenue neutrality payment to the County of Riverside is only partially located in this department. Revenue neutrality is a requirement that the city pay a portion of General Fund and Fire Fund revenues to the County of Riverside. The General Fund and Fire Fund both contribute 50% of the total revenue neutrality payment. In fiscal year 2022-23 revenue neutrality impact to the General Fund is $300,000. The revenue neutrality agreement with the county is effective until June 30, 2040. Staff anticipates a 6% decrease for this payment; the city's contract with the county stipulates an annual CPI inflator, however the inflator utilized for the 2023-24 fiscal year was lower than anticipated. This means that less budget is required to offset the expected CPI inflator for the new fiscal year.
Departments: City Manager
City Manager – Total proposed expenditures for the City Manager's Department are $756,002, an increase of $77,341 from the prior year. This is mainly attributable to the increases in salaries and benefits as a result of the classification and compensation study. $0.00
Expenses in 2025
$0
$200K
$400K
$600K
$800K
2024 2025 2025
Data Updated Jun 06, 2024, 12:26
PM
Data Updated Jun 06, 2024, 12:26
PM
37 464
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Human Resources & Risk Division
Total expenditures for the Human Resources and Risk Management Department are $1,867,021. The department consists of two divisions, Human Resources and Risk Management.
Human Resources Division – Total proposed expenditures for the Human Resources Division for 2024-25 are $993,821, an increase of $127,646 from the prior fiscal year. The increase is primarily due to personnel; the classification and compensation study increased salaries and benefits for staff throughout the division. There is also an increase of $15,000 for legal services.
Risk Management Division – Total proposed expenditures for the Risk Management Division for 2024-25 are $873,200 an increase of $126,320 from the prior year. The change is caused by two major factors. First, an increase of $73,440 to benefits as part of the classification and compensation study. And second, the city self-insures for general liability and utilizes a risk-pool through Public Entity Risk Management Authority (PERMA). The city is experiencing a $52,880 increase in general liability risk-pool contributions. Increases are primarily due to increases in personnel and property valuations, market conditions, and workers compensation.
$0.00
Expenses in 2025
$0
$500K
$1M
$1.5M
$2M
2024 2025 2025
Departments: Government Services
Total proposed expenditures for the City Clerk and Communications Department total $1,647,122. The Department consists of three divisions, City Clerk, Communications, and Information Technology.
City Clerk Division – Total proposed expenditures for the City Clerk’s division for 2024-25 is $815,716, an increase of $189,585 from the prior fiscal year. The increase is mainly attributed to the classification and compensation study which increased salaries and benefits by approximately $181,000. The City Clerk division generates approximately $70,000 in revenue to the General Fund through passport services.
Communications Division – Total proposed expenditures for Communications for 2024-25 is $432,542, a decrease of $72,374 from the prior fiscal year. The decrease is due to the classification and compensation study, which affects salaries and benefits. The remaining budget requests did not create any change over the prior year.
Information Technology Division – The Information Technology division budget plan includes a $92,700 decrease over the prior fiscal year for a total budget of $398,864. In the prior fiscal year the IT division had capital requests to improve and replace outdated IT equipment as well as increases to contract service for software and backup licenses. $0.00
Expenses in 2025
$0
$500K
$1M
$1.5M
$2M
2024 2025 2025
Data Updated Jun 06, 2024, 12:26
PM
Data Updated Jun 06, 2024, 12:26
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38 465
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Departments: Community Development
Department
Proposed expenditures for the Community Development Department total $2,672,980. The Department consists of three divisions, Community Development Administration, Planning, and Economic Development. The department contributes approximately $35,000 in revenue to the General Fund consisting of permits and fees.
Community Development Administration – The total proposed expenditures for the Community Development Administration Department for 2024-25 are $415,353, a decrease from the prior fiscal year of $93,962. The decrease is primarily due to the formation of the Economic Development Division whose expenses were previously under Community Development Administration, as well as decreases from the classification and compensation study, and lastly a small decrease from the removal of the Chandler Area Market Study from the previous fiscal year.
Planning Division – Total proposed expenditures for the Planning Division for 2024-25 are $1,118,907, an increase of $129,494 from fiscal year 2023-24. The increase is primarily due to increases in salaries and benefits as part of the classification and compensation study.
Economic Development Division - Total proposed expenditures for the Economic Development Division for 2024-25 ar $1,138,720, an increase of $129,906 from the previous fiscal year. The increase is primarily due to an increase of $65,746 to salaries and benefits as part of the classification and compensation study and $70,000 for the business incentive program.
$0.00
Expenses in 2025
$0
$500K
$1M
$1.5M
$2M
$2.5M
$3M
2024 2025 2025
Departments: Finance
Total proposed expenditures for the Finance Department for 2024-25 are $1,872,646, up 34% from the prior fiscal year; the change from the prior to the new year totals $473,086.
The increase is mainly due to increases in salaries and benefits as part of the classification and compensation study including the addition of a new Purchasing Manager position. Also contributing to the increase were small increases throughout various line items totaling $62,080. The Finance Department generates approximately $110,100 in contributing revenue to the General Fund; the main category of revenue is business registration fees. $0.00
Expenses in 2025
$0
$500K
$1M
$1.5M
$2M
2024 2025 2025
Data Updated Jun 06, 2024, 12:26
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Data Updated Jun 06, 2024, 12:26
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39 466
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Departments: Community Safety
The Community Safety Department includes three divisions, Community Safety Administration, Building Safety, and Code Enforcement. Total expenditures for the Community Safety Department are $3,818,549. The department contributes $968,000 in General Fund revenue, revenues comprise two categories, the fines, penalties and forfeitures category, and permits and fees category.
Community Safety Administration – Proposed expenditures for administration for 2024-25 are $966,748, an increase of $182,262. The increase is primarily due to salaries and benefits as part of the classification and compensation study. Additionally, there is an increase of $87,690 to the computer hardware/software category for an increase in user licenses as staff has grown.
Building & Safety Division – Total proposed expenditures for Building & Safety for 2024-25 are $1,866,944, an increase of $324,958 over the prior year. The increase is primarily due to the elimination of several vacant positions including the Plans Examiner, Building Inspector I and Permit Specialist and contracting out for these positions instead. The increase to salaries and benefits as part of the classification and compensation study also factored into the increase.
Code Enforcement Division – Total proposed expenditures for Code Enforcement for 2024- 25 are $984,857, a savings of $18,827 from the prior year. Small increases to salaries and benefits as part of the classification and compensation study were offset by a reclassification of software to the Community Safety Administration Division. $0.00
Expenses in 2025
$0
$1M
$2M
$3M
$4M
2024 2025 2025
Data Updated Jun 06, 2024, 12:26
PM
40 467
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Departments: Public Works
Total expenditures for the Public Works Department are $5,780,879. The department consists of several divisions, Engineering, Public Works, Streets, Facility Maintenance, and Landscaping. The department contributes $620,000 in General Fund revenue, primarily in the category of permits and fees.
Engineering Division – Proposed expenditures for Engineering for the new fiscal year total $3,233,118, an increase from fiscal year 2023-24 of $209,789. The increase is attributed to increases in salaries and benefits as part of the classification and compensation study.
Public Works and Streets Division – Total proposed expenditures for Public Works for 2024- 25 are $1,706,397, an increase of $691,321 from fiscal year 2023-24. The majority of the increase or apprxomatiely $565,000 of the increase is attributed to increases in salaries and benefits as part of the classification and compensation study. Additionally, vehicle operations and mainteance increased by $72,820 to account for the increase in city vehicles, including heavy duty tucks.
Facility Maintenance - Total proposed expenditures for the facility maintenance division total $562,932 for fiscal year 2024-25. This is an increase of $155,285 from the prior fiscal year.
The increase is comprised of increases to salaries and benefits as part of the classification and compensation study as well as the addition of a new landscape position and, increases to maintenance, janitorial and utility costs for City Hall and Citrus.
Facility Landscaping - Proposed expenditures for the landscaping division total $278,432 for the new fiscal year. This is an increase of $102,345 over the prior year. The increase is due to increases in salaries and benefits as part of the classification and compensation study, the addition of a new landscape poistion and additional landscape contract services. $0.00
Expenses in 2025
$0
$1M
$2M
$3M
$4M
$5M
$6M
2024 2025 2025
Departments: Community Services &
Recreation
Total proposed expenditures for the department is $1,289,256. The budget for 2024-25 is $150,788 larger than the prior year. The department will continue to host various events throughout the year. The increases in expenditures over the prior year are all attributable to increases in salaries and benefits as part of the classification and compensation study. $0.00
Expenses in 2025
$0
$200K
$400K
$600K
$800K
$1M
$1.2M
$1.4M
2024 2025 2025
Data Updated Jun 06, 2024, 12:26
PM
Data Updated Jun 06, 2024, 12:26
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41 468
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Departments: Public Safety, Law
Enforcement
Law Enforcement – The City Council is committed to providing superior levels of public safety. Law Enforcement is provided by the Riverside County Sheriff’s Department (RSO).
Law enforcement occupies 32% of the general fund operating budget. In total, the proposed budget for law enforcement totals $15,061,083 for the new fiscal year, an increase of $999,817 or 7% over the prior year. Three main points account for the 7% budget increase; Riverside County projected a 4.5% increase to contract services, costs for a dedicated Sergeant will now be included in the 2024-25 budget and lastly, a $75,000 increase towards Schools Resource Officer (SRO) reimbursement including the addition of a second SRO.
These additions are after a 9% increase from the previous year, which saw the addition of two dedicated Community Service Officers (CSO), a Commercial Enforcement program, flock cameras, replacing motorcycles, and the continued funding of overtime.
An approximate 4.0% to 4.5% increase for the 2024-25 fiscal year was announced in Spring 2024. Staff utilized the higher 4.5% increase in budget estimates. Total proposed 2024-25 budget for police services line item is $14,022,320 as compared to $13,077,051 for fiscal year 2023-24, an increase of $945,269, this incease includes the costs for a dedicated Sergeant as well.
This department also houses the School Resource Officer expenditures at Eleanor Roosevelt High School (ERHS). The city and Corona-Norco Unified School District (CNUSD) have an agreement that the city will reimburse the district for 50% of the costs for the second ERHS Resource Officer. The cost has increased from $75,000 to $100,000. CNUSD has proposed an additional SRO which will be split bewteen ERHS and Norco High School. The City will be responsible for 25% of the cost or $50,000. As a result, the budget for SROs has increased by $75,000 over the previous year.
Public safety generates approximately $833,500 in contributing revenue to the General Fund; primarily generated through animal control, parking, and vehicle fines. $0.00
Expenses in 2025
$0
$5M
$10M
$15M
$20M
2024 2025 2025
Departments: Public Safety, Animal
Control
Departments: Public Safety, Crossing
Guards
The City of Eastvale contracts with Riverside County for animal control services. The County completed a change to a 100% cost recovery model in the 2022-23 fiscal year and as a result, animal control service costs increased over the last several fiscal years. At the time budget was prepared, Riverside County had not yet approved the fiscal year 2023-24 recovery rates. For fiscal year 2023-24 it is anticipated that the county will update the rates to include CPI, with fees increasing for sheltering services, field services, and licensing fees. The anticipated increase over the prior fiscal year is approximately 4%. Total costs are estimated at $350,000. The contract costs include a half-time Animal Control Officer dedicated to the City of Eastvale. Animal Control generates approximately $100,000 in contributing revenue to the General Fund.
The city of Eastvale has an agreement with Corona-Norco Unified School District (CNUSD) to reimburse 50% of crossing guard costs. CNUSD contracts with a vendor for crossing guards and those costs are billed to the city; the increase over the prior year is approximately 4%.
Total budget is estimated to increase from $102,060 in the prior year to $140,000. During the 2022-23 fiscal year, several new intersections were added to the contract between CNUSD and the city.
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42 469
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Available Resources
The Reserve Policy for the General Fund establishes the procedures for reporting unrestricted fund balance in the financial statements. Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the city against unforeseen circumstances and events such as revenue shortfalls and unanticipated expenditures or to set aside reserves for specific one-time initiatives. Projected available reserve changes for Fiscal Year 2023-24 resulting from General Fund revenues, expenditures, and transfers are summarized below:
Although the total estimated General Fund balance for June 30, 2025, is projected at $174,860,875, certain assignments and commitments totaling $173,850,739 limit the available balance to $1,010,136. Staff is completing additional analysis on grant reimbursement timing and civic center debt issuance timing to ensure adequate cash flow to cover grants and the future construction of the Civic Center. For more information on the city’s Reserve Policy and available fund balance, please refer to this link for fiscal and budgetary policies and this link for available fund balances.
General Fund Fund-Balance Changes
% of
Appropriations
Fund Balance
Total Estimated Fund Balance at June 30, 2024 411% 155,146,802 FY 2024-25 Operational Revenue Budget 50,728,374
FY 2024-25 Operational Expenditure Budget 37,726,253 FY 2024-25 General Operating Fund Surplus (Deficit) 13,002,121 FY 2024-25 Non-Operational Revenue Budget 18,934,642
FY 2024-25 Non-Operational Expenditure Budget 12,222,690 FY 2024-25 General Non-Operating Fund Surplus (Deficit) 6,711,952 FY 2024-25 General Fund Change in Fund Balance 19,714,073 Total Estimated Fund Balance at June 30, 2025 174,860,875 Non-Operating Detail
One-Time Expenditures
Transfers to Other Funds
- Contribution to CIP Fund
> Limonite Gap Pedestrian Bridge 500,000
> Civic Center 4,500,000
> Public Works Yard Construction 2,700,000
> Civic Center Public Spaces 2,705,000
> Fund Balance Correction 677,690 Subtotal Contribution to CIP Fund 11,082,690
-Contribution to Capital Replacement Reserve Funds
> Information Technology Replacement Fund 50,000
Budget Summary: General Fund Available Resources
Introduction, Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 43 470
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 > Fleet Replacement Capital Fund, Vehicles 240,000
> Street Maintenance Capital Fund 500,000
> Facilities Maintenance Fund 250,000
>General Catch Basin & Storm Drain Maintenance Capital Fund 100,000 Subtotal Contribution to Replacement Reserve Funds 1,140,000 Total One-Time Expenditures 12,222,690
Fund Balance Detail
Total Estimated Fund Balance at 06/30/2025 463% 174,860,875 Nonspendable (Per 06/30/2023 ACFR) -
Restricted (Per 06/30/2023 ACFR) -
Assigned Fund Balance 55,240,710
Committed Fund Balance 66,534,498
Committed Appropriations Limit Qualified Capital
Outlay Reserve 52,075,531
Subtotal
NonSpendable/Restricted/Assigned/Committed 173,850,739
Total Estimated Unassigned Fund Balance @
06/30/2025 1,010,136
Restricted Fund Balance: General Fund
Restricted Fund Balance are resources that are subject to externally enforceable legal restrictions. These restrictions would be either 1) externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or 2) imposed by law through constitutional provisions or enabling legislation. Some of these restrictions include:
Fire Protection Operations/Improvements - The city receives a separate General Fund property tax allocation to pay for the provision of fire protection services. Because these revenues are restricted for uses of Fire Protection, the cumulative Fire Fund Balance is also restricted. Fire Fund balance for June 30, 2025 is estimated at $17,206,101. The city anticipates portions of this fund balance will need to be for operational costs within the next several fiscal years. Additionally, fund balance will be used for one-time costs such as a truck, medic squad replacement, and a third fire station development and construction at the Leal development.
Restricted Fund Balance Examples: Other Funds
Street Maintenance and Infrastructure Improvements – Reserves from Gas Tax and Measure A fund balance.
Landscape, Streetlight, Storm Drain Maintenance – Reserves from assessments specific to parcels in various maintenance districts.
Air Quality – Fund balance related to the city’s portion of motor vehicle registration collected pursuant to AB2766.
Capital Projects City Facilities – Fund balance from development impact fees collected for construction of infrastructure and City facilities.
Assigned Fund Balance
Amounts that are constrained by the city’s intent to be used for specific purposes, but are neither restricted nor committed, should be reported as assigned fund balance. The reserve policy delegates to the City Manager, the City Manager’s designee, the authority to assign unrestricted fund balance amounts where the city’s intent is for those amounts to be used for specific purposes. This delegation of authority is for the sole purpose of reporting these amounts in the annual financial statements.
General Fund Emergency Contingency - The city’s General Fund Balance assigned for emergency contingency is established at six (6) months or 50% of annual operating General Fund operating expenditures in any fiscal year in which recurring sources exceed recurring uses in the General Fund. The City Council may, by the affirming vote of three members, change the amount of this assignment and/or the specific uses of these monies. The Emergency Contingency for the 2024-25 budget year is $18,863,127 or 50% of the proposed General Fund operating expenditure budget of $37,726,253.
Cash Flow for Reimbursable CIP Grants - Staff recommends holding $19,500,000 to cover expenditures for reimbursable grants. These grants will not be reimbursed until the projects are complete. The projects include the Limonite Gap Vehicle and Pedestrian Bridge and several federally funded grants for smaller projects.
Cover Special Revenue Fund Negativge Fund Balance - Staff recommends holding $165,714 to cover expected negative fund balances in several of the city's landscape lighting and landscaping districts. Currently, the full assessment is charged through property taxes, but the revenues are not adequate to cover services. As a result, the General Fund will have to cover these deficits into the foreseeable future.
Business Incentive Loan Program - Budget for this program are appropriated from this reserve by City Council when necessary. Currently, the program has $200,000 in funds available for future business loans.
Financial System Implementation - As the city has seen revenues and the number of funds grow over the last decade, the organization has similarily grown. Subsequently, the city needs a more powerful accounting system that can better track project budgets, workflows for accounts payable and purchasing, and a more robust payroll system. Staff estimates the procurement of a new enterprise resource program lease plus implementation could be up to $1.0 million.
ATP Cycle 7 Grant, Trail Improvement CIP Match (FY 2025-26) - Staff expects to utilize a State funded grant in the next fiscal year, however the grant requires a General Fund match. Staff recommends holding this amount until it is appropriated in the next fiscal year, the grant match is $5.5 million. 471
44 Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Committed Fund Balance: General Fund
The City Council, 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 removes or changes the specified use through the same type of formal action taken to establish the commitment. City Council action to commit fund balance needs to occur within the fiscal reporting period; however, the amount can be determined subsequently. City Council has approved the following commitments through formal action:
Facility Construction: Civic Center - As a newer City, current assets include relatively new infrastructure and facilities, but the city also faces significant costs to complete critical infrastructure expansions including a City Hall and Library. The city has proposed increasing the commitment for a future Civic Center to $103,410,029 (plus $9.5 million of Fire Fund reserves). Other funding sources, such as Development Impact Fees, grant funding, and bond financing are being evaluated for the future construction of a City Hall and Library.
City Hall: $33,000,000
Library: $10,000,000
Police Substation: $9,300,000
City Hall Appropriations Limit Reserve: $20,420,029
Library Appropriations Limit Reserve: $17,595,000
Police Station Appropriations Limit Reserve: $12,895,000 Pension Liability Reserve - City staff propose continuing to increase the $2,000,000 committed reserve for pension liabilities to $2,500,000. This set aside is intended to offset any future California Public Employees Retirement System (CalPERS) liabilities and potential settlements for audit findings.
Public Safety Rate Increase Stabilization - To mitigate the consistent increases of public safety contract rates for future years and before reducing service levels should economic conditions reduce City resources to pay for police and fire services, staff proposes increase the Public Safety Rate Stabilization reserve of $1,000,000 to $3,000,000 for fiscal year 2024-25.
Equipment Purchase: Fire Truck Appropriations Limit Reserve: The city continues to maintain a specific reserve to purchase a new fire truck for the new third fire station planned to be constructed at the Leal Development. Staff proposes to decrease the reserve from $1,500,000 to $2,700,000 based on a recent quote received from Riverside County Fire. General Fund fund-balance is utilized for this reserve; at this time, the Fire Fund cannot fund this reserve.
Total General Fund Available Resources, Year-Over-Year
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45 Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Citywide Net Revenues
The total combined projected revenues for fiscal year 2024-25 for all funds are $103,653,646, including transfers in of $12,741,905. Total expenditures proposed for fiscal year 2024-25 for all funds are $81,496,886, including transfers out of $12,741,905. Revenues exceed expenditures in several funds for multiple reasons, including grant expenditures from prior years that have not been reimbursed, as the project is still ongoing and unspent budget that will be rolled forward after the 2023-24 fiscal year is closed. The city also has several reimbursement agreements with other government agencies such as the Transportation Uniform Mitigation Fee (TUMF) reimbursement from Western Riverside Council of Governments (WRCOG) for the Limonite Gap Closure capital project that has not yet been reimbursed. Reimbursable grants and reimbursement agreements are pre-approved by the granting agency, but funded after the project is completed.
Fiscal Year 2024-25 Total Revenues versus Expenditures
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Revenues $98,917,045 $101,110,021 $125,091,070 $101,965,084 $1,688,562 Expenses $60,724,879 $52,352,502 $124,692,714 $61,670,783 $19,826,105 REVENUES LESS EXPENSES $38,192,166 $48,757,519 $398,356 $40,294,301 -$18,137,543
FUND SUMMARIES
Other Purpose General Fund: Fire
Proection (Major Fund)
For the 2024-25 budget, the Fire fund is expected to have a budget surplus of $441,802. Fire Fund revenues total $9.59 million and expenditures total $9.15 million. Last fiscal year this fund had a budget deficit which was caused by a non-operational capital improvement project, which was a one-time and non-recurring cost. The capital improvement project was for the city's third fire station and the budget appropriation of $1.00 million is for design and architectural services. It is likely that the remaining available budget for this project will be rolled into the new fiscal year as the project is still underway.
Fire Fund: Revenues versus Expenditures
Budget Summary: Other Funds Overview
Introduction, Budget Overview
Fiscal Year 2024-25 Operating and Capital Improvement Budget 46 473
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Updated On 6 Jun, 2024
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2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Revenues $7,694,689 $8,982,534 $8,842,500 $9,590,000 $0 Expenses $6,459,615 $6,579,997 $8,898,850 $9,148,200 $0 REVENUES LESS EXPENSES $1,235,074 $2,402,537 -$56,350 $441,800 $0 Revenues - The Fire Fund is primarily funded by general purpose property taxes specifically levied for the purpose of fire protection services. Any license, permits, and fees and fines, penalties, and forfeitures linked to fire protection are also collected in this fund. Property tax budget is proposed at $9,070,000, an increase of $670,000 or 8%. Licenses, fees, and permits are proposed at $110,000 an increase of $20,000 compared to the prior year; this projection is based on actual fees collected during the 2023-24 fiscal year. The property tax funds are restricted through the city’s incorporation procedures and revenue neutrality agreement by the County of Riverside for fire protection services and operations in addition to the maintenance of buildings and equipment.
Expenditures - Fire services provided by CalFIRE through Riverside County is the largest expenditure in the fire fund, totaling $8,212,050; other contract services total $280,650. Compared to the prior year, total contract services are increasing by $1,184,250; this increase does not reflect an increase in services and only reflects and increase in operational costs related to providing fire and life protection services. These increases are due to a change in Riverside County shift structure for personnel assigned to fire and life response apparatus. As a result, Riverside County will need to hire additional staff to provide the current level of service, which in turn increases costs. The shift change will not be complete in the new fical year and Riverside County antifipates further reducing the workweek hours for safety personnel in future fiscal years. This will increase future contract service costs. Non-fire service related operations total $306,800 and primarily consist of utilities, landscaping, and building maintenance costs associated with the two city-owned fire stations. Debt service is the other large category in this fund, totaling $300,000. This is the Fire Fund portion of the city’s revenue neutrality agreement with Riverside County; the Fire Fund is responsible for 50% of the payment. The revenue neutrality agreement is in place until 2040. This expenditure increases annually by CPI.
A new expenditure category for the last two fiscal years that continues into the new fiscal year is Wildland Fire protection services for the city’s Santa Ana River basin. The city has approximately 1,600 acres of undeveloped river basin land that is often subject to wildfires. The Wildland Fire agreement with CalFIRE will provide for 100% of fire protection services without an incident charge. The agreement essentially acts as an insurance policy and costs approximately $51,500 annually.
Finally, this fiscal year the city will be increasing Emergency Management services provided by contract with Riverside County Emergency Management Department. The increase is 170% from $47,000 in the prior fiscal year to $80,000 in the 2024-25 fiscal year and consists of doubling the services provided by Riverside Emergency Management Department. The city eliminated the in-house Emergency Management Specliast and is utilizing the budget savings to increase contract services.
Fund Balance - The Fire Fund is projected to finish the fiscal year 2024-25 with $17.3 million in fund balance. The primary revenue source of this fund is property tax, which generates 97% of total revenues in this fund. As a result, fire service provision relies heavily on one revenue source. It becomes imperative that the city continue to maintain a healthy fund balance should a change in the economy occur in the future. The city also has plans to construct a third fire station and the city is increasing the construction reserve from $8.0 to $9.5 million in the new fiscal year as a 474
47 Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 committed reserve for the future third fire station construction in the north sector of the city within the Leal Property development. The second fund balance commitment is $400,000 for future apparatus replacement, this committed reserve will grow annually to ensure that adequate reserves exist to replace costly apparatus. Finally, the fund houses an assigned reserve consisting of 75% of operating expenditure appropriations; for fiscal year 2024-25 this reserve category totals $7,192,500.
Fire Fund Fund-Balance Changes
% of
Appropriations
Fund
Balance
Total Estimated Fund Balance at June 30, 2024 184% 16,819,301 FY 2024-25 Operational Revenue Budget 9,590,000
FY 2024-25 Operational Expenditure Budget 9,148,198
FY 2024-25 Fire Operating Fund Surplus (Deficit) 441,802 FY 2024-25 Non-Operational Revenue Budget -
FY 2024-25 Non-Operational Expenditure
Budget
-
FY 2024-25 Fire Non-Operating Fund Surplus
(Deficit) -
FY 2024-25 Fire Fund Change in Fund Balance 441,802
Total Estimated Fund Balance at June 30, 2025 17,261,103 Non-Operating Detail
One-Time Expenditures
> Fund Balance Correction -
Subtotal Contribution to CIP Fund
-
Total One-Time Expenditures
-
Fund Balance Detail
Total Estimated Fund Balance at 06/30/2025 189% 17,261,103 Assigned Fund Balance 7,192,500
Committed Fund Balance 9,900,000
Subtotal
NonSpendable/Restricted/Assigned/Committed 17,092,500
Total Estimated Unassigned Fund Balance @
06/30/2025 168,603
Restricted by the County of Riverside (per
06/30/2023 ACFR) 17,261,103
Subtotal Restricted Fund Balance 17,261,103
48 475
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Special Revenue Fund: Gas Tax Fund (Non-Major Fund)
The Gas Tax is funded by apportionments under the California Street and Highways Code Sections 2105, 2106, 2107, and 2107.5. The funds may be used towards maintenance, rehabilitation or improvement of public streets. The funds specific to code section 2107.5 may be used for engineering services and gas tax audit costs. For the 2024-25 budget, Gas Tax revenues are projected at $2.0 million, and expenditures are projected at $2.7 million. Although expenditures exceed revenues, the Gas Tax fund has available fund balance to utilize towards current year expenditures and the fund is projected to end the fiscal year with a total fund balance of $1,586,534.
Operating expenditures within the gas tax fund for fiscal year 2024-25 include street maintenance, street sweeping, storm drain maintenance, and catch basin annual maintenance. Capital improvement expenditures include Annual Street Overlay, Hamner Avenue Beautification, and Limonite Gap Pedestrian Bridge.
Special Revenue Fund: Measure A Fund (Non-Major Fund)
The Measure A fund is funded by apportionments from the Riverside County Transportation Commission (RCTC). The funds are specific to a voter approved ½ percent sales tax in Riverside County to specifically fund transportation projects. For the 2024-25 budget, Measure A revenues are projected at $3.2 million, and expenditures are projected at $5.3 million. Expenditures exceed revenues; however, the Measure A fund has available fund balance and is projected to complete fiscal year 2024-25 with $241,309 in available fund balance.
Operationally, Measure A funds some landscape maintenance and street sweeping maintenance within the City. Additional capital improvement expenditures include Annual Street Overlay, Median Improvement, Street Crack Sealing, Citywide Traffic Signal Synchronization, and Hamner Avenue Beautification.
Special Revenue Fund: General Capital Projects Fund (Non-Major Fund) The General Capital Projects fund is used to track capital projects funded by the general fund. Funds are transferred into the Capital Projects Fund from the General Fund. For the 2024-25 budget, revenues are projected at $11.1 million, and expenditures are projected at $10.4 million. The fund is expected to end the 2024-25 fiscal year with no fund balance, which is typical of a fund utlized solely to track expenditures. Capital project expenditures for 2024-25 include the Limonite Gap Pedestrian Bridge Project, Civic Center Design, Civic Center Public Spaces, and Public Works Yard Construction.
Special Revenue Fund: Capital Replacement Reserve Funds (Non-Major Funds) The Information Technology (IT) and Fleet Replacement Capital Replacement Funds are used to track reserves specifically related IT equipment and city vehicle replacement. Fiscal year 2024- 25 is the third operational year for these capital replacement funds. Funds are transferred into the Fleet and IT Capital Replacement Funds from the General Fund. For the 2024-25 budget, revenues are projected at $50,000 for the IT reserve contribution and $240,000 for the fleet replacement reserve contribution; expenditures are projected at zero. The funds are expected to end the 2024-25 fiscal year with a fund balance of $653,652 for IT and $600,000 for fleet. Staff is working towards creating a more detailed annual allocation based on depreciation and replacement schedules in order to set aside adequate fund balance to ensure IT equipment and vehicles can be purchased years into the future. Departments with vehicles include Public Works, Code Compliance, Building, Law Enforcement, CalFIRE Inspection Program, and the city’s Volunteer Program.
Special Revenue Fund: Maintenance Reserve Funds (Non-Major Fund) The facility maintenance, street maintenance, and storm drain maintenance capital reserve funds are used to track reserves specifically related to these activities. Similar to the capital replacement funds, the maintenance reserve funds are in the third operational year. The General Fund contributes funding annually through transfers into the specific reserve funds. For the 2024-25 budget, revenues are projected at $500,000 for street maintenance, $250,000 for facility maintenance, and $100,000 for storm drain maintenance; expenditures for all reserve funds are projected at zero. The funds are expected to end the 2024-25 fiscal year with a fund balances of $1,500,000 for street maintenance, $750,000 for facility maintenance, and $300,000 for storm drain maintenance. Staff is working towards an allocation model based on annual depreciation and the city's pavement quality index in order to set aside an appropriate level of reserves to assist the city with future maintenance requirements.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Financial Structure, Policy & Process Table of Contents Organization Chart
Fund Structure & Relationships
Basis of Budgeting
Fiscal and Budgetary Policies
Debt Summary
California Constitutional Appropriations Limit (Gann)
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50 Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Organization Chart
Financial Structure, Policy & Process
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The City utilizes funds to budget. A fund is a separate accounting entity created to track specific revenue and expense activity. Typical fund structures include governmental funds, proprietary funds, and fiduciary funds.
The City of Eastvale has governmental funds and fiduciary funds. The graphic below displays the fund groupings that comprise the financial structure of the City.
BUDGETARY FUND STRUCTURE
Fiduciary funds are rolled into the General Funds on the city's audited financial statements Fund Structure & Relationships
Financial Structure, Policy & Process
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DEPARTMENT AND FUND MATRIX
This matrix provides an overview of the relationships of the City’s departments and funds. 54 481
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
FUND DESCRIPTIONS
General Fund - Major Fund
This is the primary fund used to account for all general revenues of the City (property tax, sales tax, vehicle license fees). In general, these funds are allocated at the discretion of the City Council.
This revenue is used to support city-wide services such as public safety, community services, community development, and administrative support services. 55 482
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fund 100 – General Fund: The General Fund is the largest and most flexible of the City’s funds. It is the depository for all unrestricted revenue except those revenues required to be accounted for in another fund. It is also the fund that gives City Council the most discretion in expenditures. Major General Fund revenue sources include, but are not limited to, sales taxes, property taxes, franchise fees, service fees, and a variety of other revenue sources.
Other Purpose General Funds - Major Fund
Fund 110 – Fire Protection Special District Fund: The Fire Fund is used to account for revenue and expenditures of money levied as a general property tax by the County of Riverside. The funds are restricted by the County of Riverside for fire protection services and operations in addition to the maintenance of buildings and equipment. For financial statement purposes, this fund is rolled into the General Fund.
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of revenues that are designated for specific or restricted uses. These funds include gas tax funds from the state, state traffic relief funds, storm water, and local transportation funds. Other special revenue funds include the Miscellaneous Grants Fund, Community Development Block Grants (CDBG) funds from the federal government, and development impact fees related to public facilities, fire facilities, and transportation facilities.
Fund 200 – Gas Tax Fund – Major Fund : Gas Tax Fund is used to account for revenue and expenditures of money apportioned under Street and Highways Code, Sections 2105, 2106, 2107, and 2107.5 of the State of California. These funds are earmarked for maintenance, rehabilitation or improvement of public streets. Section 2107.5 funds can be used for engineering and gas tax audit costs.
Fund 205 – Road and Maintenance Rehabilitation Fund: The Road Maintenance and Rehabilitation Account (RMRA — Streets and Highways Code Sec 2030 et sec.) allocates funds from the following taxes enacted by the Road Repair and Accountability Act of 2017: the 12 cent gasoline excise tax, 20 cent diesel fuel excise tax, and transportation improvement fees (vehicle registration taxes). RMRA local streets and roads allocations must be used for projects “that include, but are not limited to,” road maintenance and rehabilitation, safety projects, or traffic control devices.
Fund 210 – Measure A Fund: Measure A revenue represents funds apportioned by the Riverside County Transportation Commission (RCTC) and received by the City as a result of the voterapproved initiative that increased sales tax by ½ percent in Riverside County to fund transportation projects. Measure A funds were originally approved by voters in 1988, and an extension was approved in 2002, which will fund projects through 2039.
Fund 211 – TDA Fund: The Transportation Development Act (TDA) of 1971 provides funding to be allocated to transit and non-transit related purposes that comply with regional transportation plans.
Fund 230 – Air Quality Management District (AQMD): The AQMD fund was established to account for the City’s share of vehicle registration fees collected under Assembly Bill 2766 passed during the 1990 State Legislative session. This fee was levied to fund programs to reduce air pollution from mobile sources such as cars, trucks and buses. Allocations to agencies are made through an apportionment basis and also through a competitive process. The South Coast Air Quality Management District distributes these funds to the City.
Fund 240 – Miscellaneous Grants Fund: The City receives a variety of one-time grant funding. Because these grants are not on-going, the City will record both the revenue and expenditures for those grants in this fund. Unlike the Community Development Block Grant, (CDBG) which is a separate fund, any grant that is a onetime occurrence would be recorded in this fund.
Fund 241 – Coronavirus CRF Grant Fund: This fund accounts for the City’s Coronavirus Relief Funding from the CARES Act, received from the Federal government thought the State of California. Funds are considered Federal grants and can only be used to mitigate the Coronavirus pandemic.
Fund 242 – American Rescue Plan Act Grant Fund: This fund accounts for the City’s State and Local Fiscal Recovery Fund Funding from the American Rescue Plan Act, received direct from the Federal government. Funds are considered Federal grants and can only be used to support response and recovery from the COVID-19 public health emergency in accordance with the Final Rule.
Fund 250 – Community Development Block Grant (CDBG): This fund accounts for the City’s Community Development Block Grant revenues and expenditures. The Community Development Block Grant (CDBG) program is a flexible program that provides communities with resources to address a wide range of unique community development needs. Funding is provided by the U.S.
Department of Housing and Urban Development.
Fund 260 – Local Law Enforcement Services Fund: As a part of the 2011 realignment of various public safety programs from the state to local government, the Legislature approved the Local Law Enforcement Services Act (AB118) and shifted all remaining motor vehicle license fee (VLF) revenue that was previously cities to pay for various local law enforcement grant programs including the COPS/SLESA programs (SB89). Funding is provided for front-line law enforcement. 56 483
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fund 270 – TUMF Reimbursement Fund: This special revenue fund is utilized to track TUMF project related expenditures and reimbursement funds from WRCOG credit agreements.
Fund 290-293 Development Impact Fees (DIF) Funds: Development Impact Fees (DIF) are used to account for activity generated and funded by development applications in order to offset the impacts of the development. Funding may be used for mitigation projects such as roads, traffic signals, and public facilities which may be needed due to growth stimulated by development:
Fund 290 –DIF Transportation Facilities Fund: Funds transportation capital investments made by the City, which are necessary to provide traffic amenities adequate to accommodate a growing service population within the standards and needs defined by the City’s master planning process.
Fund 291 – DIF Fire Facilities Fund: Funds fire protection related capital investments made by the City, which are necessary to provide fire protection, fire suppression and other fire safety services adequate to accommodate a growing service population within the standards and needs defined by operational standards and planning criteria.
Fund 292 – DIF Public Facilities Fund: Funds public facilities capital investments made by the City, which are necessary to provide general governmental and related civic services adequate to accommodate a growing service population within the standards and needs defined by the City’s capital improvement programs, long-range planning, and strategic planning.
Fund 293 – DIF Road and Bridge Benefit District: The Road and Bridge Benefit District (”District”) DIF is inherited from the County of Riverside associated with incorporation of the City.
The City accepted responsibility for the portion of the District within the City’s footprint. The District was created to ensure that new development within the District’s boundaries pays its proportionate share of the necessary capital investments required to provide the road and bridge improvements within the District adequate for the growing service population, consistent with the standards and needs defined by the City’s capital improvement programs, long-range planning, and strategic planning. Areas of benefit include Archibald, Limonite, and Hamner Avenues, and Schleisman Road. The District fees are assessed on new development projects.
Fund 300-310 – Lighting and Landscape Maintenance District 89-1: These funds are the original LLMD’s from Riverside County before the City was incorporated; upon incorporation the zones assessments were transferred to the City of Eastvale along with the maintenance and operations costs. Each fund represents a zone: 10, 33, 41, 79, 85, 111, 115, 116, 147, 151, and 156. The City collects assessments to fund the maintenance of landscaping, lighting, and traffic signal maintenance in these funds. The City also collects assessments to fund the servicing of utilities in these funds. The Districts are special assessment districts formed under the Lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500):
Fund 300 – Landscape and Lighting Maintenance District 89-1; Zone 10 Fund: Provides electricity to streetlights in public right-of-way at Hamner and Limonite Avenues.
Fund 301 – Landscape and Lighting Maintenance District 89-1; Zone 33 Fund: Provides electricity to streetlights within the public right-of-way at Miliken Avenues and Riverside Drive.
Fund 302 – Landscape and Lighting Maintenance District 89-1; Zone 41 Fund: Provides maintenance and servicing of fossil filters within the public right-of-way at locations throughout the City.
Fund 303 – Landscape and Lighting Maintenance District 89-1; Zone 79 Fund: Provides maintenance and servicing of fossil filters within the public right-of-way at Private Street.
Fund 304 – Landscape and Lighting Maintenance District 89-1; Zone 85 Fund: Provides maintenance and servicing of fossil filters within the public right-of-way at Hamner Avenue.
Fund 305 – Landscape and Lighting Maintenance District 89-1; Zone 111 Fund: Provides maintenance and servicing of fossil filters and traffic signals within the public right-of-way at locations throughout the City.
Fund 306 – Landscape and Lighting Maintenance District 89-1; Zone 115 Fund: Provides maintenance and servicing of fossil filters and traffic signals within the public right-of-way at A Street, Cleveland Avenue, Flower Street, Hamner Avenue, and Schleisman Road.
Fund 307 – Landscape and Lighting Maintenance District 89-1; Zone 116 Fund: Provides maintenance and servicing of fossil filters and traffic signals within the public right-of-way at Aldergate Drive, Tiburon Drive, Schleisman Road, and Whimbrel Drive.
Fund 308 – Landscape and Lighting Maintenance District 89-1; Zone 147 Fund: Provides maintenance and servicing of fossil filters and traffic signals within the public right-of-way at Schleisman Road and Whitewell Road.
Fund 309 – Landscape and Lighting Maintenance District 89-1; Zone 151 Fund: Provides maintenance and servicing of, and provision of electricity for, traffc signals within the public rightof-way at the intersections of: Limonite Ave & Eastvale Gateway, Limonite Ave & Hamner Ave, Hamner Ave & Eastvale Gateway, Hamner Ave & Oakdale St.
Fund 310 – Landscape and Lighting Maintenance District 89-1; Zone 156 Fund: Provides maintenance and servicing of, and provision of electricity for, traffic signals within the public rightof-way at the intersections of: Archibald Ave & Schleisman Rd, Archibald Ave & Soleil Dr, Schleisman Rd & Enclave Dr.
Fund 311 – Benefit Assessment District 2014-2 Fund: The City has one Benefit Assessment District, 2014.2. A Benefit Assessment District is a special assessment district formed to provide benefitting property owners the opportunity to pay for enhanced public systems such as drainage, flood control, and street lighting. Benefit Assessment Districts are formed under the Benefit Assessment Act of 1982 to finance the maintenance and operation of public systems such as drainage, flood control, and street lighting. BAD 2014-2 provides funding for the administration, maintenance, operation and servicing of various improvements located within the boundaries of the district. The district includes the maintenance of one traffic signal to be operated and maintained at the following location: Limonite Avenue & Scholar Way. The district includes the maintenance and management of the fossil filters at the following locations: seven along Scholar Way between Limonite Avenue and Primrose Road; one on 58th Street west of Scholar Way.
Fund 312-314 LLMD: Unlike District 89-1 the 2014 series of Landscape and Lighting Maintenance Districts were formed by the City after incorporation. The City collects assessments to fund the installation, construction, and maintenance of landscaping, lighting, and traffic signals within three districts throughout the City. The Districts are special assessment districts formed under the Lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500):
Fund 312 – Landscape and Lighting Maintenance District 2014-1 Fund: Maintenance and servicing of, and provision of electricity for, traffic signals within the public right-of-way at the intersections of: Sumner Avenue & Citrus Street, Citrus Street & Scholar Way, Citrus Street & Roosevelt High School/Granja Vista Del Rio.
Fund 313 – Landscape and Lighting Maintenance District 2014-2 Fund: Maintenance and servicing of, and provision of electricity for, traffic signals within the public right-of-way at the intersections of: Archibald Avenue & 65th Street.
Fund 314 – Landscape and Lighting Maintenance District 2014-4 Fund: Maintenance and servicing of, and provision of electricity for, traffic signals within the public right-of-way at the intersections of: Archibald Avenue & Providence Way.
Fund 315, 400-402 Community Facilities Districts: A Community Facility District is a special assessment district formed to provide benefitting property owners the opportunity to pay for enhanced public facilities and/or services such as public safety. Community Facility Districts are formed under the Mello-Roos Community Facilities Act of 1982 to finance public improvements and services such as the construction, or acquisition of designated capital facilities and/or to finance public services. The services and improvements that Mello-Roos CFDs can finance include streets, sewer systems and other basic infrastructure, police protection, fire protection, ambulance services, schools, parks, libraries, museums and other cultural facilities. The CFD’s formed by the City are all non-bonded, maintenance service districts:
Fund 315 – Community Facility District 2019-1 Fund: Fund services for facilities related to the Cloverdale development project located generally at the southeast corner of Limonite Avenue and Scholar Way. No bonds were issued for the CFD and the special tax is projected to be levied in perpetuity. 57 484
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fund 400 – Community Facility District 2017-1 (Goodman Commerce Center) Fund: Funds services for facilities at Goodman Way and traffic signals in the surrounding vicinity. No bonds have been issued for the CFD and the special tax is projected to be levied in perpetuity Fund 401 – Community Facility District 2017-2 (Sendero) Fund: Funds services for facilities related to the Sendero development project located generally at the northwest corner of Limonite and Harrison avenues. No bonds were issued for the CFD and the special tax is projected to be levied in perpetuity.
Fund 402 – Community Facility District 2020-1 (Hamner Place) Fund: Funds ongoing maintenance and operation of landscaping, streetlights, pedestrian and architectural lighting, drainage facilities, and other facilities permitted under the Mello-Roos Community Facilities Act of 1982 at Hamner Place. No bonds were issued for the CFD.
Fund 403-408 Lighting Maintenance District 89-2: These funds are the original LMD’s from Riverside County before the City was incorporated; Jurupa Community Services District administered these districts until 2022, when the districts were transferred to the City of Eastvale. The city began maintenance of streetlights in 2019 and has since provided maintenance and operations costs through an agreement with JCSD. The City collects assessments to fund the maintenance of streetlights in these funds. The Districts are special assessment districts formed under the lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500). As the city is still in the process of transferring the districts with the County of Riverside with NBS consulting services, detail regarding what each zone below provides was not available at the time this document was published:
Fund 403 – Lighting Maintenance District 98-2 Original Fund Fund 404 – Lighting Maintenance District 98-2 Annex 01, Zone A Fund Fund 405 – Lighting Maintenance District 98-2 Annex 02, Zone B Fund Fund 406 – Lighting Maintenance District 98-2 Annex 03, Zone C Fund Fund 407 – Lighting Maintenance District 98-2 Annex 04, Zone D Fund Fund 408 – Lighting Maintenance District 98-2 Annex 06, Zone F Fund Fund 409-411 Lighting Maintenance District 2001-1: These funds are the original LMD’s from Riverside County before the City was incorporated; Jurupa Community Services District administered these districts until 2022, when the districts were transferred to the City of Eastvale. The city began maintenance of streetlights in 2019 and has since provided maintenance and operations costs through an agreement with JCSD. The City collects assessments to fund the maintenance of streetlights in these funds. The districts are special assessment districts formed under the lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500). As the city is still in the process of transferring the districts with the County of Riverside with NBS consulting services, detail regarding what each zone below provides was not available at the time this document was published:
Fund 409 – Lighting Maintenance District 2001-1 Zone G
Fund 410– Lighting Maintenance District 2001-1 Zone S
Fund 411– Lighting Maintenance District 2001-1 Zone W
Fund 412-421 Lighting Maintenance District 2001-2: These funds are the original LMD’s from Riverside County before the City was incorporated; Jurupa Community Services District administered these districts until 2022, when the districts were transferred to the City of Eastvale. The city began maintenance of streetlights in 2019 and has since provided maintenance and operations costs through an agreement with JCSD. The City collects assessments to fund the maintenance of streetlights in these funds. The districts are special assessment districts formed under the lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500). As the city is still in the process of transferring the districts with the County of Riverside with NBS consulting services, detail regarding what each zone below provides was not available at the time this document was published.
Fund 422-485 Lighting Maintenance District 2001-3 Zones A-MMM: These funds are the original LMD’s from Riverside County before the City was incorporated; Jurupa Community Services District administered these districts until 2022, when the districts were transferred to the City of Eastvale. The city began maintenance of streetlights in 2019 and has since provided maintenance and operations costs through an agreement with JCSD. The City collects assessments to fund the maintenance of streetlights in these funds. The districts are special assessment districts formed under the lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500). As the city is still in the process of transferring the districts with the County of Riverside with NBS consulting services, detail regarding what each zone within LMD 2001-3 provides was not available at the time this document was published.
Fund 486-489 Illumination District No 2, Subareas 35, 42, 46, 49, 55: These funds are the original Illumination Districts from Riverside County before the City was incorporated; Jurupa Community Services District administered these districts until 2022, when the districts were transferred to the City of Eastvale. The city began maintenance of streetlights in 2019 and has since provided maintenance and operations costs through an agreement with JCSD. The City collects assessments to fund the maintenance of streetlights in these funds. The districts are special assessment districts formed under the lighting and Landscaping Act of 1972 (State of California Streets and Highways Code, Division 15, Part 2, as amended, commencing with Section 22500).
As the city is still in the process of transferring the districts with the County of Riverside with NBS consulting services, detail regarding what each subarea within Illumination District No 2 provides was not available at the time this document was published.
Debt Service Funds
Debt financing is occasionally undertaken for the purchase, replacement, or rehabilitation of capital assets. Separate funds are established to account for the accumulation of resources for, and the repayment of, long term debt principal, interest, and related costs other than those financed by Proprietary funds. The City currently utilizes one Debt Service Fund.
Fund 500 – General Debt Service Fund: The General Debt Service Fund previously was utilized to track principal and interest expenditures relating to the fiscal year 2019-20 streetlight and retrofit lease purchase agreement. The project was facilitated by WRCOG on behalf of the City for Street Light acquisition from Southern California Edison, which was financed through Banc of America. The debt was paid off in 2021.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Capital Projects Funds
Revenues and expenses for capital projects are also accounted for in separate funds. Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major facilities other than those financed by Proprietary, Special Assessment, and/or Trust Funds. The City currently utilizes one Capital Project Fund.
Fund 600 – General Capital Projects Fund: Capital Projects Fund 600 is solely used to account for capital projects funded by the General Fund.
Capital Maintenance and Replacement Funds
These funds are established to account for a variety of business services provided by one City department (or division) to other City departments. Information services, facility, and equipment maintenance, general liability, and workers compensation are typical services provided for through internal service funds. Departments are charged for services based on their respective utilization.
Fund 601 – General Information Technology Capital Replacement Fund: The Information Technology Replacement Fund is solely used to accrue fund balance for in accordance with future IT equipment maintenance and/or replacement schedules.
Fund 602 – General Fleet Capital Replacement Fund: The Fleet Capital Replacement fund is solely used to accumulate fund balance to replace law enforcement motorcycles and other city vehicles in accordance with depreciation and replacement schedules.
Fund 603 – General Street Maintenance Capital Fund: The Street Maintenance Fund is solely used to accrue fund balance for future maintenance of city street infrastructure in accordance with the city’s pavement management program
Fund 604 – General Facility Maintenance Capital Fund: The Facility Maintenance Fund is solely used to accumulate fund balance for future maintenance of the city’s facilities, including current facilities and future facilities.
Fund 605 – General Catch Basin & Storm Drain Maintenance Capital Fund: The Storm Drain Maintenance Fund is solely used to accumulate fund balance for future maintenance of the city’s catch basins & storm drains, including current facilities and future facilities.
ACCOUNT STRUCTURE GUIDE
The finance system is organized by fund, by department, and by object code or account. This accounting string is called the chart of accounts and can be found in the appendix C.
Fund – A fund is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and balances, which are segregated for carrying on specific activities in accordance with special regulations, restrictions, or limitations.
Department – A department (e.g., Finance Department) is an organizational unit within a fund providing a specific governmental function.
Object Code – An object code is a line item account that provides the details of the type of expenditure that each department/division spends – e.g. salaries, benefits, supplies, etc.
The account hierarchy is as follows: Fund > Department > Object/Account. An example shown below for Finance Department Salaries is 100 (General Fund) > 210 (Finance Department) > 6010 (Full-time Salaries), 100-210-6010.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
BUDGET BASIS AND PROCEDURES
The annual budget assures the effective, efficient, and economic uses of the City's resources, as well as establishes that the highest priority objectives are accomplished. Through the budget, the City Council sets the direction for the City, allocates its resources, and establishes its priorities.
The annual budget serves the fiscal year from July 1 to June 30 and is a vehicle to accurately and openly communicate these priorities and investments to the community, businesses, vendors, employees, and other public agencies. In addition, it establishes the foundation of effective financial planning. The budget provides resource planning, performance measures, and controls that permit the evaluation and adjustment of the City's performance.
The City of Eastvale’s budget is prepared and based on four expenditure categories: personnel, operations, capital outlay, and debt service.
Expenditures such as personnel, operations, and debt service are considered operational in nature and are known as recurring or operational costs. Capital outlay or capital improvement projects (CIP) are asset acquisitions, investments, facilities, systems, and infrastructure improvements, etc., typically over $50,000, and/or those items “outside” of the normal operational budget, known as one-time or non-operational costs.
Basis of Budgeting and Description of Fund Types
Basis of accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting. The City’s financial statements and accounting records are maintained in accordance with Generally Accepted Accounting Principles (GAAP) and outlined by the Governmental Accounting Standards Board (GASB). The accounts of the City are organized based on funds, each of which is considered a separate accounting entity. The City collects and records revenues and expenditures within the following categories: Governmental Funds and Fiduciary Funds (Agency). The city has adopted the same basis of accounting as its basis of budgeting.
Governmental Funds include the General Funds, Special Revenue, and Capital Project funds. These funds are accounted for using the modified accrual basis where revenues are recognized in the accounting period in which they become both measurable and available to finance the expenditures of the current period. Accordingly, revenues are recorded when received in cash, except that revenues subject to accrual (generally 60 days after year-end) are recognized when due. The primary revenue sources, which have been treated as susceptible to accrual by the City, are property tax, sales tax, intergovernmental revenues, and other taxes. Expenditures are recorded in the accounting period in which the related fund liability is incurred. The City's Fiduciary Funds represent Agency Funds, which are custodial in nature (assets equal liabilities) and are accounted for on the accrual basis of accounting.
Department oversight is essential for the successful management of the budgeted resources. The highest level of oversight is the department as a whole. The components of the department budget include various divisions, which are comprised of multiple specific budget line item spending categories. The spending details support the strategic goals established by the City Council, departmental objectives, and mandated activities/services. The division narratives, accomplishments, and performance measurements provide another perspective of the level of work and services performed by each department.
Budget Approach
Each year, departments develop an annual work plan and a budget to accomplish the work plan. The proposed budget is compiled from detailed information furnished by the various departments and includes estimates of revenues and expenditures for the ensuing year. The budget is developed according to the following priorities and criteria.
The Annual Budget meets the following criteria:
Balanced Budget – The City shall strive to maintain a balanced budget. Per the City’s adopted Budget policy, the total appropriations shall not exceed the total of estimated revenues.
General Fund unassigned fund balance shall only be appropriated for one-time type expenditures. In the fiscal year 2024-25 budget, total General Fund revenues exceed expenditures by $22,419,073 creating a budget surplus.
Basis of Budgeting
Financial Structure, Policy & Process
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Continuing Appropriations – Capital project appropriations not spent by the end of the fiscal year are carried forward to the next fiscal year, unless the project has been completed or closed out. Grants are carried forward to the next fiscal year based on the terms and duration of the grant as approved by the City Council. All other operating appropriations lapse at fiscal yearend.
Appropriations Limit – Appropriations in the Annual Budget comply with the City’s appropriation limit as calculated in accordance with Article XIII-B of the Constitution of the State of California and Government Code section 7900.
Budget Development
The budgetary process begins as a team effort in January of each year, starting with building budget targets and key projections followed by two City Council goal setting budget workshop sessions. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues to prioritize and recommend the next fiscal year’s objectives. The City Manager’s Office and the Finance Department review each budget proposal, revenue assumptions, and all current financial obligations, before preparing the proposed document for the City Council. The City Council reviews the Proposed Budget, through a series of committees and/or workshops, with the final adoption scheduled during the first City Council meeting in June.
For a detailed budget development calendar, see the Budget Overview atthis link.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Financial policies are reviewed annually and updated as needed. All updated policies are approved by the City Council. The exception is the investment policy, which is updated each year.
Appropriations, Budgetary Control, and Budget Amendments The City shall strive to maintain a balanced budget. Per the City’s adopted Budget policy, the total appropriations shall not exceed the total of estimated revenues. Unassigned fund balance may only be utilized for non-operating one-time expenditures, replacement of temporary declines in revenue, or to offset future increases in revenue not yet recognized.
The City Council adopts the City’s annual budget after its presentation at public meeting(s). The City Council may modify appropriations at any time with majority approval. The City Manager is authorized to transfer budgeted appropriations in any sum of appropriated funds between accounts, departments, programs and funds, provided no change is made to the total amount of appropriations for the City. At year end, all unencumbered budgeted amounts lapse, subject to requests for continuing appropriations. Outstanding encumbrances related to Capital Improvement Projects will be carried forward into the new fiscal year with City Manager approval.
Budget Amendments - Department Heads are responsible for maintaining control of expenditures in the expedient administration of programs. If increased budget appropriation needs are identified at an interim period during the fiscal year the following procedures are implemented. If additional appropriations are not required, Department Heads may request approval from the City Manager to transfer budget appropriations between accounts, departments, or programs. If additional appropriations are required, formal budgetary authority via resolution will be requested from the City Council.
Fund Balance Reserve Policies
The City sets aside certain fund balances as reserves to save and plan for the future. Many of fund balances are set aside and unavailable for general use due to the nature of the revenues for which they were received (i.e. Gas Tax, Measure A, Fire Fund, and Landscape Maintenance). The remaining fund balances can be set aside or committed for other purposes as determined by the City Council. These committed reserves are a way to invest in the future and save for a “rainy day.” The City Council adopted Resolution 13-21 on June 12, 2013, establishing a reserve policy and Fund Balance classification. The policy establishes the priority for spending reserves and authorizes and directs the Finance Director/City Treasurer to prepare financial reports which accurately categorize fund balance as per Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions.
Accounting Financial Reporting Policies
The basis of accounting within Governmental Fund types used by the City is modified accrual. Under this method of accounting, revenue is recorded when susceptible to accrual, which is when earned, measurable, and available for the funding of current appropriations. Further, expenditures are recognized when the related fund liability is incurred. Under the modified accrual basis of accounting, principal and interest on long-term debt are recorded as fund liabilities when due. All Proprietary and Fiduciary Funds follow the accrual basis of accounting. Under this method of accounting, revenues are recognized when earned and expenses are recorded when incurred.
The city places continued emphasis on maintenance of an accounting system that provides strong internal budgetary and accounting controls. The City’s accounting system is designed to provide reasonable assurances regarding both the safeguarding of assets against loss from unauthorized use or disposition, and the reliability of financial records for preparing financial statements and reports. These statements and reports include the adopted budget and the City’s Annual Comprehensive Financial Report, as well as the maintenance and accountability of assets.
An independent audit of the City’s financials is performed annually and the City of Eastvale issues a ACFR prepared in accordance with GAAP outlined by the Governmental Accounting Standards Board (GASB).
Fiscal and Budgetary Policies
Financial Structure, Policy & Process
Fiscal Year 2024-25 Operating and Capital Improvement Budget 62 489
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Revenue & Expenditure Policies Capital Improvement Plan The City will strive to adopt an annual General Fund budget in which expenditures, net of one-time expenditures, do not exceed projected recurring operating revenues. A five-year forecast, including revenues and expenditures, is prepared annually for all funds to provide strategic perspective to each annual budget process. The City is in the process of developing a long-term financial planning model.
Department Heads are responsible for maintaining control of expenditures in the expedient administration of programs. If increased budget appropriation needs are identified at an interim period during the fiscal year, at the department level, formal budgetary authority, via resolution, will be requested from the City Council.
The city will strive to adopt a five-year budget plan for Capital Improvements. The budget plan must include cost estimates, methods of financing, time schedules, and future operating or maintenance costs. Projects included in CIP are infrastructure, improvements, maintenance, and equipment that exceed $50,000 in cost.
The city will strive to maintain a high reliance on pay-as-you-go financing for its capital improvements.
Capital Financing and Debt Management Policies
The city will strive to maintain and improve the current credit ratings assigned to the City's outstanding debt by the major credit rating agencies.
All debt issued, including use of the lease-purchase method, will be repaid within a period not to exceed 120% of the expected useful lives of the improvements financed by the debt and in no event should exceed the lesser of 30 years or the period of time until the sunset of a revenue source used to repay the bonds. The city will refrain from utilizing long-term borrowing to finance current operational costs. Short-term borrowing may be utilized for the temporary funding of operational cash flow deficits or anticipated revenues, where anticipated revenues are defined as an assured revenue source with the anticipated amount based on conservative estimates. The City may issue short-term debt when there is a defined repayment source and amortization of principal.
The city will utilize the most cost advantageous financing alternative available while limiting the City’s risk exposure.
Treasury Management
The City will invest cash balances in conformance with the City Council adopted Investment Policy. The investment of the funds of the City of Eastvale shall be guided by the goals of safety, liquidity, diversification and return on investments in that order of priority. The city will adhere to the prudent investor standard and best practices in Treasury Management.
Investments shall be made only in those instruments specifically authorized by California State laws (section 53600-53609), and to no greater an extent than those authorized by those laws. The City will limit investments in any one issuer, except U.S. Treasuries, Federal Agencies, supranational, and pooled funds (i.e., money market funds, local government investment pools, and LAIF), to no more than 5% regardless of security type.
The City Treasurer shall submit a quarterly investment report to the City Council; however, in order to comply with Government Code 53607 and 53646 the City currently issues a monthly investment report.
The majority of unrestricted cash is combined into one pooled operating bank account to facilitate effective management of the City’s resources. The Finance Director/City Treasurer invests temporarily idle funds in accordance with Government Code Sections 53600 et al, 16429.1 and 53684 and a formal investment policy approved by the City Council and the Budget, Investment and Technology Commission each year. Permissible investments include obligations of the U.S. Government, Federal Agencies, Government Sponsored Enterprises, Medium Term Corporate Notes, Certificates of Deposit, Bankers’ Acceptances, Commercial Paper rated A-1 by Standard and Poor’s Corporation, P-1 by Moody’s Investors Service or F-1 by Fitch Ratings, State of California Local Agency Investment Fund, Repurchase Agreements, Reverse Repurchase Agreements, Supranational, and Money Market Mutual Funds.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The debt summary section of the budget is intended to provide an overview of the City’s debt capacity and provide a listing of outstanding debt, including bond repayment schedules. The City of Eastvale does not expect to incur additional indebtedness for general government operations over the next several years.
However, as the city continues to plan for the construction of City Hall, it is likely that the City will utilize debt in order to construct City Hall infrastructure within the next five years. All other capital improvements will be paid on a pay‐as‐you‐go basis (utilizing fund balances) and through the use of mitigation and developer fees.
Bond Ratings
The city does not currently carry a bond rating as the city has never sold bonds on the market. The ratings are published by credit rating agencies and represent the likelihood that a debt will be repaid. If or when the City requires the ability to issue bond debt, the City will need to obtain a bond rating.
Debt Capacity/Legal Debt Limit
California Government Code, Section 43605 sets the debt limit at 15%. The Code section was enacted when assessed valuations were based on 25% of full market value. This has since changed to 100% of full market value. Thus, the limit shown is 3.75% (one-fourth the limit of 15%).
The City is subject to a legal general bonded debt limit equal to 3.75 percent of the total assessed value of property in Eastvale. The City’s total assessed property value as of June 30, 2023 is approximately $13.3 billion, resulting in a legal general bonded debt limit of $499.0 million. It is important to note that the city uses the most up to date assessed valuations based on the prior fiscal year to calculate the legal debt margin for the new fiscal year. The City has no general obligation bonds nor outstanding bond principal, the City’s net debt margin is $449.0 million; effectively, the City utilizes none of its legal debt limit.
Computation of Legal Debt Margin
Based on Valulations for Fiscal Year Ending June 30, 2023 Total Assessed Value $ 13,307,044,346
Calculation Factor x 0.0375
Debt Limit
(3.75% of total assessed value)
= 499,014,163
Outstanding City Debt
The City currently has no outstanding debt.
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Debt Summary
Financial Structure, Policy & Process
Fiscal Year 2024-25 Operating and Capital Improvement Budget 64 491
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 In November 1979, voters passed Proposition 4, also known as the Gann Initiative. Proposition 4 Article XIII (B) of the California Constitution provides that the City’s annual appropriations be subject to certain State limitations. This appropriation limit is referred to as the Gann Spending Limitation or GANN Appropriations Limit. The calculation limits the increase in annual appropriations to a factor which is based on a combination of population growth, State per capita income change, and the change in assessment value for non-residential property.
The Gann spending limitation is calculated by taking the prior year’s limitation and adjusting it by the growth factor in California per capita personal income and the change in the population of Riverside County, as determined by the California Department of Finance (the Price Factor and Population Information letter can be found in the Appendix section of the document). The calculation is prepared using the City’s revenue estimates. Revenue is classified by proceeds of taxes and non-proceeds. Interest earnings are pro-rated based on proceeds of taxes. This amount is then compared to the Gann spending limit. The voters of the City at the first municipal election held on November 6, 2012 established a permanent appropriation limit of $15,518,412. The permanent limit was established without the VLFAA revenues, that were rescinded by the California Governor earlier in 2012 and before the appropriations limit was adopted, as a result the VLFAA revenues could not be included in the appropriations limit calculation.
On March 2, 2021, the voters passed Measure A that temporarily increased the City’s Gann Limit for a period of four years; the established appropriations limit was $33,000,000 as of March 3, 2021. As the temporary limit is only valid for a period of four years, staff will continue to calculate the City’s previous Gann Limit, as once the temporary limit expires the previous limit is reenacted at the adjusted level.
The City of Eastvale calculated the Gann Limit of $42,562,311 for Fiscal Year 2024-25 using the $40,850,703 limit approved from the prior year multiplied by the (1.0362) increase in per capita income multiplied by the (1.0055) increased population growth for the County of Riverside. The City’s appropriations that are subject to the limit are $48,555,657. Total General Fund appropriations are 162.5% of the limit. Please see the fund balance schedule for appropriations capital reserve commitments at this link.
Appropriations Limit Calculation: Fiscal Year 2024-25
1: Appropriations Limit Temporary Limit Permanent LimitAB 137 Calculation Prior Year 2023-24 Adopted Limit March 2, 2021 (Note 3) 40,850,703 31,931,536 - Change Factors:
Change in Per Capital Income (Note 1) 1.0362
Change in County of Riverside Population (Note 2) 1.0055 Total Adjustments 1.0419 1.0419
Current Year, 2024-25 Appropriations Limit 42,562,311 33,269,439 48,555,657 II: Appropriations Subject to Limit
Projected 2024-25 Proceeds of Tax Revenues 72,821,159 72,821,159 Qualified Capital Outlay Appropriations 7,700,000 7,700,000 Qualified Capital Outlay Reserve Committments 16,565,502 16,565,502 Adjusted Appropriations Subject to Limit 48,555,657 48,555,657 III: Amount Over/(Under) Limit (I-III) 5,993,346 15,286,218 - IV: Total City Appropriations as a % of Limit 163.03% 208.56% 100.00% Note 1 Change in California per capita income, 4.44% provided by the State of California Note 2: Change in County of Riverside population growth, 0.34% exceeded City of Eastvale's growth of (0.66%). Total City population as of January 1, 2024 is 69,514 Constitutional Appropriations Limit (Gann)
Financial Structure, Policy & Process
Fiscal Year 2024-25 Operating and Capital Improvement Budget 65 492
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Note 3: Measure A temporary Gann limit of $33,000,000 approved March 2, 2021 Appropriations Limit Fiscal Year 2016-17 to 2024-25
California Government Code 7902.2.2 - AB 137 Calculation In 2021, Assembly Bill 237 was approved and added section 7902.2 to the California Government Code.
The Legislative Counsel's Digest excerpt concerning the Assembly Bill is included below:
The California Constitution generally prohibits the total annual appropriations subject to limitation of the state and each local government from exceeding the appropriations limit of the entity of government for the prior fiscal year, adjusted for the change in the cost of living and the change in population, and prescribes procedures for making adjustments to the appropriations limit.
Existing statutory provisions implementing these constitutional provisions establish the procedure for establishing the appropriations limit of the state and of each local jurisdiction for each fiscal year.
This bill, if the proceeds of taxes of a city, county, or city and county exceeds its appropriations limit for any fiscal year, beginning with the 2020–21 fiscal year, would require the governing body of the city, county, or city and county to calculate specified amounts, including the amount of proceeds of taxes of the city, county, or city and county attributable to funding received by the city, county, or city and county from the Local Revenue Fund and the Local Revenue Fund 2011. The bill would authorize the governing body of the city, county, or city and county to increase its appropriations limit for the applicable fiscal year based on these calculations. If the governing body of a city, county, or city and county increases its appropriations limit pursuant to these provisions, the bill would require it to notify the Director of Finance within 45 days and, commencing with the 2020–21 fiscal year, require that the appropriations limit of the state be reduced by the total amount reported by each city, county, or city and county in the fiscal year in which the change is made. The bill would make findings with respect to its provisions. 7902.2.2 Text:
(a) If, beginning with the 2020–21 fiscal year or any fiscal year thereafter, the proceeds of taxes of a city, county, or city and county exceed its appropriations limit determined pursuant to Section 7902 for that fiscal year, the governing body of the city, county, or city and county shall calculate the following amounts:
(1) The appropriations limit of the city, county, or city and county determined pursuant to Section 7902. (2) The total amount of proceeds of taxes of the city, county, or city and county. 66 493
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 (3) The amount of proceeds of taxes of the city, county, or city and county attributable to funding received by the city, county, or city and county from the Local Revenue Fund, established pursuant to Section 17600 of the Welfare and Institutions Code, and the Local Revenue Fund 2011, established pursuant to Section 30025 of the Government Code. (4) The total amount of proceeds of taxes of the city, county, or city and county calculated pursuant to paragraph (2), less the amount calculated pursuant to paragraph (3). (5) The amount equal to the appropriations limit of the city, county, or city and county calculated pursuant to paragraph (1), less the amount calculated pursuant to paragraph (4). (6) If the calculation in paragraph (5) results in a positive value, the amount calculated pursuant to paragraph (3) less the positive value calculated pursuant to paragraph (5). (b) If the amount determined pursuant to paragraph (6) of subdivision (a) results in a positive value, the governing body of the city, county, or city and county may increase its appropriations limit for the applicable fiscal year by that amount.
(c) To the extent that the amount determined pursuant to paragraph (4) of subdivision (a) is equal to or exceeds the amount determined pursuant to paragraph (1) of subdivision (a), the governing body of the city, county, or city and county may increase its appropriations limit for the applicable fiscal year by the amount determined pursuant to paragraph (3) of subdivision (a).
(d) In the event that the governing body of a city, county, or city and county increases its appropriations limit pursuant to subdivision (b) or (c) of this section, it shall notify the Director of Finance of the change within 45 days.
(e) Commencing with the 2020–21 fiscal year, and each fiscal year thereafter, the appropriations limit of the state shall be reduced by the total amount reported pursuant to subdivision (d) by each city, county, or city and county in the fiscal year in which the change is made. # Ref Temporary Limit Permanent Limit Notes
1 A 42,562,311 33,269,439Appropriations Limit
2 B 48,555,657 48,555,657Proceeds of Taxes
3 C 55,350,000 55,350,000Local revenue fund proceeds taxes 4 D (6,794,343) (6,794,343) B-C
5 E 49,356,654 40,063,782 A-D
6 F 5,993,346 15,286,218 C-E
G 5,993,346 15,286,218If "F" is positive, then this is amount limit may be increased by 0 0If "D" is greater than or equal to "A," then this is amount limit may be increased by 48,555,657 48,555,657New Limit
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Financial Summaries Table of Contents
Fund Balance
Transfers
Cost Allocation Plan
Consolidated Funds Schedule
Four Year Consolidated Funds Schedule
Revenue Summary Overview
Revenue Summary by Fund: All Funds
Revenue Summary by Function: General Funds
Expenditure Summary Overview
Expenditure Summary by Fund: All Funds
Expenditure Summary by Function: General Funds
Expenditure Summary by Department: General Funds
Long Range Planning
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Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 68 495
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Available Resources Summary
Audited Fund
Balance
Audited Fund
Balance
Amended
Revenue Budget
Amended
Expenditure
Budget
Estimated
Available Fund
Balance
Proposed
Revenue Budget
Proposed
Expenditure
Budget
Projected
Available Fund
Balance
Fund Name & Type 2021-22 2022-23 2023-24 2023-24 6/30/2024 2024-25 2024-25 6/30/2025
GENERAL FUNDS
100General Fund $ 96,083,818 $ 127,394,125 $ 73,717,296 $ 45,964,619 $ 155,146,802 $ 69,663,016 $ 49,948,943 $ 174,860,875 TOTAL General Funds 96,083,818 127,394,125 73,717,296 45,964,619 155,146,802 69,663,016 49,948,943 174,860,875
OTHER PURPOSE GENERAL FUNDS
110Restricted Structural Fire Fund $ 14,473,114 $ 16,875,651 $ 8,842,500 $ 8,898,850 $ 16,819,301 $ 9,590,000 $ 9,148,200 $ 17,261,101 TOTAL Other Purpose General Funds 14,473,114 16,875,651 8,842,500 8,898,850 16,819,301 9,590,000 9,148,200 17,261,101
SPECIAL REVENUE FUNDS
200Gas Tax Fund $ 3,154,024 $ 3,783,628 $ 2,038,500 $ 3,525,600 $ 2,296,528 $ 1,997,500 $ 3,598,839 $ 695,189 205Road Maintenance and Rehabilitation Fund 800,050 2,437,501 1,737,300 4,032,000 142,801 1,798,800 1,784,862 156,739 206Area Drainage Plan (ADP) 885,689 921,734 8,800 - 930,534 8,800 - 939,334 210Measure A Fund 4,648,626 6,637,058 3,255,500 7,556,662 2,335,896 3,238,500 5,333,087 241,309 211TDA Fund (102,318) - 334,820 - 334,820 - - 334,820 220Air Quality Management District 513,467 617,349 142,100 596,440 163,009 117,100 - 280,109 230Law Enforcement Grants - - - - - - - - 240Grants: Miscellaneous Grants Fund (14,784) 26,204 21,154,404 25,360,895 (4,180,287) 2,615,112 347,946 (1,913,121) 241Grants: Coronavirus Relief Fund - - - - - - - - 242Grants: American Rescue Plan Act Fund - - - - - - - - 243Public, Educational, or Governmental Access Fund 2,703 4,147 - - 4,147 - - 4,147 250Grants: Community Development Block Grant (7) (7) - - (7) - - (7) 260Local Law Enforcement Services - - - - - - - - 270TUMF Reimbursement Fund (625,167) (769,342) - 4,842,010 (5,611,352) - - (5,611,352) 290DIF Transportation Facilities Fund 423,775 947,941 258,500 5,170 1,201,271 258,500 377 1,459,394 291DIF Fire Facilities Fund 538,832 616,755 45,500 910 661,345 45,500 160 706,685 292DIF Public Facilities Fund 590,338 175,194 163,000 3,260 334,934 163,000 1,282 496,652 293Road and Bridge Benefit District 6,670,033 6,986,893 125,000 - 7,111,893 125,000 196,635 7,040,258 294Quimby Park Acquisition - - - - - - - - 295Quimby Park Improvement - - - - - - - - 300LLMD 89-1 Zone 10 (4,069) 515 - 800 (285) - - (285) 301LLMD 89-1 Zone 33 7,210 7,910 150 500 7,560 150 - 7,710 302LLMD 89-1 Zone 41 1,788,103 1,879,870 56,496 38,335 1,898,031 80,602 62,602 1,916,031 303LLMD 89-1 Zone 79 16,207 16,990 2,676 1,544 18,122 1,813 1,652 18,283 304LLMD 89-1 Zone 85 30,600 31,958 435 265 32,128 702 402 32,428 305LLMD 89-1 Zone 111 166,660 183,032 17,800 20,623 180,209 26,198 17,179 189,228 306LLMD 89-1 Zone 115 (28,207) (35,657) 4,283 14,601 (45,975) 4,464 11,454 (52,965) 307LLMD 89-1 Zone 116 61,041 63,988 6,005 7,986 62,007 8,035 7,232 62,810 308LLMD 89-1 Zone 147 (6,212) (9,674) 1,789 6,479 (14,364) 1,865 5,592 (18,091) 309LLMD 89-1 Zone 151 (50,753) (60,500) 9,702 32,336 (83,134) 11,129 24,336 (96,341) 310LLMD 89-1 Zone 156 (22,520) (28,784) 7,282 17,766 (39,268) 8,353 14,744 (45,659) 311Benefit Assessment District 2014-2 13,403 19,802 9,665 9,586 19,881 7,703 6,938 20,646 312LLMD 2014-1 18,548 31,667 16,726 16,562 31,831 6,922 6,133 32,620 313LLMD 2014-3 7,890 11,402 8,442 8,413 11,431 4,673 4,146 11,958 314LLMD 2014-4 10,180 15,525 4,120 3,994 15,651 1,016 801 15,866 315Community Facilities District 2019-1, Cloverdale (654) 7,179 11,914 4,163 14,930 11,914 397 26,447 400Community Facilities District 2017-1, Goodman 255,799 295,932 93,435 36,359 353,008 93,435 649 445,794 401Community Facilities District 2017-2, Sendero 53,197 76,569 50,611 34,870 92,310 50,611 3,288 139,633 402Community Facilities District 2020-1, Hamner Place 52,480 24,598 99,652 155,656 (31,406) 99,652 15,414 52,832 403LMD 98-2 ORIGINAL 14,937 20,544 4,793 7,798 17,539 6,683 3,754 20,468 404LMD 98-2 ANNEX 01/Zone A (2,191) 1,817 4,700 5,818 699 4,729 8,255 (2,827) 405LMD 98-2 ANNEX 02/Zone B 13,087 64,667 61,569 30,644 95,592 125,476 45,889 175,179 406LMD 98-2 ANNEX 03/Zone C 272 8,521 10,043 11,535 7,029 10,183 8,688 8,524 407LMD 98-2 ANNEX 04/Zone D (2,374) 8,932 15,012 14,857 9,087 15,366 11,409 13,044 408LMD 98-2 ANNEX 06/Zone F 26,624 40,039 10,355 12,500 37,894 16,077 8,450 45,521 409LMD 2001-1 Zone G 1,717 2,332 1,216 533 3,015 1,244 4,732 (473) 410LMD 2001-1 Zone S 2,089 2,414 1,612 1,229 2,797 1,649 13,023 (8,577) 411LMD 2001-1 Zone W 14,079 10,585 130 7,853 2,863 130 - 2,993 412LMD 2001-2 Zone A 45,807 53,181 13,848 12,350 54,679 30,779 11,834 73,624 413LMD 2001-2 Zone B 23,568 32,007 11,286 12,613 30,680 18,576 9,315 39,941 414LMD 2001-2 Zone C 1,293 1,695 647 840 1,502 1,224 536 2,190 415LMD 2001-2 Zone D 15,432 21,229 7,505 8,463 20,271 10,479 6,297 24,453 416LMD 2001-2 Zone F 2,600 3,881 2,550 2,508 3,923 44,920 2,221 46,622 417LMD 2001-2 Zone G 24,870 30,389 8,477 9,368 29,499 16,628 6,405 39,722 418LMD 2001-2 Zone H 35,195 49,308 18,752 21,816 46,244 24,204 15,574 54,874 419LMD 2001-2 Zone J 24,278 32,474 12,670 14,512 30,632 17,295 10,634 37,293 420LMD 2001-2 Zone K 1,117 1 1,898 3,523 (1,624) 1,943 3,278 (2,959) 421LMD 2001-2 Zone M 1,942 3,352 1,611 2,081 2,882 1,665 1,315 3,232 422LMD 2001-3 Zone A (14,920) (7,167) 13,363 5,705 491 13,679 14,081 89 423LMD 2001-3 Zone B (3,135) 3,447 8,051 4,275 7,223 8,241 12,946 2,518 424LMD 2001-3 Zone C 21,467 27,092 3,979 2,834 28,237 13,543 3,307 38,473 425LMD 2001-3 Zone D 43,417 54,664 7,911 6,394 56,181 28,634 6,528 78,287 426LMD 2001-3 Zone E 95,124 119,981 19,736 14,136 125,581 62,312 16,782 171,111 427LMD 2001-3 Zone F 37,754 51,278 3,458 1,078 53,658 22,328 2,599 73,387 428LMD 2001-3 Zone G 1,054 4,574 6,717 4,163 7,128 11,545 4,742 13,931 429LMD 2001-3 Zone H 14,303 17,407 3,374 3,561 17,220 14,177 2,753 28,644 430LMD 2001-3 Zone I 55,862 77,850 23,283 27,395 73,738 38,671 19,149 93,260 431LMD 2001-3 Zone J 15,985 22,502 6,683 7,748 21,437 11,188 5,487 27,138 432LMD 2001-3 Zone K 15,442 21,876 7,736 11,873 17,739 12,710 6,071 24,378 433LMD 2001-3 Zone L 17,038 25,028 7,957 9,048 23,937 12,728 6,601 30,064 434LMD 2001-3 Zone M 52,240 68,510 13,898 11,021 71,387 31,542 11,902 91,027 435LMD 2001-3 Zone N 33,391 46,824 19,394 35,908 30,310 25,427 15,249 40,488 436LMD 2001-3 Zone O 6,257 8,069 1,354 959 8,464 4,318 1,130 11,652 437LMD 2001-3 Zone P 36,662 46,173 7,223 5,015 48,381 23,275 6,116 65,540 Available Fund Balance
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 69 496
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 438LMD 2001-3 Zone Q 14,505 17,749 3,247 2,620 18,376 10,967 2,752 26,591 439LMD 2001-3 Zone R 1,628 2,512 1,020 1,354 2,178 1,257 812 2,623 440LMD 2001-3 Zone S 7,075 9,072 1,495 1,085 9,482 4,568 1,266 12,784 441LMD 2001-3 Zone T 54,380 68,318 10,374 7,165 71,527 35,180 8,660 98,047 442LMD 2001-3 Zone U 35,606 37,299 7,639 5,517 39,421 23,230 7,376 55,275 443LMD 2001-3 Zone V 60,262 74,167 11,767 8,689 77,245 39,312 9,934 106,623 444LMD 2001-3 Zone W 18,405 23,122 8,300 3,448 27,974 12,483 7,695 32,762 445LMD 2001-3 Zone X 5,245 6,779 1,176 871 7,084 3,385 989 9,480 446LMD 2001-3 Zone Y 8,765 11,143 1,845 1,348 11,640 5,933 1,562 16,011 447LMD 2001-3 Zone Z 9,695 12,364 2,024 1,454 12,934 6,542 1,701 17,775 448LMD 2001-3 Zone AA 6,136 7,965 1,399 1,116 8,248 3,905 1,176 10,977 449LMD 2001-3 Zone BB 5,743 7,406 1,147 834 7,719 3,501 957 10,263 450LMD 2001-3 Zone CC 21,073 28,214 9,820 11,359 26,675 14,777 8,472 32,980 451LMD 2001-3 Zone DD 48,052 63,155 13,161 10,475 65,841 32,114 11,167 86,788 452LMD 2001-3 Zone EE 23,315 28,893 15,074 4,094 39,873 15,425 4,756 50,542 453LMD 2001-3 Zone FF 27,284 38,456 11,643 11,121 38,978 19,431 10,219 48,190 454LMD 2001-3 Zone GG 14,635 18,572 2,996 2,131 19,437 9,510 2,536 26,411 455LMD 2001-3 Zone HH 11,733 14,892 2,443 1,812 15,523 7,289 2,056 20,756 456LMD 2001-3 Zone II 26,369 33,230 5,089 3,605 34,714 17,003 4,283 47,434 457LMD 2001-3 Zone JJ 4,707 6,076 1,032 759 6,349 2,982 870 8,461 458LMD 2001-3 Zone KK 1,620 (42) 1,685 3,887 (2,244) 2,036 1,272 (1,480) 459LMD 2001-3 Zone LL 10,208 8,196 2,119 1,592 8,723 6,591 2,391 12,923 460LMD 2001-3 Zone MM 7,428 10,197 2,867 3,109 9,955 4,941 2,390 12,506 461LMD 2001-3 Zone NN 18,180 22,906 3,641 2,633 23,914 11,684 3,069 32,529 462LMD 2001-3 Zone OO 17,875 22,379 3,774 2,928 23,225 12,397 3,071 32,551 463LMD 2001-3 Zone PP 20,973 25,579 4,200 3,460 26,319 14,606 3,565 37,360 464LMD 2001-3 Zone QQ 8,196 10,527 1,884 1,454 10,957 5,526 1,579 14,904 465LMD 2001-3 Zone RR 54,592 68,574 11,395 7,623 72,346 37,050 9,699 99,697 466LMD 2001-3 Zone SS 20,354 25,601 4,148 3,097 26,652 13,107 3,482 36,277 467LMD 2001-3 Zone TT 8,607 10,682 1,834 1,592 10,924 5,888 1,530 15,282 468LMD 2001-3 Zone UU 6,717 8,652 1,314 953 9,013 4,913 1,090 12,836 469LMD 2001-3 Zone VV 5,555 6,907 2,306 1,166 8,047 4,722 2,110 10,659 470LMD 2001-3 Zone WW 23,361 29,491 4,851 3,423 30,919 14,393 4,117 41,195 471LMD 2001-3 Zone XX 3,147 3,937 2,760 1,755 4,942 3,597 2,665 5,874 472LMD 2001-3 Zone YY 24,511 34,611 10,864 12,951 32,524 17,410 8,958 40,976 473LMD 2001-3 Zone ZZ 10,479 13,262 2,176 1,517 13,921 6,864 1,842 18,943 474LMD 2001-3 Zone AAA 45,690 57,433 9,207 6,344 60,296 29,510 7,798 82,008 475LMD 2001-3 Zone BBB 29,064 36,264 5,930 4,564 37,630 18,817 4,971 51,476 476LMD 2001-3 Zone CCC 61,609 78,573 15,310 13,403 80,480 41,253 12,881 108,852 477LMD 2001-3 Zone DDD 53,376 66,732 11,020 7,886 69,866 34,327 9,368 94,825 478LMD 2001-3 Zone EEE 6,113 8,542 3,074 439 11,177 6,110 2,980 14,307 479LMD 2001-3 Zone FFF 51,876 64,801 10,186 6,821 68,166 32,883 8,683 92,366 480LMD 2001-3 Zone GGG 18,489 22,854 4,178 3,473 23,559 12,126 3,514 32,171 481LMD 2001-3 Zone HHH (1,202) (1,524) 3,927 2,119 284 4,021 1,933 2,372 482LMD 2001-3 Zone III 23,136 5,426 14,834 8,664 11,596 15,181 18,961 7,816 483LMD 2001-3 Zone JJJ 29,534 37,008 6,066 4,438 38,636 18,834 5,145 52,325 484LMD 2001-3 Zone LLL (1,818) 7,205 4,812 2,558 9,459 4,927 2,381 12,005 485LMD 2001-3 Zone MMM 18,972 24,238 4,229 3,047 25,420 13,119 3,594 34,945 486Illumination District No 2 Subarea 35 7,499 7,677 5,193 4,250 8,620 20,925 4,616 24,929 487Illumination District No 2 Subarea 42 2,106 2,262 1,737 1,693 2,306 2,212 1,506 3,012 488Illumination District No 2 Subarea 46 8,124 3,161 4,566 3,749 3,978 13,213 4,656 12,535 489Illumination District No 2 Subarea 49 10,343 9,429 4,677 4,789 9,317 4,677 5,182 8,812 490Illumination District No 2 Subarea 55 2,076 1,934 669 953 1,650 669 1,308 1,011 491JCSD Special District Temporary Fund - (759) - - (759) - - (759) TOTAL Special Revenue Funds 21,537,849 27,134,953 30,291,522 46,878,925 10,547,549 12,177,940 11,994,745 10,730,744
DEBT SERVICE FUND
500General Debt Service Fund $ - $ - $ - $ - $ - $ - $ - $ - TOTAL Debt Service Fund - - - - - - - -
CAPITAL PROJECTS FUNDS
600General Capital Projects Fund $ 2,908,958 $ 11,052,878 $ 11,219,752 $ 22,950,320 $ (677,690) 11,082,690 $ 10,405,000 $ (0) 601General Information Technology Capital Replacement Fund - 553,652 50,000 - 603,652 50,000 - 653,652 602General Fleet Capital Replacement Fund - 240,000 120,000 - 360,000 240,000 - 600,000 603General Street Maintenance Capital Fund - 500,000 500,000 - 1,000,000 500,000 - 1,500,000 604General Facility Maintenance Capital Fund - 250,000 250,000 - 500,000 250,000 - 750,000 605General Catch Basin & Storm Drain Maintenance Capital Fund - 100,000 100,000 - 200,000 100,000 - 300,000 TOTAL Capital Projects Fund 2,908,958 12,696,530 12,239,752 22,950,320 1,985,962 12,222,690 10,405,000 3,803,652
INTERNAL SERVICE FUNDS
700Information Technology Internal Service Fund $ - $ - $ - $ - $ - $ - $ - $ - TOTAL Internal Service Funds - - - - - - - - TOTAL $ 135,003,739 $ 184,101,258 $ 125,091,070 $ 124,692,714 $ 184,499,614 $ 103,653,646 $ 81,496,888 $ 206,656,372
GENERAL FUND - FUND BALANCE RESERVES AND COMMITMENTS
Total General Fund Estimated Fund Balance at 06/30/2025 $ 174,860,875 Nonspendable (Per 06/30/2023 ACFR):
Prepaid Items -
Total Nonspendable Fund Balance - Restricted:
Restricted Fund Balance - Total Restricted Fund Balance - Assigned:
Emergency Contingency (50% of Adopted Operating Appropriations) 18,863,127 Cash flow: CIP Grants 19,500,000
Cash Flow: Special Revenue Fund Negative Fund Balance 177,584 Loan Program: Business Incentive Loan 200,000 Land Purchases 10,000,000
Financial System Implementation (FY 2025-26) 1,000,000 Grant Match: ATP Cycle 7 Grant Trail Improvement Project (FY 2025-26) 5,500,000 Total Assigned Reserves 55,240,710
Committed:
Facility Construction: City Hall 33,000,000
Facility Construction: Library 10,000,000
Facility Construction: Police Substation 9,300,000 Equipment Purchase: Fire Truck 1,734,498
Pension Liability (CalPERS Reserve) 2,500,000 Public Safety Rate Increase Stabilization 3,000,000 Debt Service Reserve: Civic Center 7,000,000 Total Committed Reserves 66,534,498
Committed Appropriations Limit Qualified Capital Outlay Reserve: General Fund: Facility Construction: City Hall - Appropriations Limit 20,420,029 General Fund: Facility Construction: Library - Appropriations Limit 17,795,000 General Fund: Facility Construction: Police Station - Appropriations Limit 12,895,000 70 497
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund: Equipment Purchase: Fire Truck 965,502 Total Appropriations Limit Committed Reserves 52,075,531 Total General Funds Estimated Unassigned Fund Balance at 06/30/2025 $ 1,010,136
RESTRICTED STRUCTURAL FIRE FUND - FUND BALANCE RESERVES AND COMMITMENTS Total Fire Funds Estimated Fund Balance at 06/30/2025 $ 17,261,101 Assigned:
Emergency Contingency (75% of Adopted Operating Appropriations) 7,192,500 Total Assigned Reserves 7,192,500
Committed:
Facility Construction: Third Fire Station 9,500,000 Equipment Purchase: Apparatus Replacement Reserve 400,000 Total Committed Reserves 9,900,000
Total Fire Funds Estimated Unassigned Fund Balance at 06/30/2025 $ 168,601 Restricted by the County of Riverside (Per 06/30/2023 ACFR):
Restricted Fund Balance 16,875,651
Total Restricted Fund Balance 16,875,651
**For the purpose of this schedule, budgetary fund balance is estimated. Estimated fund balance in the far right column is defined as revenues minus expenditures. For the city's two major funds, fund balance is further broken down by the five categories of fund balance, nonspendable, restricted, assigned, committed, and unassigned located in the bottom portion of the schedule. Adequate fund balance is available in the General Fund to cover any negative fund balances in the city's reimbursable grant funds and special financing district funds.
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71 498
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Summary of Transfers
Audited Audited Amended Proposed
Actual Actuals Budget Budget
Fund Name & Type 2021-22 2022-23 2023-24 2024-25
TRANSFERS IN
100 General Fund
Cost Allocation Plan $ 283,287 $ 293,075 $ 531,786 $ 510,406 311 Benefit Assessment District 2014-2
General Benefit Contribution 7,577 7,580 3,835 3,287 312 LLMD 2014-1
General Benefit Contribution 14,850 14,850 10,065 3,756 313 LLMD 2014-3
General Benefit Contribution 4,470 4,470 3,815 1,766 314 LLMD 2014-4
General Benefit Contribution 4,470 4,470 1,925 - 500 General Debt Service Fund
Payment of Debt Service Obligation 468,700 - - - 600 General Capital Projects Fund
General Fund Contribution for General Plan - - 455,000 - General Fund Contribution for Fund Balance - - 21,822 677,690 General Fund Contribution for Prado Dam Utility Mitigation 146,047 - - - General Fund Contribution for Bellegrave Trail Improvement 20,000 - - - General Fund Contribution for SCE Easement Trail 68th 20,000 - - - General Fund Contribution for Hellman Avenue 45,000 - 45,000 - General Fund Contribution for Vehicle Purchases 99,000 105,000 337,000 - General Fund Contribution for City Civic Center - 3,100,000 7,025,400 4,500,000 General Fund Contribution for Modular Offices - 800,000 1,000,000 - General Fund Contribution for Limonite Gap Bridge - 3,653,650 - 500,000 General Fund Contribution for Improvement of Bike Network Connectivity - - 810,000 General Fund Contribution for Citywide Branding - - 233,440 - General Fund Contribution for I-15 Landscaping - - 40,000 - General Fund Contribution for Public Works Yard Construction - - - 2,700,000 Capital Contribution for Civic Center Public Spaces - - - 2,705,000 601 General Information Technology Capital Fund
General Fund Contribution Information Technology Replacement - 45,000 50,000 50,000 602 General Fleet Replacement Capital Fund
General Fund Contribution for Vehicle Replacement - 90,000 90,000 210,000 General Fund Contribution for Motorcycle Replacement - 30,000 30,000 30,000 603 General Street Maintenance Capital Fund
General Fund Contribution for Street Maintenance - 500,000 500,000 500,000 604 General Facilities Maintenance Capital Fund
General Fund Contribution for Facilities Maintenance - 250,000 250,000 250,000 605 General Catch Basin & Storm Drain Maintenance Capital Fund General Fund Contribution for Catch Basin & Storm Drain Maintenance - - 100,000 700 Information Technology Internal Service Fund
Transfer fund balance to ITS Replacement Fund - 388,652 - - TOTAL Transfers In $ 1,113,401 $ 9,286,747 11,539,088 12,741,905
TRANSFERS OUT
100 General Fund
Contribution to Debt Service Fund $ 468,700 $ - $ - $ - Contribution to Information Technology Replacement Fund - 45,000 50,000 50,000 Contribution to Fleet Replacement Capital Fund, Vehicles - 90,000 90,000 210,000 Contribution to Fleet Replacement Capital Fund, PD Motor - 30,000 30,000 30,000 Contribution to Street Maintenance Capital Fund - 500,000 500,000 500,000 Contribution to Facilities Maintenance Fund - 250,000 250,000 250,000 Contribution to Catch Basin & Storm Drain Maintenance Fund - - 100,000 100,000 Capital Contribution for General Plan - - 455,000 - Capital Contribution for Fund Balance - - 21,822 677,690 Capital Contribution for Prado Dam Utility Mitigation 146,047 - - - Capital Contribution for Bellegrave Trail Improvement 20,000 - - - Capital Contribution for SCE Easement Trail 68th 20,000 - - - Capital Contribution for Hellman Avenue 45,000 - 45,000 - Transfers
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 72 499
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Capital Contribution for Vehicle Purchases 99,000 105,000 337,000 - Capital Contribution for City Civic Center - 3,100,000 7,025,400 4,500,000 Capital Contribution for Modular Offices - 800,000 1,000,000 - Capital Contribution for Limonite Gap Bridge - 3,653,650 - 500,000 Capital Contribution for Improvement of Bike Network Connectivity - - 810,000 Capital Contribution for Citywide Branding - - 233,440 0 Capital Contribution for I-15 Landscaping - - 40,000 - Capital Contribution for Public Works Yard Construction - - - 2,700,000 Capital Contribution for Civic Center Public Spaces - - - 2,705,000 General Benefit Contribution BAD 2014-2 7,577 7,580 3,835 3,287 General Benefit Contribution LLMD 2014-1 14,850 14,850 10,065 3,756 General Benefit Contribution LLMD 2014-3 4,470 4,470 3,815 1,766 General Benefit Contribution LLMD 2014-4 4,470 4,470 1,925 - 200 Gas Tax
Cost Allocation Plan 138,412 160,280 163,080 141,914 210 Measure A
Cost Allocation Plan 120,560 120,000 166,040 273,410 220 Air Quality Management District
Cost Allocation Plan - - - - 290 DIF Transportation Facilities Fund
Cost Allocation Plan 3,850 3,040 5,170 377 291 DIF Fire Facilities Fund
Cost Allocation Plan 1,520 1,290 910 160 292 DIF Public Facilities Fund
Cost Allocation Plan 11,030 4,020 3,260 1,282 300 LLMD 89-1 Zone 10
Cost Allocation Plan 75 35 - - 301 LLMD 89-1 Zone 33
Cost Allocation Plan 40 20 - - 302 LLMD 89-1 Zone 41
Cost Allocation Plan 3,000 980 7,960 1,457 303 LLMD 89-1 Zone 79
Cost Allocation Plan 65 5 314 140 304 LLMD 89-1 Zone 85
Cost Allocation Plan 130 5 55 11 305 LLMD 89-1 Zone 111
Cost Allocation Plan 1,135 960 4,198 1,258 306 LLMD 89-1 Zone 115
Cost Allocation Plan 250 320 3,071 1,392 307 LLMD 89-1 Zone 116
Cost Allocation Plan 140 250 1,671 699 308 LLMD 89-1 Zone 147
Cost Allocation Plan 100 240 1,359 613 309 LLMD 89-1 Zone 151
Cost Allocation Plan 570 500 6,816 2,326 310 LLMD 89-1 Zone 156
Cost Allocation Plan 470 370 3,746 1,616 311 Benefit Assessment District 2014-2
Cost Allocation Plan 490 140 1,991 - 312 LLMD 2014-1
Cost Allocation Plan 870 370 3,472 - 313 LLMD 2014-3
Cost Allocation Plan 290 125 1,753 - 314 LLMD 2014-4
Cost Allocation Plan 290 125 834 - 315 CFD 2019-1
Cost Allocation Plan - - 843 397 400 CFD 2017-1
Cost Allocation Plan - - 7,359 649 401 CFD 2017-2
Cost Allocation Plan - - 7,058 3,288 402 CFD 2020-1
Cost Allocation Plan - - 31,506 15,414 403 LMD 98-2 ORIGINAL
Cost Allocation Plan - - 1,578 684 404 LMD 98-2 ANNEX 01/ZONE A
Cost Allocation Plan - - 1,178 514 405 LMD 98-2 ANNEX 02/ZONE B
Cost Allocation Plan - - 6,203 4,992 406 LMD 98-2 ANNEX 03/ZONE C
Cost Allocation Plan - - 2,335 1,041 407 LMD 98-2 ANNEX 04/ZONE D
Cost Allocation Plan - - 3,007 1,362 408 LMD 98-2 ANNEX 06/ZONE F
Cost Allocation Plan - - 2,530 1,131 409 LMD 2001-1 ZONE G
Cost Allocation Plan - - 108 60 410 LMD 2001-1 ZONE S
Cost Allocation Plan - - 249 125 411 LMD 2001-1 ZONE W
Cost Allocation Plan - - - - 412 LMD 2001-2 ZONE A
73 500
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Cost Allocation Plan - - 2,500 1,401 413 LMD 2001-2 ZONE B
Cost Allocation Plan - - 2,553 1,126 414 LMD 2001-2 ZONE C
Cost Allocation Plan - - 170 86 415 LMD 2001-2 ZONE D
Cost Allocation Plan - - 1,713 768 416 LMD 2001-2 ZONE F
Cost Allocation Plan - - 508 224 417 LMD 2001-2 ZONE G
Cost Allocation Plan - - 2,463 612 418 LMD 2001-2 ZONE H
Cost Allocation Plan - - 4,416 1,857 419 LMD 2001-2 ZONE J
Cost Allocation Plan - - 2,937 1,299 420 LMD 2001-2 ZONE K
Cost Allocation Plan - - 713 352 421 LMD 2001-2 ZONE M
Cost Allocation Plan - - 421 170 422 LMD 2001-3 ZONE A
Cost Allocation Plan - - 1,155 618 423 LMD 2001-3 ZONE B
Cost Allocation Plan - - 865 413 424 LMD 2001-3 ZONE C
Cost Allocation Plan - - 574 365 425 LMD 2001-3 ZONE D
Cost Allocation Plan - - 1,294 807 426 LMD 2001-3 ZONE E
Cost Allocation Plan - - 2,861 1,784 427 LMD 2001-3 ZONE F
Cost Allocation Plan - - 218 210 428 LMD 2001-3 ZONE G
Cost Allocation Plan - - 843 551 429 LMD 2001-3 ZONE H
Cost Allocation Plan - - 721 412 430 LMD 2001-3 ZONE I
Cost Allocation Plan - - 5,545 2,393 431 LMD 2001-3 ZONE J
Cost Allocation Plan - - 1,568 685 432 LMD 2001-3 ZONE K
Cost Allocation Plan - - 2,403 1,032 433 LMD 2001-3 ZONE L
Cost Allocation Plan - - 1,831 781 434 LMD 2001-3 ZONE M
Cost Allocation Plan - - 2,231 1,216 435 LMD 2001-3 ZONE N
Cost Allocation Plan - - 7,268 3,698 436 LMD 2001-3 ZONE O
Cost Allocation Plan - - 194 121 437 LMD 2001-3 ZONE P
Cost Allocation Plan - - 1,015 653 438 LMD 2001-3 ZONE Q
Cost Allocation Plan - - 530 354 439 LMD 2001-3 ZONE R
Cost Allocation Plan - - 274 102 440 LMD 2001-3 ZONE S
Cost Allocation Plan - - 220 138 441 LMD 2001-3 ZONE T
Cost Allocation Plan - - 1,450 938 442 LMD 2001-3 ZONE U
Cost Allocation Plan - - 1,117 1,595 443 LMD 2001-3 ZONE V
Cost Allocation Plan - - 1,759 1,223 444 LMD 2001-3 ZONE W
Cost Allocation Plan - - 698 405 445 LMD 2001-3 ZONE X
Cost Allocation Plan - - 176 107 446 LMD 2001-3 ZONE Y
Cost Allocation Plan - - 273 170 447 LMD 2001-3 ZONE Z
Cost Allocation Plan - - 294 185 448 LMD 2001-3 ZONE AA
Cost Allocation Plan - - 226 131 449 LMD 2001-3 ZONE BB
Cost Allocation Plan - - 169 104 450 LMD 2001-3 ZONE CC
Cost Allocation Plan - - 2,299 1,305 451 LMD 2001-3 ZONE DD
Cost Allocation Plan - - 2,120 1,101 452 LMD 2001-3 ZONE EE
Cost Allocation Plan - - 829 514 453 LMD 2001-3 ZONE FF
Cost Allocation Plan - - 2,251 1,296 454 LMD 2001-3 ZONE GG
74 501
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Cost Allocation Plan - - 431 275 455 LMD 2001-3 ZONE HH
Cost Allocation Plan - - 367 223 456 LMD 2001-3 ZONE II
Cost Allocation Plan - - 730 465 457 LMD 2001-3 ZONE JJ
Cost Allocation Plan - - 154 95 458 LMD 2001-3 ZONE KK
Cost Allocation Plan - - 787 412 459 LMD 2001-3 ZONE LL
Cost Allocation Plan - - 322 799 460 LMD 2001-3 ZONE MM
Cost Allocation Plan - - 629 288 461 LMD 2001-3 ZONE NN
Cost Allocation Plan - - 533 334 462 LMD 2001-3 ZONE OO
Cost Allocation Plan - - 593 353 463 LMD 2001-3 ZONE PP
Cost Allocation Plan - - 700 490 464 LMD 2001-3 ZONE QQ
Cost Allocation Plan - - 294 170 465 LMD 2001-3 ZONE RR
Cost Allocation Plan - - 1,543 989 466 LMD 2001-3 ZONE SS
Cost Allocation Plan - - 627 379 467 LMD 2001-3 ZONE TT
Cost Allocation Plan - - 322 196 468 LMD 2001-3 ZONE UU
Cost Allocation Plan - - 193 118 469 LMD 2001-3 ZONE VV
Cost Allocation Plan - - 236 139 470 LMD 2001-3 ZONE WW
Cost Allocation Plan - - 693 447 471 LMD 2001-3 ZONE XX
Cost Allocation Plan - - 355 182 472 LMD 2001-3 ZONE YY
Cost Allocation Plan - - 2,621 1,129 473 LMD 2001-3 ZONE ZZ
Cost Allocation Plan - - 307 197 474 LMD 2001-3 ZONE AAA
Cost Allocation Plan - - 1,284 814 475 LMD 2001-3 ZONE BBB
Cost Allocation Plan - - 924 573 476 LMD 2001-3 ZONE CCC
Cost Allocation Plan - - 2,713 1,530 477 LMD 2001-3 ZONE DDD
Cost Allocation Plan - - 1,596 1,013 478 LMD 2001-3 ZONE EEE
Cost Allocation Plan - - 89 63 479 LMD 2001-3 ZONE FFF
Cost Allocation Plan - - 1,381 936 480 LMD 2001-3 ZONE GGG
Cost Allocation Plan - - 703 426 481 LMD 2001-3 ZONE HHH
Cost Allocation Plan - - 429 305 482 LMD 2001-3 ZONE III
Cost Allocation Plan - - 1,754 3,859 483 LMD 2001-3 ZONE JJJ
Cost Allocation Plan - - 898 558 484 LMD 2001-3 ZONE LLL
Cost Allocation Plan - - 518 264 485 LMD 2001-3 ZONE MMM
Cost Allocation Plan - - 617 384 486 ID 2 SUBAREA 35
Cost Allocation Plan - - 860 455 487 ID 2 SUBAREA 42
Cost Allocation Plan - - 343 168 488 ID 2 SUBAREA 46
Cost Allocation Plan - - 759 1,028 489 ID 2 SUBAREA 49
Cost Allocation Plan - - 969 633 490 ID 2 SUBAREA 55
Cost Allocation Plan - - 193 103 601 Information Technology Capital Fund
Transfer fund balance from ITS Internal Service Fund - 388,652 - - TOTAL Transfers Out 1,113,401 9,286,747 11,539,088 12,741,905 Net Transfers $ - $ - $ - - Previous
75 502
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Next
76 503
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Cost Allocation Plan
Audited Audited Amended Proposed
Actual Actuals Budget Budget
Fund Name & Type 2021-22 2022-23 2023-24 2024-25
GENERAL FUNDS
General Fund $ 283,287 $ 293,075 $ 531,786 $ 510,406 TOTAL General Funds 283,287 293,075 531,786 510,406
SPECIAL REVENUE FUNDS
200Gas Tax (138,412) (160,280) (163,080) (141,914) 210Measure A (120,560) (120,000) (166,040) (273,410) 220Air Quality Management District - - - - Community Facility Districts - 315 Community Facilities District 2019-1 - - (843) (397) 400 Community Facilities District 2017-1 - - (7,359) (649) 401 Community Facilities District 2017-2 - - (7,058) (3,288) 402 Community Facilities District 2020-1 - - (31,506) (15,414) Landscape Maintenance District - - - 300 LLMD 89-1 Zone 10 (75) (35) - - 301 LLMD 89-1 Zone 33 (40) (20) - - 302 LLMD 89-1 Zone 41 (3,000) (980) (7,960) (1,457) 303 LLMD 89-1 Zone 79 (65) (5) (314) (140) 304 LLMD 89-1 Zone 85 (130) (5) (55) (11) 305 LLMD 89-1 Zone 111 (1,135) (960) (4,198) (1,258) 306 LLMD 89-1 Zone 115 (250) (320) (3,071) (1,392) 307 LLMD 89-1 Zone 116 (140) (250) (1,671) (699) 308 LLMD 89-1 Zone 147 (100) (240) (1,359) (613) 309 LLMD 89-1 Zone 151 (570) (500) (6,816) (2,326) 310 LLMD 89-1 Zone 156 (470) (370) (3,746) (1,616) 311 Benefit Assessment District 2014-2 (490) (140) (1,991) - 312 LLMD 2014-1 (870) (370) (3,472) - 313 LLMD 2014-3 (290) (125) (1,753) - 314 LLMD 2014-4 (290) (125) (834) - 403 LMD 98-2 ORIGINAL - - (1,578) (684) 404 LMD 98-2 ANNEX 01/ZONE A - - (1,178) (514) 405 LMD 98-2 ANNEX 02/ZONE B - - (6,203) (4,992) 406 LMD 98-2 ANNEX 03/ZONE C - - (2,335) (1,041) 407 LMD 98-2 ANNEX 04/ZONE D - - (3,007) (1,362) 408 LMD 98-2 ANNEX 06/ZONE F - - (2,530) (1,131) 409 LMD 2001-1 ZONE G - - (108) (60) 410 LMD 2001-1 ZONE S - - (249) (125) 411 LMD 2001-1 ZONE W - - - - 412 LMD 2001-2 ZONE A - - (2,500) (1,401) 413 LMD 2001-2 ZONE B - - (2,553) (1,126) 414 LMD 2001-2 ZONE C - - (170) (86) 415 LMD 2001-2 ZONE D - - (1,713) (768) 416 LMD 2001-2 ZONE F - - (508) (224) 417 LMD 2001-2 ZONE G - - (2,463) (612) 418 LMD 2001-2 ZONE H - - (4,416) (1,857) 419 LMD 2001-2 ZONE J - - (2,937) (1,299) 420 LMD 2001-2 ZONE K - - (713) (352) 421 LMD 2001-2 ZONE M - - (421) (170) 422 LMD 2001-3 ZONE A - - (1,155) (618) 423 LMD 2001-3 ZONE B - - (865) (413) 424 LMD 2001-3 ZONE C - - (574) (365) 425 LMD 2001-3 ZONE D - - (1,294) (807) 426 LMD 2001-3 ZONE E - - (2,861) (1,784) 427 LMD 2001-3 ZONE F - - (218) (210) 428 LMD 2001-3 ZONE G - - (843) (551) 429 LMD 2001-3 ZONE H - - (721) (412) 430 LMD 2001-3 ZONE I - - (5,545) (2,393) 431 LMD 2001-3 ZONE J - - (1,568) (685) 432 LMD 2001-3 ZONE K - - (2,403) (1,032) Cost Allocation Plan
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 77 504
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 433 LMD 2001-3 ZONE L - - (1,831) (781) 434 LMD 2001-3 ZONE M - - (2,231) (1,216) 435 LMD 2001-3 ZONE N - - (7,268) (3,698) 436 LMD 2001-3 ZONE O - - (194) (121) 437 LMD 2001-3 ZONE P - - (1,015) (653) 438 LMD 2001-3 ZONE Q - - (530) (354) 439 LMD 2001-3 ZONE R - - (274) (102) 440 LMD 2001-3 ZONE S - - (220) (138) 441 LMD 2001-3 ZONE T - - (1,450) (938) 442 LMD 2001-3 ZONE U - - (1,117) (1,595) 443 LMD 2001-3 ZONE V - - (1,759) (1,223) 444 LMD 2001-3 ZONE W - - (698) (405) 445 LMD 2001-3 ZONE X - - (176) (107) 446 LMD 2001-3 ZONE Y - - (273) (170) 447 LMD 2001-3 ZONE Z - - (294) (185) 448 LMD 2001-3 ZONE AA - - (226) (131) 449 LMD 2001-3 ZONE BB - - (169) (104) 450 LMD 2001-3 ZONE CC - - (2,299) (1,305) 451 LMD 2001-3 ZONE DD - - (2,120) (1,101) 452 LMD 2001-3 ZONE EE - - (829) (514) 453 LMD 2001-3 ZONE FF - - (2,251) (1,296) 454 LMD 2001-3 ZONE GG - - (431) (275) 455 LMD 2001-3 ZONE HH - - (367) (223) 456 LMD 2001-3 ZONE II - - (730) (465) 457 LMD 2001-3 ZONE JJ - - (154) (95) 458 LMD 2001-3 ZONE KK - - (787) (412) 459 LMD 2001-3 ZONE LL - - (322) (799) 460 LMD 2001-3 ZONE MM - - (629) (288) 461 LMD 2001-3 ZONE NN - - (533) (334) 462 LMD 2001-3 ZONE OO - - (593) (353) 463 LMD 2001-3 ZONE PP - - (700) (490) 464 LMD 2001-3 ZONE QQ - - (294) (170) 465 LMD 2001-3 ZONE RR - - (1,543) (989) 466 LMD 2001-3 ZONE SS - - (627) (379) 467 LMD 2001-3 ZONE TT - - (322) (196) 468 LMD 2001-3 ZONE UU - - (193) (118) 469 LMD 2001-3 ZONE VV - - (236) (139) 470 LMD 2001-3 ZONE WW - - (693) (447) 471 LMD 2001-3 ZONE XX - - (355) (182) 472 LMD 2001-3 ZONE YY - - (2,621) (1,129) 473 LMD 2001-3 ZONE ZZ - - (307) (197) 474 LMD 2001-3 ZONE AAA - - (1,284) (814) 475 LMD 2001-3 ZONE BBB - - (924) (573) 476 LMD 2001-3 ZONE CCC - - (2,713) (1,530) 477 LMD 2001-3 ZONE DDD - - (1,596) (1,013) 478 LMD 2001-3 ZONE EEE - - (89) (63) 479 LMD 2001-3 ZONE FFF - - (1,381) (936) 480 LMD 2001-3 ZONE GGG - - (703) (426) 481 LMD 2001-3 ZONE HHH - - (429) (305) 482 LMD 2001-3 ZONE III - - (1,754) (3,859) 483 LMD 2001-3 ZONE JJJ - - (898) (558) 484 LMD 2001-3 ZONE LLL - - (518) (264) 485 LMD 2001-3 ZONE MMM - - (617) (384) 486 ID 2 SUBAREA 35 - - (860) (455) 487 ID 2 SUBAREA 42 - - (343) (168) 488 ID 2 SUBAREA 46 - - (759) (1,028) 489 ID 2 SUBAREA 49 - - (969) (633) 490 ID 2 SUBAREA 55 - - (193) (103) Development Impact Fees 0 - 290 DIF Transportation Facilities Fund (3,850) (3,040) (5,170) (377) 291 DIF Fire Facilities Fund (1,520) (1,290) (910) (160) 292 DIF Public Facilities Fund (11,030) (4,020) (3,260) (1,282) TOTAL Special Revenue Funds (283,287) (293,075) (531,786) (510,406) TOTAL Cost Allocation $ - $ - $ - $ - City of Eastvale Cost Allocation Plan
A Cost Allocation Plan allows an organization to fairly and completely allocate its administrative costs. This plan allows the General fund to recover costs from non-General Funds and will also determine the overhead costs on the hourly rates of staff providing fee services. Local governments have overhead and administrative costs essential to operating the government and providing services to the public. Examples include costs incurred for a city council, a board of commissioners, a city manager, human resources, financial management, government facilities, insurance, purchasing, records management, and information technology. These costs are funded by Eastvale’s general fund and the City has many other types of funds that provide a variety of services that use these administrative and overhead resources. These indirect services are provided to the City's operating departments such as police, fire, development services, public works, and other non-general funds which recognize the need for these services and permit the allocation.
The total cost plan which Eastvale uses is able to allocate all indirect costs like the private sector routinely does.
This type of plan is preferred whenever the goal is to fully allocate indirect costs for inter-fund transfers and fee calculations. Specifically, the City of Eastvale’s cost allocation plan model develops an indirect cost rate representing the ratio between the total indirect costs and the benefiting direct costs. This enables each program, 78 505
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 activity or fund to assume its fair share of support costs when the indirect cost rate is applied.
Annually, the model is prepared based on budgeted costs and estimated overhead ratios. At year end and after the costs are audited by the external auditors, the model is updated for actual experiences and previous inter-fund transfers are reconciled and the "true-up" adjustments are made in the current year's inter- fund transfers.
The cost allocation plan for non-General Funds are transferred to the General Fund. For all transfers, please refer to the city's transfer schedule.
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79 506
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 All Funds: Revenues By Type and Expenditures by Function 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Revenues
Taxes $59,128,086 $60,850,177 $68,655,780 $64,286,741 $0 Intergovernmental $19,068,266 $13,575,009 $34,819,224 $14,415,050 $1,688,562 Transfer In $14,014,899 $13,115,744 $12,791,178 $12,741,905 $0 Fees & Fines $5,696,067 $10,470,468 $5,973,150 $6,021,650 $0 Use of Money and Property $145,165 $1,892,210 $2,689,578 $4,259,578 $0 Miscellaneous $864,561 $1,206,415 $162,160 $240,160 $0
REVENUES TOTAL $98,917,045 $101,110,021 $125,091,070 $101,965,084 $1,688,562 Expenses
Operations $34,998,678 $26,440,534 $34,645,224 $36,557,982 $0 Capital Outlay $6,365,329 $6,460,279 $67,810,582 $807,250 $19,826,105 Transfers Out $14,014,899 $13,115,744 $12,791,178 $12,741,905 $0 Personnel $5,345,973 $6,335,944 $9,445,730 $11,563,646 $0 EXPENSES TOTAL $60,724,879 $52,352,502 $124,692,714 $61,670,783 $19,826,105 REVENUES LESS EXPENSES $38,192,166 $48,757,519 $398,356 $40,294,301 -$18,137,543 Previous
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Consolidated Funds Schedule
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 80 507
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Consolidated Financial Schedule
Governmental Funds
General Fund Fire Fund Aggregate: Non-Major Funds
Audited Audited Amended Proposed Audited Audited Amended Proposed Audited Audited Amended Proposed Actual Actuals Budget Budget Actual Actuals Budget Budget Actual Actuals Budget Budget Fund Name & Type 2021-22 2022-23 2023-24 2024-25 2021-22 2022-23 2023-24 2024-25 2021-22 2022-23 2023-24 2024-25 Financial Sources
Property Taxes $ 3,662,139 $ 4,004,362 $ 3,817,700 $ 4,215,800 $ 7,601,854 $ 8,379,338 $ 8,400,000 $ 9,070,000 $ - $ - $ - $ - Sales & Use Tax 44,710,286 47,356,371 55,480,000 49,000,000 - - - - - - - - Franchise Fees 1,971,912 6,556,660 2,390,000 2,100,000 - - - - - - - - Property Transfer Tax - - - 250,000 - - - - - - - -
License, Permits & Fees 2,333,522 2,347,535 2,401,750 2,416,750 94,451 77,971 90,000 110,000 768,048 763,027 591,000 591,000 Fines, Penalties & Forfeitures 567,641 724,866 589,000 805,000 - 92,793 2,500 90,000 - - - - Intergovernmental 6,367,511 6,077,206 6,245,000 6,425,000 - - - - 15,767,626 8,515,599 29,441,304 11,338,553 Use of Money & Property 151,235 1,511,747 2,100,000 3,700,000 (1,616) 432,432 350,000 320,000 43,172 626,718 239,578 239,578 Miscellaneous 772,062 299,556 162,060 240,060 - - - - 92,299 228,095 - - Transfers In 7,417,458 298,240 531,786 510,406 - - - - 6,597,441 12,817,504 12,259,392 9,526,499 Total Financial Sources $ 67,953,766 $ 69,176,543 $ 73,717,296 $ 69,663,016 $ 7,694,689 $ 8,982,534 $ 8,842,500 $ 9,590,000 $ 23,268,586 $ 22,950,944 $ 42,531,274 $ 21,695,630 Financial Uses
Personnel $ 5,546,930 $ 6,506,587 $ 10,057,350 $ 12,210,446 $ 808 $ - $ - $ - $ 164,047 $ 208,061 $ 17,700 $ 35,400 Operations 20,734,063 17,578,628 22,610,566 24,655,498 6,420,607 6,553,903 7,883,850 9,133,200 2,303,550 1,662,234 2,992,487 1,912,084 Capital Outlay 557,569 66,071 1,037,310 851,500 38,200 26,094 1,015,000 15,000 6,139,304 5,675,632 66,098,272 14,730,741 Debt Service 288,149 953,490 - - - - - - 4,516,778 6,059 - - Transfers Out 6,597,427 12,761,462 12,259,392 9,526,499 - - - - 7,417,472 354,282 531,786 510,406 Total Financial Uses 33,724,136 37,866,236 45,964,619 47,243,943 6,459,615 6,579,997 8,898,850 9,148,200 20,541,151 7,906,268 69,640,245 17,188,631 Surplus (Deficit) 34,229,630 31,310,307 27,752,678 22,419,073 1,235,074 2,402,537 (56,350) 441,800 2,727,435 15,044,675 (27,108,971) 4,506,999 Fund Balance
Beginning Fund Balance 36,539,651 96,083,818 127,394,125 146,146,802 11,445,158 14,473,114 16,875,651 16,819,301 22,964,447 24,446,807 39,732,241 12,643,270 Ending Balance 96,083,818 127,394,125 146,146,802 166,921,220 14,473,114 16,875,651 16,819,301 16,624,951 24,446,807 39,732,241 12,643,270 (25,576,995) Change in Balance 59,544,167 31,310,307 18,752,678 20,774,418 3,027,956 2,402,537 (56,350) (194,350) 1,482,360 15,285,434 (27,088,971) (38,220,264) % Change 263% 133% 115% 114% 126% 117% 100% 99% 106% 163% 32% -202% Previous
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Four Year Consolidated Funds Schedule
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 81 508
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Revenue Projections
Revenue estimates are developed by the City of Eastvale Finance Department with input from various city departments, external sources such as Riverside County, California State, and vendors. The estimates are developed using actual revenue data received during prior fiscal years to produce trends, forecasts of commercial and residential construction, and general economic factors.
Explanation of major revenue sources are as follows:
General Fund
Sales & Use Taxes – Sales and Use Taxes are imposed on retail transactions and are collected and administered by the California Department of Tax and Fee Administration. In accordance with the California Revenue and Taxation Code, the State of California imposes a tax of 7.0%, plus 0.5% in Riverside County for Measure A (passed in 1988) and 0.25% to Riverside County Transportation Authority, for a total of 7.75% on all taxable sales. The city is expected to continue to experience a continuing trend of over $49.0 million in sales tax revenues for the 2024-25 fiscal year, however staff expects this increase to not continue at the current levels into the foreseeable future. A local business changed its business structure during fiscal year 2020-21, which lead to a significant increase in sales tax revenues to the city. The increase is roughly 225% or $30.0 million over the city's regular recurring sales tax revenues. There have also been legislative attempts to redistribute the revenues among all California cities. As a result, the city is using up to 50% of these revenues for operating costs, future and current, and the remaining 50% for one-time capital improvement projects. A majority of these revenues will be set aside for future capital improvement infrastructure, specicfically the city's new Civic Center. Annually, a portion is used to fund current capital improvement projects and the remainder is set aside for Civic Center reserves. The city's long term planning model serves to ensure that operating costs will not exceed revenues when the city's Civic Center opens. The city utilizes economic development data and projections from Hinderliter, De Llamas & Associates to budget for sales tax revenues.
Property Taxes – Property taxes include Secured and Unsecured Property Taxes, Penalties and Interest, Supplemental Property Taxes, and property transfer tax. The valuation of property within the city is determined by the Riverside County Tax Assessor.
The county levies a base tax for secured property at the rate of 1% of the assessed valuation. Typical CPI increases on property valuations is 2.0%. Although the city is experiencing property valuation growth through single family residence transfers, commercial properties continue to appeal county valuations and it is expected that appeals will increase into the next several fiscal years. The city is enrolled in the county’s teeter plan, and receives all levy amounts due to the city, whether or not taxes have been paid by property owners. The city utilizes data from the County and HdL Coren and Cone to budget property tax revenues.
Motor Vehicle License Fees – Vehicle License Fee (VLF) revenue was a subvention collected by the State and allocated to cities and counties based on a statutory formula. Assembly Bill 1602, signed into law in 2006, allocated VLF to newly incorporating cities on a per capita basis and multiplied the population factor by 1.50 in the first year of incorporation, 1.4 in the second year,
1.3 in the third year, 1.2 in the fourth year, and 1.1 in the fifth year. On June 30, 2011, Governor Jerry Brown signed SB 89, which eliminated the essential discretionary VLF revenues and shifted the funding source to a special state law enforcement account beginning July 1, 2011. The city has since had the VLF revenues reinstated and receives the revenues twice annually.
Calculations are now based on property valuations; as property valuations grow so does the city’s VLF allocation. The city utilizes data from HdL Coren and Cone to budget for VLF revenues.
Revenue Summary Overview
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 82 509
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Franchise Fees – The State Public Utilities Code provides cities the ability to impose fees on gas, electric, and cable television companies operating within a city. The city also imposes a franchise fee for refuse services. The fees range from 1% to 8% of gross receipts derived from business activities conducted within the city. Staff expects franchise fees to increase as the cost for utilities, such as natural gas, continue to drive up natural gas and electricity rates.
License, Permits & Fees – The city collects both fixed fee and deposit-based permits for planning, building and safety, and engineering services for residential and commercial development. As of February 2024, the city adopted a new user fee study that substantially reduced the number of administrative heavy deposits the city collects in favor of fixed fees. The fees are based on the type of development activity and were adopted by resolution resulting from the citywide comprehensive user fee and rate study. With the Leal property development underway and the newly adopted fee studies, it is difficult to ascertain what the development's impact to the city's permitting revenue will be. Any increases in revenue will be adjusted during the mid-year budget process.
Other Funds: By Fund
Gas Tax – The State of California assesses a tax on gasoline purchases as authorized by Sections 2103, 2105, 2106, 2107, and 2107.5 of the California Streets and Highway Code. A portion of the tax is allocated back to the city based on a per capita formula. The use of this money is limited to maintenance, rehabilitation, or improvement of public streets.
Road Maintenance and Rehabilitation Account – The Road Maintenance and Rehabilitation Account (RMRA — Streets and Highways Code Sec 2030 etc.) allocates funds from the following taxes enacted by the Road Repair and Accountability Act of 2017: the 12-cent gasoline excise tax, 20 cent diesel fuel excise tax, and transportation improvement fees (vehicle registration taxes). RMRA local streets and roads allocations must be used for projects “that include, but are not limited to,” road maintenance and rehabilitation, safety projects, or traffic control devices.
Measure A – Measure A is generated by Riverside County one-half percent sales tax approved by the voters in 1988. This money is used to maintain and construct local streets and roads.
Air Quality Management District - Revenues received resulting from Assembly Bill 2766 which imposed an additional registration fee on motor vehicles. These revenues are used to reduce air pollution from motor vehicles.
Grants – The city receives various grant funds from various local, state, and federal agencies. These grants include funding for various programs such as recycling and public safety. The city was awarded several large grants for capital improvement projects including the $30.0 million Limonite Gap Bridge project, which have not yet been fully reimbused. While these grants free up vital General Fund revenues for operating and other capital improvement projects, they will require an investment from the General Fund to cover expenditures until the grant funds are reimbursed to the city. Staff has calculated this need and set aside adequate General Fund reserves in the assigned reserve category.
Community Development Block Grant - Revenues received from the Department of Housing and Urban Development. These revenues must be expended to accomplish the elimination of blight or to benefit low- and moderate-income persons by providing loans or grants for various programs.
Local Law Enforcement Services Fund - Also known as the Citizens Option for Public Safety (COPS) grant, funding is provided for the purpose of front-line law enforcement services that are not already funded by the city.
Landscape Maintenance District - Revenue collected through special assessments levied to benefitting property owners to cover the cost of associated with providing landscape maintenance. For fiscal year 2022-23 the city took over administration of roughly 90 LMD’s from JCSD. The city is now responsible for administering and assessing tax levies for these districts. All 90 are related to the streetlight poles purchase the city initiated in 2019.
Community Facilities District – Revenue collected through special assessments levied to benefitting property owners to cover the cost associated with publicly owned facility maintenance. 83 510
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Development Impact Funds – The city charges fees for development related activities such as infrastructure and public facilities.
The city performed a nexus study in 2013 that determined the scope of impact fees adopted by the City of Eastvale and is currently reviewing the fee structure with a consultant.
Other Funds: Revenue Categories
Intergovernmental - Revenue collected via other government agencies is considered intergovernmental and represents the city's largest portion of revenues outside of the General Fund. Federal, State, and local grants are included in this category and make up the bulk of the revenues. Street related axes, including Gas Tax, Measure A and Road Maintenance and Rehabilitation funds are also included in this category. Transportation Uniform Mitigation Fees from Riverside County are also included in this category.
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84 511
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 All Funds: Revenue Summary by Fund
Updated On 6 Jun, 2024
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All Funds: Revenue Summary by Fund Table
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP General Funds
General Funds
General Funds
General Fund $67,953,770 $69,176,543 $73,717,296 $69,663,016 $0 Structural Fire Fund $7,694,689 $8,982,534 $8,842,500 $9,590,000 $0 GENERAL FUNDS TOTAL $75,648,459 $78,159,077 $82,559,796 $79,253,016 $0 GENERAL FUNDS TOTAL $75,648,459 $78,159,077 $82,559,796 $79,253,016 $0 GENERAL FUNDS TOTAL $75,648,459 $78,159,077 $82,559,796 $79,253,016 $0 Special Revenue Funds
Grant Funds
Grant Funds
Miscellaneous Grants Fund $668,027 $520,685 $21,154,404 $951,550 $1,663,562 Grant American Rescue Plan Act $7,360,219 $0 $0 $0 $0
Supplemental Law Enforcement $165,428 $0 $0 $0 $0
GRANT FUNDS TOTAL $8,193,674 $520,685 $21,154,404 $951,550 $1,663,562 Revenue Summary by Fund: All Funds
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 85 512
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP GRANT FUNDS TOTAL $8,193,674 $520,685 $21,154,404 $951,550 $1,663,562 Special Revenue Funds
Special Revenue Funds
Measure A Fund $2,189,098 $3,561,411 $3,255,500 $3,238,500 $0 Gas Tax Fund $1,604,905 $1,910,031 $2,038,500 $1,997,500 $0 Road Maintenance Rehab $1,378,406 $1,630,373 $1,737,300 $1,798,800 $0 Aqmd Trust Fund $143,575 $105,726 $142,100 $92,100 $25,000 Tda Fund $0 $146,666 $334,820 $0 $0
Area Drainage Plan - Adp -$493 $22,224 $8,800 $8,800 $0 Tumf Grant Fund $0 $13,818 $0 $0 $0
Peg Grant $2,188 $1,444 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $5,317,679 $7,391,693 $7,517,020 $7,135,700 $25,000 SPECIAL REVENUE FUNDS TOTAL $5,317,679 $7,391,693 $7,517,020 $7,135,700 $25,000 Special Assessment District Funds
Landscape & Lighting Districts
Llmd 89-1 Zone 41 $171,435 $76,992 $56,496 $80,602 $0
Lmd 98-2 Annex 02/Zone B $41,892 $91,834 $61,569 $125,476 $0 Lmd 2001-3 Zone E $100,204 $38,591 $19,736 $62,312 $0
Lmd 2001-3 Zone I $61,716 $40,910 $23,283 $38,671 $0
Lmd 2001-3 Zone Ccc $65,738 $28,879 $15,310 $41,253 $0
Lmd 2001-3 Zone V $63,337 $23,359 $11,767 $39,312 $0
Lmd 2001-3 Zone N $40,800 $43,034 $19,394 $25,427 $0
Lmd 2001-3 Zone Rr $57,429 $21,582 $11,395 $37,050 $0
Lmd 2001-3 Zone M $55,807 $25,718 $13,898 $31,542 $0
Lmd 2001-3 Zone T $57,013 $21,130 $10,374 $35,180 $0
Lmd 2001-3 Zone Ddd $56,233 $21,166 $11,020 $34,327 $0
Lmd 2001-3 Zone Dd $50,873 $23,649 $13,161 $32,114 $0
Lmd 2001-3 Zone Fff $54,497 $20,119 $10,186 $32,883 $0
Lmd 2001-2 Zone A $49,149 $18,360 $13,848 $30,779 $0
Lmd 2001-2 Zone H $39,891 $28,855 $18,752 $24,204 $0
Lmd 2001-3 Zone Aaa $47,941 $17,999 $9,207 $29,510 $0
Lmd 2001-3 Zone D $45,713 $17,458 $7,911 $28,634 $0
Llmd 89-1 Zone 111 $23,997 $24,893 $17,800 $26,198 $0
Lmd 2001-3 Zone P $38,497 $14,526 $7,223 $23,275 $0
Lmd 2001-3 Zone Ff $30,391 $21,436 $11,643 $19,431 $0
Lmd 2001-3 Zone U $37,570 $14,313 $7,639 $23,230 $0
Lmd 2001-3 Zone F $38,201 $14,954 $3,458 $22,328 $0
Lmd 98-2 Annex 06/Zone F $29,516 $22,359 $10,355 $16,077 $0 Lmd 2001-2 Zone J $27,374 $18,512 $12,670 $17,295 $0
Lmd 2001-3 Zone Yy $27,233 $19,033 $10,864 $17,410 $0
Lmd 2001-2 Zone B $26,356 $17,360 $11,286 $18,576 $0
Lmd 2001-3 Zone Iii $26,815 $13,216 $14,834 $15,181 $0
Lmd 2001-3 Zone Jjj $31,081 $11,775 $6,066 $18,834 $0
Lmd 2001-3 Zone Bbb $30,674 $11,626 $5,930 $18,817 $0
Lmd 2001-3 Zone Cc $23,574 $17,523 $9,820 $14,777 $0
Lmd 2001-3 Zone Ee $24,752 $9,563 $15,074 $15,425 $0
Lmd 2001-2 Zone G $26,486 $10,287 $8,477 $16,628 $0
Llmd 2014-1 $19,499 $18,215 $16,726 $6,922 $0
Lmd 2001-3 Zone Ii $27,648 $10,433 $5,089 $17,003 $0
Lmd 98-2 Annex 04/Zone D $6,233 $22,287 $15,012 $15,366 $0 Lmd 2001-3 Zone L $19,057 $14,175 $7,957 $12,728 $0
Lmd 2001-2 Zone F $3,128 $3,067 $2,550 $44,920 $0
Lmd 2001-3 Zone Ww $24,592 $9,570 $4,851 $14,393 $0
Lmd 2001-3 Zone K $18,021 $14,651 $7,736 $12,710 $0
Lmd 2001-3 Zone Pp $22,147 $8,413 $4,200 $14,606 $0
Lmd 2001-3 Zone C $22,478 $8,419 $3,979 $13,543 $0
Lmd 2001-3 Zone W $19,463 $7,854 $8,300 $12,483 $0
Lmd 2001-3 Zone J $17,644 $11,936 $6,683 $11,188 $0
Lmd 2001-2 Zone D $17,303 $11,887 $7,505 $10,479 $0
Lmd 2001-3 Zone Ss $21,381 $8,167 $4,148 $13,107 $0
86 513
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Lmd 2001-3 Zone Mmm $20,050 $8,225 $4,229 $13,119 $0
Lmd 2001-3 Zone A $3,901 $12,739 $13,363 $13,679 $0
Lmd 2001-3 Zone Ggg $19,694 $7,672 $4,178 $12,126 $0
Lmd 2001-3 Zone Oo $18,826 $7,230 $3,774 $12,397 $0
Lmd 2001-3 Zone Nn $19,085 $7,293 $3,641 $11,684 $0
Lmd 98-2 Annex 03/Zone C $4,299 $16,645 $10,043 $10,183 $0 Lmd 2001-3 Zone H $15,451 $6,331 $3,374 $14,177 $0
Lmd 98-2 Original $16,635 $11,024 $4,793 $6,683 $0
Illumination District 2 Subarea 35 $8,749 $3,795 $5,193 $20,925 $0 Llmd 89-1 Zone 151 $7,659 $9,512 $9,702 $11,129 $0
Lmd 2001-3 Zone Q $15,405 $5,997 $3,247 $10,967 $0
Lmd 2001-1 Zone W $20,337 $14,940 $130 $130 $0
Lmd 2001-3 Zone Gg $15,382 $6,056 $2,996 $9,510 $0
Illumination District 2 Subarea 46 $9,336 $3,263 $4,566 $13,213 $0 Llmd 89-1 Zone 116 $8,031 $7,897 $6,005 $8,035 $0
Lmd 2001-3 Zone G $3,433 $7,967 $6,717 $11,545 $0
Lmd 2001-3 Zone B $3,372 $9,909 $8,051 $8,241 $0
Llmd 2014-3 $8,489 $7,114 $8,442 $4,673 $0
Llmd 89-1 Zone 156 $5,750 $7,139 $7,282 $8,353 $0
Lmd 2001-3 Zone Lll $6,082 $11,151 $4,812 $4,927 $0
Lmd 2001-3 Zone Hh $12,334 $4,877 $2,443 $7,289 $0
Illumination District 2 Subarea 49 $11,841 $4,113 $4,677 $4,677 $0 Lmd 2001-3 Zone Zz $11,014 $4,300 $2,176 $6,864 $0
Lmd 2001-3 Zone Ll $10,721 $4,358 $2,119 $6,591 $0
Lmd 2001-3 Zone Z $10,185 $4,093 $2,024 $6,542 $0
Lmd 2001-3 Zone Mm $8,137 $5,042 $2,867 $4,941 $0
Lmd 2001-3 Zone Y $9,212 $3,689 $1,845 $5,933 $0
Lmd 2001-3 Zone Tt $9,128 $3,602 $1,834 $5,888 $0
Lmd 2001-3 Zone Qq $8,658 $3,648 $1,884 $5,526 $0
Lmd 98-2 Annex 01/Zone A $2,006 $8,149 $4,700 $4,729 $0 Lmd 2001-3 Zone Eee $6,186 $2,900 $3,074 $6,110 $0
Llmd 2014-4 $6,850 $6,071 $4,120 $1,016 $0
Llmd 89-1 Zone 115 $3,726 $4,094 $4,283 $4,464 $0
Lmd 2001-3 Zone S $7,430 $3,061 $1,495 $4,568 $0
Lmd 2001-3 Zone Uu $7,023 $2,844 $1,314 $4,913 $0
Lmd 2001-3 Zone Vv $5,921 $2,434 $2,306 $4,722 $0
Lmd 2001-3 Zone O $6,576 $2,746 $1,354 $4,318 $0
Lmd 2001-3 Zone Aa $6,467 $2,843 $1,399 $3,905 $0
Lmd 2001-3 Zone Bb $6,006 $2,464 $1,147 $3,501 $0
Lmd 2001-3 Zone X $5,519 $2,365 $1,176 $3,385 $0
Lmd 2001-3 Zone Xx $3,489 $2,242 $2,760 $3,597 $0
Lmd 2001-3 Zone Jj $4,943 $2,102 $1,032 $2,982 $0
Lmd 2001-3 Zone Hhh $828 $2,137 $3,927 $4,021 $0
Llmd 89-1 Zone 79 $2,593 $1,667 $2,676 $1,813 $0
Llmd 89-1 Zone 10 $3,820 $4,743 $0 $0 $0
LMD 2001-2 Zone M $2,315 $2,771 $1,611 $1,665 $0
Lmd 2001-3 Zone Kk $2,842 $1,655 $1,685 $2,036 $0
Illumination District 2 Subarea 42 $2,513 $1,496 $1,737 $2,212 $0 Lmd 2001-2 Zone K $1,954 $1,716 $1,898 $1,943 $0
Lmd 2001-1 Zone S $2,420 $1,320 $1,612 $1,649 $0
Llmd 89-1 Zone 147 $1,552 $1,717 $1,789 $1,865 $0
Lmd 2001-3 Zone R $1,849 $1,699 $1,020 $1,257 $0
Lmd 2001-1 Zone G $1,862 $1,092 $1,216 $1,244 $0
Llmd 89-1 Zone 85 $3,008 $985 $435 $702 $0
Lmd 2001-2 Zone C $1,423 $1,094 $647 $1,224 $0
Illumination District 2 Subarea 55 $2,344 $679 $669 $669 $0 Llmd 89-1 Zone 33 $1,171 $707 $150 $150 $0
LANDSCAPE & LIGHTING DISTRICTS TOTAL $2,166,612 $1,229,498 $762,821 $1,546,813 $0 Community Facility Districts
Cfd 2020-1 Hamner-Civic Ctr $73,498 $95,925 $99,652 $99,652 $0 87 514
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Cfd 2017-1 Goodman Commerce $74,687 $41,746 $93,435 $93,435 $0 Cfd 2017-2 Sendero $43,192 $49,212 $50,611 $50,611 $0
Cfd 2019-1 Cloverdale $10,162 $11,030 $11,914 $11,914 $0 JCSD LMD - TEMPORARY $0 -$759 $0 $0 $0
COMMUNITY FACILITY DISTRICTS TOTAL $201,538 $197,154 $255,612 $255,612 $0 Benefit Assessment Districts
Bad 2014-2 $12,563 $11,259 $9,665 $7,703 $0
BENEFIT ASSESSMENT DISTRICTS TOTAL $12,563 $11,259 $9,665 $7,703 $0 SPECIAL ASSESSMENT DISTRICT FUNDS TOTAL $2,380,713 $1,437,910 $1,028,098 $1,810,128 $0 Development Impact Fee Funds
Development Impact Fee Funds
Transportation Facilities Deve $119,761 $520,618 $258,500 $258,500 $0 Road And Bridge Benefit Distri $454,300 $218,470 $125,000 $125,000 $0 Public Facilities Development $102,648 $69,972 $163,000 $163,000 $0 Fire Facilities Development Im $46,690 $70,837 $45,500 $45,500 $0 DEVELOPMENT IMPACT FEE FUNDS TOTAL $723,399 $879,897 $592,000 $592,000 $0 DEVELOPMENT IMPACT FEE FUNDS TOTAL $723,399 $879,897 $592,000 $592,000 $0 SPECIAL REVENUE FUNDS TOTAL $16,615,465 $10,230,185 $30,291,522 $10,489,378 $1,688,562 Capital Project Fund
Capital Project Fund
Capital Project Fund
Capital Projects Fund $2,143,140 $11,417,107 $11,219,752 $11,082,690 $0 General Street Maintenance Capital Fund $0 $500,000 $500,000 $500,000 $0 General Facility Maintenance Capital Fund $0 $250,000 $250,000 $250,000 $0 General Information Technology Capital Replacement $0 $433,652 $50,000 $50,000 $0 General Fleet Capital Replacement Fund $0 $120,000 $120,000 $240,000 $0 General Catch Basin & Storm Drain Maintenance
Capital Fund $0 $0 $100,000 $100,000 $0
CAPITAL PROJECT FUND TOTAL $2,143,140 $12,720,759 $12,239,752 $12,222,690 $0 CAPITAL PROJECT FUND TOTAL $2,143,140 $12,720,759 $12,239,752 $12,222,690 $0 CAPITAL PROJECT FUND TOTAL $2,143,140 $12,720,759 $12,239,752 $12,222,690 $0 Debt Service Fund
Debt Service Fund
Debt Service Fund
Debt Service Fund $4,509,981 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,509,981 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,509,981 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,509,981 $0 $0 $0 $0
TOTAL $98,917,045 $101,110,021 $125,091,070 $101,965,084 $1,688,562 Previous
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88 515
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
GENERAL FUND
Revenue Summary by Function: General Fund
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Taxes $49,178,932 $51,360,733 $59,297,700 $53,465,800 $0 Fees & Fines $4,872,879 $9,628,986 $5,380,650 $5,321,650 $0 Intergovernmental $5,561,004 $6,077,206 $6,245,000 $6,425,000 $0 Transfer In $7,417,458 $298,240 $531,786 $510,406 $0
Use of Money and Property $151,235 $833,059 $2,100,000 $3,700,000 $0 Miscellaneous $772,262 $978,319 $162,160 $240,160 $0
TOTAL $67,953,770 $69,176,543 $73,717,296 $69,663,016 $0 Updated On 6 Jun, 2024
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FIRE FUND
Revenue Summary by Function: Fire Fund
Revenue Summary by Function: General Funds
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 89 516
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Taxes $7,601,854 $8,379,338 $8,400,000 $9,070,000 $0
Use of Money and Property -$1,616 $432,432 $350,000 $320,000 $0 Fees & Fines $94,451 $170,764 $92,500 $200,000 $0
TOTAL $7,694,689 $8,982,534 $8,842,500 $9,590,000 $0
Updated On 6 Jun, 2024
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90 517
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenditure Projections
Estimating expenditures can be challenging, because throughout any given year there are many factors substantially changing community service needs. Other expenditures are driven by the cost of goods (such as fuel, utilities, or other types of supplies) and economic factors outside of the control of the city. In addition to the expenditure service driven aspect and uncertain economic factors, the city continues to expand the services it provides to the community during its fourteenth year of incorporation. Because of these factors, the expenditure estimation is a local government resource allocation plan. During budget development, these factors are considered, and the resulting estimates become the adopted expenditure budget.
In the schedules on the following pages, departmental expenditures are grouped in two fashions, by broad categories and departments:
Categories include:
Personnel: Includes all costs associated with the city's labor force such as salaries and benefits. Filled positions are budgeted at current step and include a merit increase when due. Vacant positions are budgeted at top step with full benefits.
Operations: Operations includes expenditures associated with service provision such as contract services, supplies, travel and training, and maintenance.
Capital: Capital includes costs associated with the city's assets such as facilities and streets. Capital also includes the purchase of assets, such as large equipment, vehicles, and facilities.
Transfers: Transfers is an expenditure that accounts for funds that are moved into other funds for various purposes.
Departments Include:
General Government - This category includes services that are not directly related to any one single service or department; examples include facility leases, Riverside County revenue neutrality agreement, pension and other post employment benefit liabilities, separation leave pay-outs, bad debt, and transfers-out to other funds.
Community Development – This category includes divisions that address the city’s overall development, marketing, planning needs and infrastructure needs through Economic Development and Planning.
Public Works - This department includes divisions that address the city's maintenance and asset management needs such as Engineering, Public Works/Streets, Facility Maintenance, and Landscape Maintenance. The Engineering division also provides private development services and oversees the city's Capital Improvement Plan.
Community Safety – This category includes departments that address the city’s overall safety, building permitting, municipal code compliance needs, and emergency management through Code Compliance and Safety and Building Safety.
Public Safety – This category includes departments such as Law Enforcement, Animal Control, Fire, Rescue, and Emergency that address community protection.
City staff works closely with public safety partners including the Riverside County Sheriff and Riverside County Fire/CalFIRE to project expenditures related to law enforcement and fire service provision. Rates for the new fiscal year were provided by both the Sheriff and CalFIRE during the budget development process. As of the publication date of this document, Riverside County had not adopted Animal Control rates for the new fiscal year. Riverside County moved towards a full cost recovery for animal services during the last fiscal year; staff estimated the full cost recovery model during the last budgeting cycle and utilized the projection to estimate costs for the new fiscal year.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget 91 518
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 All Funds: Expenditure Summary by Fund
Updated On 6 Jun, 2024
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2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP General Funds
General Funds
General Funds
General Fund $33,724,114 $37,866,236 $45,964,619 $49,948,943 $0 Structural Fire Fund $6,459,615 $6,579,997 $8,898,850 $9,148,200 $0 GENERAL FUNDS TOTAL $40,183,729 $44,446,234 $54,863,469 $59,097,143 $0 GENERAL FUNDS TOTAL $40,183,729 $44,446,234 $54,863,469 $59,097,143 $0 GENERAL FUNDS TOTAL $40,183,729 $44,446,234 $54,863,469 $59,097,143 $0 Special Revenue Funds
Special Revenue Funds
Special Revenue Funds
Measure A Fund $1,891,015 $1,572,979 $7,556,662 $326,410 $5,006,677 Gas Tax Fund $1,994,824 $1,280,427 $3,514,600 $1,336,494 $2,262,345 Road Maintenance Rehab $1,721,552 -$7,078 $4,032,000 $0 $1,784,862 Tumf Grant Fund $344,067 $157,993 $4,842,010 $0 $0
Aqmd Trust Fund $123,899 $1,844 $607,440 $0 $0
Tda Fund $102,318 $44,348 $0 $0 $0
Area Drainage Plan - Adp $17,322 -$13,822 $0 $0 $0
Expenditure Summary by Fund: All Funds
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 92 519
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP SPECIAL REVENUE FUNDS TOTAL $6,194,997 $3,036,691 $20,552,712 $1,662,904 $9,053,884 SPECIAL REVENUE FUNDS TOTAL $6,194,997 $3,036,691 $20,552,712 $1,662,904 $9,053,884 Grant Funds
Grant Funds
Miscellaneous Grants Fund $520,016 $479,696 $25,360,895 $177,360 $170,586 Grant American Rescue Plan Act $7,360,219 $0 $0 $0 $0
Supplemental Law Enforcement $165,428 $0 $0 $0 $0
GRANT FUNDS TOTAL $8,045,663 $479,696 $25,360,895 $177,360 $170,586 GRANT FUNDS TOTAL $8,045,663 $479,696 $25,360,895 $177,360 $170,586 Special Assessment District Funds
Landscape & Lighting Districts
Llmd 89-1 Zone 41 $84,713 -$14,775 $38,335 $62,602 $0
Lmd 98-2 Annex 02/Zone B $28,806 $40,253 $30,644 $45,889 $0 Llmd 89-1 Zone 151 $15,413 $19,258 $32,336 $24,336 $0
Lmd 2001-3 Zone N $7,409 $29,601 $35,908 $15,249 $0
Lmd 2001-3 Zone I $5,857 $18,922 $27,395 $19,149 $0
Llmd 89-1 Zone 111 $19,734 $8,522 $20,623 $17,179 $0
Lmd 2001-3 Zone Iii $3,679 $30,926 $8,664 $18,961 $0
Lmd 2001-2 Zone H $4,696 $14,741 $21,816 $15,574 $0
Llmd 89-1 Zone 156 $10,803 $13,403 $17,766 $14,744 $0
Llmd 89-1 Zone 115 $12,838 $11,544 $14,601 $11,454 $0
Lmd 2001-3 Zone E $5,080 $13,735 $14,136 $16,782 $0
Lmd 98-2 Annex 04/Zone D $8,607 $10,981 $14,857 $11,409 $0 Lmd 2001-3 Zone A $18,822 $4,986 $5,705 $14,081 $0
Lmd 2001-3 Zone Ccc $4,129 $11,916 $13,403 $12,881 $0
Lmd 2001-2 Zone J $3,096 $10,315 $14,512 $10,634 $0
Lmd 2001-2 Zone A $3,342 $10,987 $12,350 $11,834 $0
Llmd 2014-1 $8,527 $5,096 $16,562 $6,133 $0
Lmd 2001-3 Zone M $3,567 $9,448 $11,021 $11,902 $0
Lmd 2001-3 Zone Ff $3,107 $10,264 $11,121 $10,219 $0
Lmd 2001-2 Zone B $2,788 $8,921 $12,613 $9,315 $0
Lmd 2001-3 Zone Yy $2,722 $8,934 $12,951 $8,958 $0
Lmd 2001-3 Zone Dd $2,821 $8,547 $10,475 $11,167 $0
Lmd 98-2 Annex 06/Zone F $2,892 $8,944 $12,500 $8,450 $0 Lmd 2001-3 Zone Cc $2,502 $10,381 $11,359 $8,472 $0
Lmd 98-2 Annex 03/Zone C $4,028 $8,395 $11,535 $8,688 $0 Lmd 2001-1 Zone W $6,258 $18,434 $7,853 $0 $0
Lmd 2001-3 Zone V $3,075 $9,454 $8,689 $9,934 $0
Lmd 2001-3 Zone K $2,579 $8,217 $11,873 $6,071 $0
Lmd 2001-3 Zone Ddd $2,857 $7,810 $7,886 $9,368 $0
Lmd 2001-3 Zone Rr $2,837 $7,600 $7,623 $9,699 $0
Lmd 2001-3 Zone U $1,964 $12,620 $5,517 $7,376 $0
Lmd 2001-3 Zone B $6,507 $3,327 $4,275 $12,946 $0
Llmd 89-1 Zone 116 $6,734 $4,950 $7,986 $7,232 $0
Lmd 2001-3 Zone T $2,633 $7,191 $7,165 $8,660 $0
Lmd 2001-3 Zone Fff $2,621 $7,194 $6,821 $8,683 $0
Lmd 2001-3 Zone L $2,020 $6,185 $9,048 $6,601 $0
Lmd 2001-2 Zone D $1,870 $6,090 $8,463 $6,297 $0
Lmd 2001-3 Zone Aaa $2,252 $6,256 $6,344 $7,798 $0
Lmd 98-2 Annex 01/Zone A $4,197 $4,141 $5,818 $8,255 $0 Lmd 2001-2 Zone G $1,616 $4,767 $9,368 $6,405 $0
Llmd 89-1 Zone 147 $4,315 $5,179 $6,479 $5,592 $0
Llmd 2014-3 $5,346 $3,603 $8,413 $4,146 $0
Lmd 2001-3 Zone D $2,297 $6,211 $6,394 $6,528 $0
Lmd 2001-3 Zone J $1,659 $5,419 $7,748 $5,487 $0
Lmd 98-2 Original $1,698 $5,417 $7,798 $3,754 $0
Lmd 2001-3 Zone P $1,835 $5,015 $5,015 $6,116 $0
Illumination District 2 Subarea 46 $1,212 $8,226 $3,749 $4,656 $0 Illumination District 2 Subarea 49 $1,498 $5,027 $4,789 $5,182 $0 Lmd 2001-3 Zone G $2,379 $4,446 $4,163 $4,742 $0
93 520
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Lmd 2001-1 Zone S $336 $995 $1,229 $13,023 $0
Lmd 2001-3 Zone Bbb $1,610 $4,427 $4,564 $4,971 $0
Lmd 2001-3 Zone Jjj $1,547 $4,301 $4,438 $5,145 $0
Lmd 2001-3 Zone W $1,058 $3,136 $3,448 $7,695 $0
Lmd 2001-3 Zone Lll $7,900 $2,128 $2,558 $2,381 $0
Lmd 2001-3 Zone Ee $1,437 $3,986 $4,094 $4,756 $0
Illumination District 2 Subarea 35 $1,250 $3,618 $4,250 $4,616 $0 Lmd 2001-3 Zone Ii $1,279 $3,571 $3,605 $4,283 $0
Lmd 2001-3 Zone Ww $1,231 $3,440 $3,423 $4,117 $0
Lmd 2001-3 Zone Pp $1,174 $3,807 $3,460 $3,565 $0
Lmd 2001-3 Zone Ggg $1,204 $3,308 $3,473 $3,514 $0
Lmd 2001-3 Zone Ll $513 $6,370 $1,592 $2,391 $0
Lmd 2001-3 Zone H $1,149 $3,227 $3,561 $2,753 $0
Lmd 2001-3 Zone Mmm $1,078 $2,959 $3,047 $3,594 $0
Lmd 2001-3 Zone Ss $1,027 $2,920 $3,097 $3,482 $0
Lmd 2001-2 Zone K $841 $2,832 $3,523 $3,278 $0
Lmd 2001-3 Zone C $1,011 $2,794 $2,834 $3,307 $0
Lmd 2001-3 Zone Kk $1,222 $3,317 $3,887 $1,272 $0
Lmd 2001-3 Zone Oo $951 $2,726 $2,928 $3,071 $0
Lmd 2001-3 Zone Nn $904 $2,567 $2,633 $3,069 $0
Lmd 2001-3 Zone Q $900 $2,753 $2,620 $2,752 $0
Lmd 2001-3 Zone Hhh $2,030 $2,459 $2,119 $1,933 $0
Lmd 2001-3 Zone Mm $709 $2,273 $3,109 $2,390 $0
Llmd 2014-4 $2,399 $726 $3,994 $801 $0
Lmd 2001-3 Zone Gg $747 $2,120 $2,131 $2,536 $0
Llmd 89-1 Zone 79 $2,966 $884 $1,544 $1,652 $0
Lmd 2001-2 Zone F $528 $1,785 $2,508 $2,221 $0
Lmd 2001-3 Zone Xx $342 $1,452 $1,755 $2,665 $0
Lmd 2001-3 Zone Hh $601 $1,718 $1,812 $2,056 $0
Lmd 2001-1 Zone G $145 $477 $533 $4,732 $0
Lmd 2001-3 Zone F $447 $1,430 $1,078 $2,599 $0
Lmd 2001-3 Zone Zz $536 $1,516 $1,517 $1,842 $0
Lmd 2001-3 Zone Tt $521 $1,526 $1,592 $1,530 $0
LMD 2001-2 Zone M $373 $1,360 $2,081 $1,315 $0
Lmd 2001-3 Zone Z $491 $1,424 $1,454 $1,701 $0
Illumination District 2 Subarea 42 $407 $1,341 $1,693 $1,506 $0 Lmd 2001-3 Zone Qq $461 $1,317 $1,454 $1,579 $0
Lmd 2001-3 Zone Vv $366 $1,082 $1,166 $2,110 $0
Lmd 2001-3 Zone Y $446 $1,311 $1,348 $1,562 $0
Lmd 2001-3 Zone Eee $73 $470 $439 $2,980 $0
Lmd 2001-3 Zone S $359 $1,063 $1,085 $1,266 $0
Lmd 2001-3 Zone Aa $331 $1,015 $1,116 $1,176 $0
Illumination District 2 Subarea 55 $268 $821 $953 $1,308 $0 Lmd 2001-3 Zone O $319 $935 $959 $1,130 $0
Lmd 2001-3 Zone Uu $305 $909 $953 $1,090 $0
Lmd 2001-3 Zone R $221 $815 $1,354 $812 $0
Lmd 2001-3 Zone X $274 $831 $871 $989 $0
Lmd 2001-3 Zone Bb $262 $801 $834 $957 $0
Lmd 2001-3 Zone Jj $235 $734 $759 $870 $0
Lmd 2001-2 Zone C $130 $691 $840 $536 $0
Llmd 89-1 Zone 85 $1,174 -$374 $265 $402 $0
Llmd 89-1 Zone 10 $508 $159 $800 $0 $0
Llmd 89-1 Zone 33 $425 $8 $500 $0 $0
LANDSCAPE & LIGHTING DISTRICTS TOTAL $391,256 $581,284 $715,344 $704,871 $0 Community Facility Districts
Cfd 2020-1 Hamner-Civic Ctr $83,623 $123,806 $155,656 $15,414 $0 Cfd 2017-2 Sendero $20,518 $25,840 $34,870 $3,288 $0
Cfd 2017-1 Goodman Commerce $7,697 $1,612 $36,359 $649 $0 Cfd 2019-1 Cloverdale $3,840 $3,198 $4,163 $397 $0
COMMUNITY FACILITY DISTRICTS TOTAL $115,678 $154,456 $231,048 $19,748 $0 94 521
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Benefit Assessment Districts
Bad 2014-2 $7,887 $4,860 $9,586 $6,938 $0
BENEFIT ASSESSMENT DISTRICTS TOTAL $7,887 $4,860 $9,586 $6,938 $0 SPECIAL ASSESSMENT DISTRICT FUNDS TOTAL $514,820 $740,600 $955,978 $731,557 $0 Development Impact Fee Funds
Development Impact Fee Funds
Public Facilities Development $9,146 $485,117 $3,260 $1,282 $0 Road And Bridge Benefit Distri $229,679 -$98,390 $0 $0 $196,635 Transportation Facilities Deve $6,587 -$3,547 $5,170 $377 $0 Fire Facilities Development Im $8,376 -$7,086 $910 $160 $0 DEVELOPMENT IMPACT FEE FUNDS TOTAL $253,787 $376,094 $9,340 $1,819 $196,635 DEVELOPMENT IMPACT FEE FUNDS TOTAL $253,787 $376,094 $9,340 $1,819 $196,635 SPECIAL REVENUE FUNDS TOTAL $15,009,267 $4,633,081 $46,878,925 $2,573,640 $9,421,105 Capital Project Fund
Capital Project Fund
Capital Project Fund
Capital Projects Fund $1,021,164 $3,273,187 $22,950,320 $0 $10,405,000 CAPITAL PROJECT FUND TOTAL $1,021,164 $3,273,187 $22,950,320 $0 $10,405,000 CAPITAL PROJECT FUND TOTAL $1,021,164 $3,273,187 $22,950,320 $0 $10,405,000 CAPITAL PROJECT FUND TOTAL $1,021,164 $3,273,187 $22,950,320 $0 $10,405,000 Debt Service Fund
Debt Service Fund
Debt Service Fund
Debt Service Fund $4,510,719 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,510,719 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,510,719 $0 $0 $0 $0
DEBT SERVICE FUND TOTAL $4,510,719 $0 $0 $0 $0
TOTAL $60,724,879 $52,352,502 $124,692,714 $61,670,783 $19,826,105 Previous
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95 522
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
GENERAL FUND
General Fund Expenditure Summary by Function
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Operations $21,757,744 $18,218,339 $23,579,886 $25,512,698 $0 Transfers Out $6,597,427 $12,761,462 $12,259,392 $12,231,499 $0 Personnel $5,181,118 $6,127,883 $9,428,030 $11,528,246 $0 Capital Outlay $187,826 $758,553 $697,310 $676,500 $0
TOTAL $33,724,114 $37,866,236 $45,964,619 $49,948,943 $0 Updated On 6 Jun, 2024
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FIRE FUND
Fire Fund Expenditure Summary by Function
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Expenditure Summary by Function: General Funds
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 96 523
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Personnel $808 $0 $0 $0 $0
Capital Outlay $38,200 $26,094 $1,015,000 $15,000 $0
Operations $6,420,607 $6,553,903 $7,883,850 $9,133,200 $0 TOTAL $6,459,615 $6,579,997 $8,898,850 $9,148,200 $0
Updated On 6 Jun, 2024
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97 524
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
GENERAL FUND
Expenditure Summary by Department: General Fund
Updated On 6 Jun, 2024
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2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP Community Services $682,857 $1,003,507 $1,138,468 $1,289,256 $0 Finance
Finance
Finance $910,324 $1,139,254 $1,399,560 $1,872,646 $0
FINANCE TOTAL $910,324 $1,139,254 $1,399,560 $1,872,646 $0 FINANCE TOTAL $910,324 $1,139,254 $1,399,560 $1,872,646 $0 Government Services
City Clerk/Communications
Information Technology $304,485 $289,671 $491,564 $398,864 $0 Communications $244,365 $320,256 $504,916 $432,542 $0
City Clerk $444,667 $579,863 $626,131 $815,716 $0
CITY CLERK/COMMUNICATIONS TOTAL $993,516 $1,189,790 $1,622,611 $1,647,122 $0 GOVERNMENT SERVICES TOTAL $993,516 $1,189,790 $1,622,611 $1,647,122 $0 City Manager
Expenditure Summary by Department: General Funds
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 98 525
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP City Manager
Risk Management $386,678 $388,154 $746,880 $873,200 $0
City Manager $609,470 $521,256 $678,661 $756,002 $0
Human Resources $651,148 $601,773 $866,175 $993,821 $0
CITY MANAGER TOTAL $1,647,296 $1,511,183 $2,291,716 $2,623,023 $0 CITY MANAGER TOTAL $1,647,296 $1,511,183 $2,291,716 $2,623,023 $0 Community Development
Community Development
CD: EDD $0 $0 $1,008,814 $1,138,720 $0
Comm Dev: Administration $1,108,869 $1,356,552 $509,315 $415,353 $0 Comm Dev: Planning $610,794 $686,329 $989,413 $1,118,907 $0 COMMUNITY DEVELOPMENT TOTAL $1,719,663 $2,042,881 $2,507,543 $2,672,980 $0 COMMUNITY DEVELOPMENT TOTAL $1,719,663 $2,042,881 $2,507,543 $2,672,980 $0 Community Safety
Community Safety
Comm Safety: Administration $19,679 $315,828 $784,486 $966,748 $0 Comm Safety: Code Enforcement $764,036 $811,417 $1,003,684 $984,857 $0 Comm Safety: Building & Safety $1,337,997 $1,273,580 $1,541,986 $1,866,944 $0 COMMUNITY SAFETY TOTAL $2,121,711 $2,400,825 $3,330,156 $3,818,549 $0 COMMUNITY SAFETY TOTAL $2,121,711 $2,400,825 $3,330,156 $3,818,549 $0 Public Works
Public Works
PW: Spec Dist Landscape Maintenance $1,074 $0 $0 $0 $0
PW: General Landscape Maintenance $0 $181,504 $176,087 $278,342 $0 PW: Streets $281,965 $104,472 $180,000 $496,737 $0
PW: Facility Maintenance $467,728 $557,645 $407,647 $562,932 $0 PW: Public Works $86,746 $170,965 $835,076 $1,209,660 $0 PW: Engineering $1,447,314 $1,419,521 $3,023,329 $3,233,118 $0 PUBLIC WORKS TOTAL $2,284,828 $2,434,108 $4,622,139 $5,780,789 $0 PUBLIC WORKS TOTAL $2,284,828 $2,434,108 $4,622,139 $5,780,789 $0 General Services
City Council
City Council $224,419 $162,650 $240,168 $307,206 $0
CITY COUNCIL TOTAL $224,419 $162,650 $240,168 $307,206 $0 City Attorney
City Attorney $317,860 $295,852 $370,000 $382,800 $0
CITY ATTORNEY TOTAL $317,860 $295,852 $370,000 $382,800 $0 Other General Services
General Government $11,394,573 $12,680,685 $13,890,992 $13,975,989 $0 OTHER GENERAL SERVICES TOTAL $11,394,573 $12,680,685 $13,890,992 $13,975,989 $0 GENERAL SERVICES TOTAL $11,936,851 $13,139,186 $14,501,160 $14,665,995 $0 Public Safety
Other
Crossing Guards $96,099 $108,149 $140,000 $150,000 $0
Animal Control $233,268 $276,155 $350,000 $367,500 $0
OTHER TOTAL $329,367 $384,303 $490,000 $517,500 $0
Law Enforcement
Law Enforcement $11,097,700 $12,621,198 $14,061,266 $15,061,083 $0 LAW ENFORCEMENT TOTAL $11,097,700 $12,621,198 $14,061,266 $15,061,083 $0 PUBLIC SAFETY TOTAL $11,427,066 $13,005,502 $14,551,266 $15,578,583 $0 TOTAL $33,724,114 $37,866,236 $45,964,619 $49,948,943 $0
FIRE FUND
Expenditure Summary by Department: Fire Fund
99 526
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Updated On 6 Jun, 2024
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2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget CIP General Services
Other General Services
General Government $241,817 -$241,817 $0 $0 $0
Debt Service $262,228 $272,717 $320,000 $300,000 $0
OTHER GENERAL SERVICES TOTAL $504,045 $30,899 $320,000 $300,000 $0 GENERAL SERVICES TOTAL $504,045 $30,899 $320,000 $300,000 $0 Public Works
Public Works
PW: Engineering $808 $0 $0 $0 $0
PW: General Landscape Maintenance $0 $22,065 $56,000 $71,600 $0 PW: Facility Maintenance $187,895 $146,078 $236,550 $253,450 $0 PW: Public Works $0 $0 $1,000,000 $0 $0
PUBLIC WORKS TOTAL $188,703 $168,144 $1,292,550 $325,050 $0 PUBLIC WORKS TOTAL $188,703 $168,144 $1,292,550 $325,050 $0 Public Safety
Fire Services
Fire & Medical Aid $5,766,867 $6,380,954 $7,286,300 $8,523,150 $0 FIRE SERVICES TOTAL $5,766,867 $6,380,954 $7,286,300 $8,523,150 $0 PUBLIC SAFETY TOTAL $5,766,867 $6,380,954 $7,286,300 $8,523,150 $0 TOTAL $6,459,615 $6,579,997 $8,898,850 $9,148,200 $0
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 GENERAL FUND: Major Fund
General Fund Five-Year Forecast
This year’s budget plan includes one scenario for long-range planning, based on trend analysis for current revenues and expenditures. The scenario includes known Capital Improvement Projects and future infrastructure maintenance.
The model excludes construction and operations of the new Civic Center and commercial/retail development at the downtown. As of the publication date of this budget document, staff continues to work with the city's municipal advisor to complete Civic Center cost analysis, which includes debt service and operations and maintenance of the Civic Center project. Additionally, cost estimates for the Civic Center project continue to change, as design and construction preparation is not yet complete.
General Fund Projected Surplus/Deficit
Fiscal Year Revenues Expenditures Annual Budget
Surplus (Deficit)
2024-25 69,663,016 49,948,943 19,714,073
2025-26 68,607,024 48,281,258 20,325,765
2026-27 68,307,216 44,668,674 23,638,542
2027-28 68,338,800 47,899,082 20,439,718
2028-29 68,596,427 51,335,859 17,260,568
2029-30 68,884,310 52,076,231 16,808,080
One additional key assumption included in the model is the impact of any negative fund balances that require operational contributions from the General Fund. Any contributions due to other funds to cover negative fund balances have been addressed in the projections for the General Fund, these typically include the city’s grant funds that are reimbursement based and special assessment districts that are not generating adequate revenues to cover maintenance costs within the district boundaries. In the 2024-25 budget, staff is holding $19.5 million to cover the city's Limonite Gap Bridge project, which is primarily funded by state and county grant funds. These grant reimbursables will impact the amount of capital available for the Civic Center project and the amount of debt service required to complete the Civic Center project.
Revenues:
The model forecasts a 2.5% property tax increase for 2025-26, and then slight growth up to 3.5% for 2026-27 and an average of 3.0 % increases over the following years. The property tax calculations are based on HdL projections and the eventual slowing of commercial retail and industrial development throughout the city starting in 2026-276, excluding the Leal Property. Sales tax projections are also based on HdL data and an analysis of remaining commercial retail development. This category is expected to remain flat over the next five years. However, this scenario assumes continued collection of one-time and non-operational sales tax receipts of an average of approximately $16.9 million per fiscal year. This one-time sales tax will likely be inconsistent over the span of the five year plan, as it is such a large pool of money and highly dependent upon the retail market. This scenario also includes the Rivian sales office and a new Walmart fully opening in 2026-27. Franchise fees are expected to increase moderately 1.0% - 2.0% year over year, depending on the category of franchises, with the exception of Cable TV. Cable TV fees are expected to decrease by at least 2.0% year over year as consumers turn to streaming services. Revenues based on development are currently expected to increase over the fiveyear period by less than 1%, with an expected decrease in the 2025-26 year. To emphasize, this forecast is conservative and does not take into consideration Leal Project revenues. Fines, penalties, and forfeitures are expected to remain flat over the five year projection. Interest income is expected to decrease by 2025-26 as liquid assets will be utilized as capital towards the Civic Center project. Additionally, the likelihood of the City’s new transient occupancy tax for the City’s first hotel is expected in fiscal year 2025-26 and generate approximately $400,000 per fiscal year, then remaining flat over the five year projection. Overall, the model forecasts revenues remaining fairly steady throughout the projection.
Expenditures:
Expenditures are forecasted at a flat 4% increase year over year in a majority of categories. Law Enforcement, which comprises over 45% of the General Fund operating budget is expected to increase at 5.0% year over year. In addition, the model includes increasing law enforcement patrol hours by 12 hours in two years, Long Range Planning
Financial Summaries
Fiscal Year 2024-25 Operating and Capital Improvement Budget 101
528
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 costing $1.0 million in 2025-26 and $1.1 million 2027-28. Animal Control and Crossing Guard expenditures are expected for increase 5.0% over the five-year model.
The personnel category is expected to increase 8.75% for the 2025-26 and 2026-27 fiscal years, to account for the classification and compensation approved cost of living increases in addition to annual merit increases, the remaining fiscal years are projected to increase by 5.0%. Transfers out of the General Fund for special assessment district contributions are forecasted to remain steady. Transfer out to the Capital Improvement Fund is expected to mirror costs identified in the five-year capital improvement budget. It should be noted that the capital improvement budget is only through fiscal year 2028-29 and as a result a sharp drop off in nonoperating costs is observed in fiscal year 2027-28. The five year plan includes continued funding of the city’s new capital replacement reserves, totaling roughly $1.1 million per fiscal year. All other expenditure categories are expected to increase between 3-5.0% over the five year projection. Overall, expenditure budget increases from $48.3 million in fiscal year 2025-26 to $52.1 million in 2029-30.
The model does not include the required coverage of other funds that may require General Fund support such as the Fire Fund, which is expected to have a negative fund balance beyond the five year plan, as of fiscal year 2030-31.
The five year capital improvement plan incorporates projects relating to the City Council's strategic plan. For a list of budgeted projects that tie to the strategic plan, see the strategic plan intitiatives on at this link.
General Fund Long Range Outlook
General Fund Long Range Summary
Fiscal Year Revenues Expenditures Operating
Budget
Contingency
Reserve
Total Fund
Balance
2024-25 69,663,016 49,948,943 37,726,253 18,863,127 174,860,875 2025-26 68,607,024 48,281,258 41,155,358 20,577,679 195,186,641 2026-27 68,307,216 44,668,674 43,528,674 21,764,337 218,825,183 2027-28 68,338,800 47,899,082 46,559,082 23,279,541 239,264,901 2028-29 68,596,427 51,335,859 48,695,859 24,347,930 256,525,468 2029-30 68,884,310 52,076,231 52,076,231 26,038,115 273,333,548 102
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fund Balance
This scenario does not take into consideration the city’s major infrastructure project, the Civic Center project consisting of 50,000 square foot city hall, 25,000 square foot library, 20,000 square foot police station, 2 acre park, parking structure, and third fire station. As a result, fund balances continue to climb. However, it is highly likely that all available fund balance, in addition to new revenues, will be utilized towards the Civic Center project. It should be noted that the city’s capital improvement budget does not carry projects through to 2029-30, which is why fund balances increase and expenditures drop. As expenditures increase, the City’s assigned 50% emergency contingency reserve will grow. Overall, fund balances remain unusually healthy. It should be noted that this scenario assumes continued collection of non-operational, onetime in nature sales tax revenues.
FIRE FUND: Major Fund
Revenues: Expenditures:
The model forecasts property tax similar to the General Fund. The model forecasts a 2.5% property tax increase for 2025-264, and a larger 3.5% increase for 2026-27 and an average of 3.0% increases over the following years. The property tax calculations are based on HdL projections and the eventual slowing of commercial retail and industrial development, except for at the Leal Property starting in 2023-24. Leal related increases are discussed in more detail in the next section. Property tax makes up over 96% of the Fire Fund revenues. The other nominal categories are licenses, permits, and fees, and fines, penalties and forfeitures. Overall, the model forecasts revenues remaining flat throughout the forecast.
The model does assume fire staffing increases in fiscal year 2026-27; the increase is to staff a fire truck that will eventually reside at the city's third fire station at Scholar Way and 58th Street. Staffing the third fire apparatus will cost approximately $1.7 million annually. The purchase and increase in staff are both expected to occur in 2026-27, however the truck purhcase will not affect the Fire Fund, rather the purchase is earmarked within the General Fund as an assigned reserve. Most concerning is the operating budget exceeding revenues starting in fiscal year 2025-26 as contract services with the County are expected to increase due to the final phase in of a staffing model change. As the model projects, revenues will likely not match expenditures once the city staffs an additional fire apparatus. Unless property valuations increase significantly, available fund balance in the Fire Fund will only be able to sustain the annual budget deficits one year beyond the five year projection, possibly in 2030-31.
The General Fund will need to contribute up to $2.3 million annually to support fire services once fund balances are depleted. The Leal development is expected to generate up to $750,000 annually in additional property tax, as such the $3.0 will not have to be fully supported by the General Fund.
Fire Fund Long Range Outlook
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fire Fund Five-Year Forecast
This year’s budget plan includes one model for long-range planning, based on trend analysis for current revenues and expenditures and including known Capital Improvement Projects and future infrastructure maintenance. Key assumptions in the Fire Fund long-range plan include the a change to Riverside County Fire's service model, which includes decreasing the weekly shift from 66 hours to 56 hours and continued revenue neutrality payments to Riverside County. The model excludes construction and operations of the city's third fire station at Scholar Way and 58th Street.
Fire Fund Projected Surplus/Deficit
Fiscal Year Revenues Expenditures Budget Surplus
(Deficit)
2024-25 9,590,000 9,148,200 441,800
2025-26 9,828,250 10,193,548 (365,298)
2026-27 10,165,903 12,394,402 (2,228,499)
2027-28 10,467,218 12,996,515 (2,529,297)
2028-29 10,777,589 13,628,180 (2,850,591)
2029-30 11,097,289 14,290,856 (3,193,567)
Fire Fund Long Range Summary
Fiscal Year Revenues Expenditures Contingency
Reserve
Total Fund
Balance
2024-25 9,590,000 9,148,200 6,861,150 17,261,101 2025-26 9,828,250 10,193,548 7,645,161 16,895,803 2026-27 10,165,903 12,394,402 9,295,802 14,667,304 2027-28 10,467,218 12,996,515 9,747,386 12,138,007 2028-29 10,777,589 13,628,180 10,221,135 9,287,415 2029-30 11,097,289 14,290,856 10,718,142 6,093,849 104
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fire Fund Fund-Balance Changes
The most concerning aspect of the fund balance assumption is that as expenditures increase beyond revenue generation in 2025-26 or 2026-27 the fund will fall into negative fund balance in either 2030-31 or 2031-32. This is a direct result of two aspects. Riverside County Fire costs have increased recently as the department changes operationally to mirror current staffing practices within the fire services. The second is a staffing increase due to the purchase and operation of a fire truck apparatus, also assumed to begin in 2026-27.
Additionally, as expenditures increase, the City’s assigned 75% emergency contingency reserve will need to grow. As of 2028-29, the city’s structural fire fund will no longer hold enough reserve balances to fund the 75% emergency contingency reserve and fund balances become negative beyond the five year projection. As a result, the General Fund will be required to not only fund the operational deficit by 2030-31, the General Fund will also be required to fund the fire services contingency reserve projected to total $10.7 million by fiscal year 2029-30, and also fully fund the city's third fire station construction.
OTHER FUNDS: Non-Major
Five Year Other-Fund Forecasting
Gas Tax Fund: Non-Major Fund
Revenues
The scenario forecasts gas tax revenues in alignment with trended projections provided by the California City Finance Group through 2024-25 and estimated annual population change and expected specific tax category growth. Remaining fiscal years use 2024-25 year data multiplied by section 210 estimated growth, multiplied by Eastvale specific population growth divided by statewide population growth. The Highway Users Tax Account (HUTA) is expected to grow by approximately 1.024% for 2025-26, and 1.001% increase for 2026-27 and an average of 1.095% increases over the following years. HUTA makes up 99% of the Gas Tax Fund revenues, with interest income providing the balance of revenues. Overall, the scenario projects $2.0 million in the 2025-26 fiscal year reducing to approximately $2.6 million in 2029-30.
Expenditures
Gas Tax expenditures are restricted to maintenance, rehabilitation, and improvement of the city’s public street infrastructure. Expenditures include nominal annual maintenance for storm drain and traffic signals. The largest expenditures relate to the city’s Capital Improvement Plan. Projects for fiscal years 2025-26 through 2028-29 include annual overlay, traffic signal battery backups, catch basin and storm drain maintenance, and citywide entryway and median improvements. The CIP does not extend to fiscal year 2029-30.
Fund Balance
Fund balance is expected to decline at the end of June 30, 2025; fund balance is projected at $695,189 and will hover at zero fund balance moving forward, as the funds will be fully utilized for the capital improvement plan.
Five Year Other-Fund Forecasting
Measure A Fund: Non-Major Fund
Revenues
The scenario projects Measure A revenues in alignment with trend projections provided by the Riverside County Transportation Commission through fiscal year 2027-28. The remaining fiscal years use trend data collected by staff to project revenue growth. Measure A tax revenue makes up 99% of the Maeasure A Fund revenues, with interest income providing the balance of revenues. Overall, the scenario projects an 23% decrease from fiscal year 2025-26 through 2029-30, from $3.14 to $2.42 million.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenditures
Measure A expenditures are restricted to maintenance, rehabilitation, and improvement of the city’s public street infrastructure as approved by Riverside County.The largest expenditures relate to the city’s Capital Improvement Plan. Projects for fiscal years 2025--26 through 2028-29 include annual overlay, trail improvement connectivity, pavement slurry seal, citywide entryway and median branding, and traffic signal synchronization. The CIP does not extend to fiscal year 2029-30.
Fund Balance
Fund balance is expected to decline at the end of June 30, 2025, but increase into future years; fund balance is projected at $415,750 and will increase to $5.5 million as of June 30, 2030. It is likely that Gas Tax capital improvement projects can be moved into Measure A to relieve funding stress on the Gas Tax fund.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 General Fund Departments Table of Contents
City Council
City Attorney
City Clerk
Communications
Community Services
City Manager
Human Resources
Risk Management
Finance
Information Technology
General Government
Community Development Administration
Economic Development
Planning
Public Works
Engineering
Public Works/Streets
Facility Maintenance/Landscape Maintenance
Community Safety Administration
Building Safety
Code Compliance
Law Enforcement - Animal Control - Crossing Guards
Line Item Detail
General Fund Revenue Detail
General Fund Expenditure Detail
Funds Table of Contents
OTHER GENERAL FUNDS
FIRE FUND
Fund 110: Fire Protection Fund
Line Item Detail
Fire Fund Revenue Detail
Fire Fund Expenditure Detail
SPECIAL REVENUE FUNDS
Fund 200: Gas Tax
Fund 205: Road Maintenance and Rehabilitation Act
Fund 206: Area Drainage Plan (ADP)
Fund 210: Measure A
Fund 211: Transportation Development Act (TDA)
Departments & Funds Detail
FY 2024-25 Operating and Capital Improvement Budget
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Fund 220: Air Quality Management District (AQMD)
Fund 240: Miscellaneous Grants
Fund 241: Grants - Coronavirus Relief
Fund 242: Grants - American Rescue Plan Act
Fund 243: Public, Educational, or Governmental Access Fund Fund 250: Community Development Block Grants
Fund 260: Local Law Enforcement Services
Fund 270: Transportation Uniform Mitigation Fee Reimbursement Development Impact Fee Funds
Fund 290: Transportation Facilities
Fund 291: Fire Facilities
Fund 292: Public Facilities
Fund 293: Road and Bridge Benefit District
Special Assessment Districts: Landscape Lighting Districts Fund 300: LLMD 89-1, Zone 10
Fund 301: LLMD 89-1, Zone 33
Fund 302: LLMD 89-1, Zone 41
Fund 303: LLMD 89-1, Zone 79
Fund 304: LLMD 89-1, Zone 85
Fund 305: LLMD 89-1, Zone 111
Fund 306: LLMD 89-1, Zone 115
Fund 307: LLMD 89-1, Zone 116
Fund 308: LLMD 89-1, Zone 147
Fund 309: LLMD 89-1, Zone 151
Fund 310: LLMD 89-1, Zone 156
Fund 312: Landscaping and Lighting Maintenance District 2014-1 Fund 313: Landscaping and Lighting Maintenance District 2014-3 Fund 314: Landscaping and Lighting Maintenance District 2014-4 Special Assessment Districts: Benefit Assessment Districts Fund 311: Benefit Assessment District 2014-2
Special Assessment Districts: Community Facility Districts Districts Fund 315: Community Facility District 2019-1 (Cloverdale) Fund 400: Community Facility District 2017-1 (Goodman Commerce Center) Fund 401: Community Facility District 2017-2 (Sendero)
Fund 402: Community Facility District 2020-1 (Hamner Place) Special Assessment Districts: JCSD Transferred Districts Fund 403-485: JCSD Transferred Landscape Lighting Districts Fund 486-490: JCSD Transferred Illumination Districts
Debt Service Funds
Fund 500: Debt Service
Capital Project Funds
Fund 600: General Capital Projects
Capital Replacement Funds
Fund 601: General Information Technology Capital Replacement Fund Fund 602: General Fleet Capital Replacement Fund
Fund 603: General Street Maintenance Capital Fund
Fund 604: General Facility Maintenance Capital Fund
Fund 605: General Catch Basin & Storm Drain Maintenance Capital Fund All Other Funds Line Item Detail
All Other Funds Revenue Detail
All Other Funds Expenditure Detail
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Personnel Table of Contents
Authorized Position List
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenditures by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $97,933 $91,101 $123,668 $187,306 $0
Operations $135,180 $80,780 $127,500 $119,900 $0
TOTAL $233,112 $171,881 $251,168 $307,206 $0
$171,880.51
Expenses in 2023
$0
$20K
$40K
$60K
$80K
$100K
$120K
$140K
$160K
$180K
$200K
$220K
$240K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Mayor Pro Tem 1 1 1 1
CouncilMember 3 3 3 3
Mayor 1 1 1 1
FTE 5 5 5 5
Summary
City Council
General Fund: 100; Department: 100
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
PM
110
537
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The City Council provides policy direction upon which all actions, programs, priorities, and performance are based. The Council relies on input from appropriate committees, commissions, and constituents interested in the issues under consideration to assist the public debates to formulate policies that reflect the needs and priorities of the residents of Eastvale. The City Council strives to promote the economic, cultural, and governmental well-being of the community and to establish and maintain cooperative and effective relationships with state, local, and federal agencies to influence policy decisions, legislation, and services which affect the City of Eastvale.
Accomplishments
City of Eastvale’s 2023-2024 Fiscal Year Budget received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA).
1. 2. Partnered with JCSD and the Eastvale Chamber of Commerce on the annual Veterans Day Ceremony
3. Partnered with the Eastvale Chamber of Commerce to host the State of the City and Taste of Eastvale events Goals
1. Execute priorities and targets as part of the Strategic Plan.
2. Provide quality City and Public Safety services.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $579,071 $423,757 $482,961 $553,202 $0
Operations $30,400 $97,499 $195,700 $202,800 $0
TOTAL $609,470 $521,256 $678,661 $756,002 $0
$521,255.90
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
$700K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Management Analyst 1 1 0 0
Extra Help - Acting City Manager 0 0 0 0
Executive Assistant 1 1 0 0
Assistant to the City Manager 1 1 1 1
Intern 1.25 1.25 0.5 1
City Manager 0 0 1 1
Economic Development Manager 0 0 0 0
FTE 4.25 4.25 2.5 3
City Manager
General Fund: 100; Department: 200
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated Jun 06, 2024,
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Department Summary
The City Manager is appointed by the City Council and serves as the Chief Executive Officer of the City. The City Manager is responsible for the daily administration of the City and appoints and supervises all department directors. The goal of the City Manager’s office, with the assistance of the Assistant to the City Manager, is to provide comprehensive coordination and direction of city activities, finances, and personnel to deliver effective, efficient, and economical municipal services.
Department Accomplishments
1. Hosted a workshop to reaffirm the Strategic Plan
Coordinated new military banner installations in May and November to honor and recognize 16 active resident military members.
2. 3. Organized five Roadway Adoption City Staff clean-ups.
Partnered with the Eastvale Chamber of Commerce on the Veterans Day recognition campaign and provided 150 Veteran’s Day signs.
4. 5. Partnered with Eastvale’s Youth Council.
6. Hosted the 2023 Residents Leadership Academy.
Department Goals
Update the City’s administrative policies to maintain compliance and help establish the legitimacy of management’s actions by creating uniformity across departments.
1. 2. Host a Strategic Plan Workshop and update our current plan.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational
Development T5, G3 Develop long-term financial model
Target #2 – Economic Development T6, G4 Identify and/or develop venue for inclusion Target #3 – Infrastructure T6, G2 Insure that City is inclusive of everyone Target #4 – Public Safety T6, G1 Collaborate to provide cultural and diverse events Target #5 – Financial Planning T4, G6, Community enhancement and safety Target #6 – Inclusion T1, G6 Transition contract services in house for CalPERS compliance Target #7 – Innovation &
Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-25
Target
Roadway Adoption CleanUps 6 2 6 6 4 6 3 6 Military Banners 6 2 10 10 15 10 16 15
STRATEGIC MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-25
Target
Maintain 50% Operating Reserves
Budget 5 3 Yes Yes Yes Yes
Strategic Plan Completed Action
Items N/A N/A 170 170 160 160 170 160
Policies N/A N/A 4 N/A 4 5 4 5
Veterans Day Sign Campaign 6 2 105 N/A 150 175 140 150 Youth Council 6 2 1 N/A 1 1 1 1
113
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Leadership Academy 6 2 1 N/A 1 1 1 1
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $440,936 $357,174 $486,515 $602,031 $0
Operations $180,583 $244,599 $379,660 $391,790 $0
Capital Outlay $29,628 $0 $0 $0 $0
TOTAL $651,148 $601,773 $866,175 $993,821 $0
$601,772.85
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
$700K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Administrative Specialist 2 0 0 0
Human Resources & Risk Manager 0 0 0 0
Human Resources & Risk Management Analyst 2 1 1 1
Human Resources Technician 0 1 1 0
Deputy Human Resources/Risk Management Director-UF 1 1 0 0 Payroll Coordinator 2 1 1 1
Assistant Human Resources/Risk Management Director 1 0 1 1 Human Resources Specialist 0 0 0 1
FTE 8 4 4 4
City Manager: Human Resources Division
General Fund: Fund 100; Department: 220
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Division Summary
The City of Eastvale staff strives to positively impact the lives of thousands of people who choose to live, work, and play within city limits. The Human Resources Division is responsible for benefits administration, recruitment & selection, classification & compensation, labor relations, employee safety, and organizational development. Our people-focused organization encourages collaboration, respect, and is committed to creating a workplace of diversity and inclusion while adhering to federal, state, and local laws and regulations.
Department Accomplishments
1. Conducted a Classification & Compensation study to develop a competitive classification system that supports the City’s mission, fosters the attraction and retention of qualified individuals, and provides opportunities for employee growth and development.
2. Hosted the City’s first internal Leadership Academy to provide professional development and leadership tools to the City team.
3. Resolved CalPERS audit from 2012-2018 for contract services.
4. Revised Personnel Policies and Procedures Manual and adopted additional policies to ensure compliance with current federal and state legislation.
5. Conducted an onsite Benefits Fair to provide employees with the information needed regarding their benefits.
Department Goals
1. Conduct Engagement Survey to gain insight into enhancing employee/team morale and culture to retain top talent.
2. Continue to develop Strengths Based Leadership and incorporate the City’s Purpose and Values.
3. Implement an Employee Wellness Program to improve employee health and well-being.
4. Implement a Supervisor/Manager training program that will build the capacity of new and experienced managers and supervisors to lead with vision, confidence, equity, and inclusion while maintaining compliance with applicable laws, regulations, and reporting requirements.
5. Conduct a comprehensive Human Resources audit to assess the efficiency, compliance, and effectiveness of current human resource practices, policies, and procedures with the aim of identifying areas of improvement.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational Development T1, G1 Right-size the organization and staffing consistent with City services, needs, expectations, and strategic plan priorities
Target #2 – Economic Development T1, G2 Implement strategies to remain competitive in attracting and retaining talent
Target #3 – Infrastructure T1, G3 Invest in training for staff and in developing talent Target #4 – Public Safety T1, G4 Ensure that customer service levels are optimal Target #5 – Financial Planning T1, G5 Identify and recommend tools necessary for optimal employee performance
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actual
2024-25
Target
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Accidents & Injuries/Year 1 5 4 5 2 3 5 3
Claims Processed/Year 1 NA 20 20 13 20 23 20
Average Applicants per Recruitment 1 2 33 40 30 50 105 50 Works Comp Claims/Year 1 5 0 5 2 5 3 5
STRATEGIC MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actual
2024-25
Target
Turnover Ratio 1 2 16% 10% 15% 10% 16% 10%
Contract Services converted to in-house 1 1 10 6 3 2 1 2 Days to Hire 1 2 53 50 69 60 66 60
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $365,803 $378,704 $629,320 $682,200 $0
Personnel $20,875 $9,451 $117,560 $191,000 $0
TOTAL $386,678 $388,154 $746,880 $873,200 $0
$388,154.24
Expenses in 2023
$0
$50K
$100K
$150K
$200K
$250K
$300K
$350K
$400K
2022 2023
Department Summary
It is the responsibility of the Risk Management Division to ensure that all City employees are provided with a safe and secure working environment by offering comprehensive training programs, managing adherence and compliance with state and Occupation Safety and Health Administration (OSHA) safety mandates, and managing the general, auto, and property liability insurance for the City.
Department Accomplishments
1. Provided training the following safety and risk management related trainings:
Active Shooter Training
CPR & First Aid Training
Sexual Harassment Prevention Training
City Manager: Risk Management Division
General Fund: Fund 100; Department: 230
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Ethics Training
Defensive Driving Training
Heat Illness Prevention Training
Cybersecurity Training
Threat Assessment Training
Department Goals
1. Transition worker’s compensation coverage from the State Compensation Insurance Fund to the Public Entity Risk Management Authority to provide a higher level of service to injured employees.
2. Evaluate and mitigate workplace safety, equipment, automobile, and general liability risk.
3. Implement a comprehensive Employee Safety Training Program.
4. Conduct a comprehensive Risk Management Program Assessment to enhance the efficiency and effectiveness of current risk management programs and policies.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $317,860 $295,852 $370,000 $382,800 $0
TOTAL $317,860 $295,852 $370,000 $382,800 $0
$295,852.20
Expenses in 2023
$0
$50K
$100K
$150K
$200K
$250K
$300K
$350K
2022 2023
Department Summary
The City Attorney’s Department provides comprehensive legal services for the City Council, City Manager, and City Departments. The City Attorney’s Department provides legal advice and research on municipal law matters; reviews, drafts, and approves as to form contracts, ordinances, resolutions, and other documents; advises on personnel matters; and, as needed, represents the City in litigation and before administrative bodies. The City Attorney is appointed by the City Council.
Department Accomplishments
The City Attorney’s Department has achieved the following:
City Attorney
General Fund: 100; Department: 110
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
1. Continued to work closely with City staff on the implementation of the Development Agreement with The New Home Company for the development of the Leal Property and Civic Center.
2. Prepared a Project Manual for the construction of the Civic Center, including form documents for all stages of the construction project.
3. Assisted the City with personnel matters, including a comprehensive update to the City’s Personnel Policies and Procedures Manual, and worked closely with outside special counsel.
4. Supervised outside special counsel representing the City in appeals filed by individuals of determinations by CalPERS with respect to the employer compliance review related to the City’s use of independent contractors. Undertook the representation of the City in lawsuits filed by two individuals related to this issue.
5. Worked closely with staff on assessing the viability of the takeover of frontage landscaping responsibilities and other matters related to JCSD.
6. Advised the City on matters related to its Gann Limit and the application of Government Code Section 7902.2.2, eliminating the need for future voter-approved Gann Limit increases.
7. Advised the Community Enhancement and Safety Team on numerous code compliance issues.
8. Drafted, reviewed, and approved numerous professional services agreements and advised staff on compliance with the City’s purchasing ordinance requirements, Public Contracts Code requirements, and prevailing wage issues.
9. Reviewed numerous records requested by members of the public under the California Public Records Act for confidential and exempt information and assisted the City Clerk’s Department in responding to such requests.
Department Goals
1. Continue to provide efficient, high-quality legal services and serve as a trusted advisor to the City Council, City Manager, and Departments.
2. Support the City and provide strategic advice and counsel as it continues to work toward achieving the Strategic Plan goals.
3. Work with staff to identify and prioritize updates to the Municipal Code and administrative policies.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target # Target #1 – Organizational Development Not Applicable
Target #2 – Economic Development
Target #3 – Infrastructure
Target #4 – Public Safety
Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target
#
Goal
#
2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-25
Target
Prepare or review draft professional services agreements within 3 business days of receipt of request 3 8 95% 95% 95% 95% Review staff reports and related attachments within 3
business days of receipt 1 2 100% 100% 100% 100%
Prepare inspection warrant filings within 1 week of receipt of request and all necessary documentation 4 5 95% 95% 95% 95% Finalize policy updates within 90 days of direction to 1 5 100% 100% 100% 100% 121
548
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 proceed
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $339,422 $371,164 $431,751 $612,666 $0
Operations $105,210 $208,699 $194,380 $203,050 $0
Capital Outlay $35 $0 $0 $0 $0
TOTAL $444,667 $579,863 $626,131 $815,716 $0
$579,863.15
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
City Clerk/Communications Director 1.5 0.4 1 0
Assistant City Clerk 2 1 1 0
Administrative Specialist 1.5 0.75 1 1
City Clerk/Government Services Director 0 0 0 1
Deputy City Clerk 2 1 1 1
Senior Management Analyst 0 0 0 1
FTE 7 3.15 4 4
Department Summary
Government Services Department: City Clerk
General Fund: 100; Department: 120
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated Jun 06, 2024,
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The City Clerk’s office of the City of Eastvale is committed to ethically serving the needs of the residents of our community by providing equal access to open and transparent government, ensuring the integrity of the participatory process, bridging internal and external communication pathways, and enhancing the public’s trust in local government.
Conducting regular and special general municipal elections in consolidation with the County of Riverside for the election of City Council members and local initiatives, referendums, and recalls.
Administering Political Reform Act requirements related to campaign disclosure statements, conflict of interest filings, and AB 1234 Ethics Training.
Administering Brown Act requirements ensuring meetings, agendas, minutes, reports, public notices, resolutions, and ordinances are prepared, posted, and published pursuant to law.
Ensuring open and transparent access through records-related services including records management, retention, and Public Records Act programs.
Administering boards and commissions programs related to vacancies, orientation, commission handbook, and Maddy Act compliance.
Department Accomplishments
1. Processed over 2,000 passports and over 1,500 passport photos between July 2023 - April 2024.
2. Held one Passport Day event.
3. Made significant progress on City-wide Scanning Project.
Department Goals
Continue to improve the City’s records management system to enable quick response to public records requests, as well as to more efficiently assist City staff with document research.
1. 2. Maintain compliance with the City’s records retention policy on a quarterly basis.
3. Host up to two (2) Passport Days on Saturdays.
4. Continue to maintain all City records in digital format.
5. Implement internal access of Laserfiche to each department.
6. Conduct the November 2024 General Municipal Election.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target # Target #1 – Organizational Development Not Applicable
Target #2 – Economic Development Not Applicable
Target #3 – Infrastructure Not Applicable
Target #4 – Public Safety Not Applicable
Target #5 – Financial Planning Not Applicable
Target #6 – Inclusion Not Applicable
Target #7 – Innovation & Technology Not Applicable
WORKLOAD MEASURES
Objective Target # Goal # 2020-21
Actual
2021-22
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-25
Target
Amount of Public Records Requests Processed on a fiscal year basis 6 N/A 119 130 253 200 150 200
Amount of Passports applications processed 6 & 7 N/A 526 520 1,050 1,200 2,000 2,250
STRATEGIC MEASURES
Objective Target # Goal # 2020-21
Actual
2021-22
Target
2021-22
Actual
2022-23
Target
2023-24
Actuals
2024-25
Target
Percentage of City Council documents processed and finalized within 1 week of meeting (resolutions, ordinances, minutes) 6 & 7 N/A 100% 100% 100% 100% 100% 100% Percentage of City Council recaps sent out and meeting recording within 24 hours 6 & 7 N/A 100% 100% 100% 100% 100% 100% Percentage of City Council meeting minutes submitted for approval two weeks following the meeting, or the next scheduled meeting date, whichever occurs first 6 & 7 N/A 100% 100% 100% 100% 100% 100% 124
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $150,948 $198,662 $327,236 $254,862 $0
Operations $93,416 $121,594 $177,680 $177,680 $0
TOTAL $244,365 $320,256 $504,916 $432,542 $0
$320,256.09
Expenses in 2023
$0
$50K
$100K
$150K
$200K
$250K
$300K
$350K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Intern 0 2 0 0
Communications Officer 1 0 1 1
Communications Specialist 0 1 1 1
FTE 1 3 2 2
Division Summary
Government Services Department: Communications
Division
General Fund: Fund 100; Department: 260
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated Jun 06, 2024,
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 The City of Eastvale Communications Division, under the direction of the Government Services Department, works to provide important and valuable information to the community to ensure constituents are kept up to date with City occurrences. This information is disseminated through various platforms including the City’s website, social media outlets, the podcast, and coordinated press releases. All outreach efforts are rooted in the Communications Division’s guiding principles which focus on providing proactive and strategic communication, creating awareness, increasing collaboration efforts, inspiring inclusive community, and maintaining ongoing dialogues of two-way communication.
Division Activities
Eastvale's Communications Division prioritizes the on-going dissemination of innovative, transparent, and engaging public information. The division is responsible for providing the community with timely and accurate information regarding city events, news, and programs through the use of various media methods.
The methods include:
Good Morning Eastvale (podcast)
Instagram, Facebook, Twitter, LinkedIn, YouTube
Soofa signs
Billboards
Website
Press releases
Articles in Public CEO, JCSD brochure, and Inland Empire Magazine merchandise line
Division Accomplishments
1. Launched the city's first-ever merchandise line
Successfully produced 12 episodes of the City’s podcast, Good Morning Eastvale, on platforms such as Spotify, YouTube, and Apple Podcasts.
2. 3. Coordinated and hosted events including our Veterans Day event, 9/11 event, and State of the City.
Attended and presented at events like the Leadership Academy, Eastvale City Youth Council, eStem Expo, Eastvale Chamber of Commerce Business Breakfast Mixers, among others.
4. Enhanced social media presence and increased following with elevated templates, prevalent branding, and consistent posting.
5. 6. Continued to update the city's website to ensure functionality and brand compliance.
7. Maintained the City’s Adopt A Roadway Program and hosted our first "Top Performers" recognition event at City Council
8. Expanded Eastvale’s demographic outreach by reformatting Eastvale’s monthly newsletter.
9. Produced another edition of Eastvale’s “Year In Review” document.
Assisted the City’s Economic Development team on their ZIP Code Advocacy Project by creating a webpage, informational outreach, and a support form template.
10. 11.Wrote more than 20 speeches and scripts for Eastvale’s Councilmembers, City staff, and City Manager.
Produced 12 podcast videos, 3 State of the City videos, 5 event videos, an HR Recruitment video, 2 Economic Development videos, and a General Plan video.
12. Division Goals
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Increase community engagement through social media management, the City’s official website, and community outreach events.
1. 2. Enhance social media management through continuous social media policy and communications strategy updates.
3. Maintain a relationship with the community through City-hosted events.
4. Continue to invest in relationships with community partners.
5. Look for possible award recognition and innovative campaign opportunities.
6. Maintain the annual purchasing of graphic design tools and video editing software.
7. Encourage staff to frequent trainings and seminars that encourage growth and learning opportunities.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #6 Target #1 – Organizational Development T6, G4 Expand modes of communication beyond social media Target #2 – Economic Development T6, G6 Develop branding associated with events Target #3 – Infrastructure
Target #4 – Public Safety
Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals2024-25
Target
Number of videos produced 6 4 20 25 11 20 23 20
Number of media releases/articles written 6 N/A 15 14 21 25 15 20 Number of Awards won 6 N/A 3 4 3 3 0 1
Number of social media posts 6 N/A 450 N/A 559 600 420 420
STRATEGIC MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals2024-25
Target
Number of followers on social media 6 & 7 N/A 42,609 45,000 49,000 52,000 55,565 58,000 Develop the intern program and attract college students to participate, number of interns 2 2 1 1 1 1 1 NA
Number of initiatives created 6 N/A N/A N/A N/A 3 2 1
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $202,844 $245,386 $376,800 $334,100 $0
Personnel $39,968 $44,286 $49,764 $49,764 $0
Capital Outlay $61,674 $0 $65,000 $15,000 $0
TOTAL $304,485 $289,671 $491,564 $398,864 $0
$289,671.24
Expenses in 2023
$0
$50K
$100K
$150K
$200K
$250K
$300K
$350K
2022 2023
Department Summary
The Information Technology (IT) Services Division is under the direction of the Government Services Department, who works to implement, maintain, support, and enhance citywide technologies, which is primarily conducted through contract IT services. The Division’s primary goals are to provide both strategic vision, connectivity, and enterprise solutions to fulfill the City’s IT objectives in an efficient and effective manner, implement and maintain computer/software systems, enhance the City’s technology infrastructure, and provide high quality support services.
Department Accomplishments
Government Services Department: Information
Technology Division
General Fund: 100; Department: 240
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
1. Surplus obsolete IT equipment.
2. Provided on-site service to City facilities 4 days a week
3. Implemented new door access equipment for increased security at City facilities.
4. Continued to replace old user workstations and laptops.
5. Installation of additional desktop/computer stations for City staff.
Department Goals
1. Continue to inventory all IT equipment and surplus obsolete IT equipment.
2. Continue to provide high quality internal IT service to City staff.
Continually evaluate current IT infrastructure and suggest/implement new software/programs to allow City staff to manage internal/external City services more effectively.
3. Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target # Target #1 – Organizational Development T7, G7 Invest internally in software/technology improvements to enhance customer service
Target #2 – Economic Development
Target #3 – Infrastructure
Target #4 – Public Safety
Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals2024-25
Target
Resolving customer support calls to the IT desk 7 N/A 910 900 934 900 892 950 Number of customer service tickets processed 7 N/A 278 400 373 400 922 1,150 Number of different software maintained 7 N/A 9 9 9 9 12 12 Maintain reliability of City network by having less than 0.05% of unscheduled downtime 7 N/A 0 0 0 0 0 0
STRATEGIC MEASURES
Objective Target # Goal # 2020-21 Actual
2021-22
Target
2021-22 Actual2022-23
Target
2022-23 Actuals2023-24
Target
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Capital Outlay $69,104 $0 $111,000 $118,500 $0
Operations $252,831 $390,271 $368,980 $423,560 $0
Personnel $588,390 $748,983 $919,580 $1,330,586 $0
TOTAL $910,324 $1,139,254 $1,399,560 $1,872,646 $0
$1,139,254.19
Expenses in 2023
$0
$200K
$400K
$600K
$800K
$1M
$1.2M
2022 2023
Department Personnel
Finance
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Finance Manager 1 0 1 1
Senior Accountant 1 0 1 0
Finance Director/City Treasurer 1 0 1 1
Purchasing Manager 0 1 0 1
Principal Accountant 1 0 0 1
Accounting Technician 1 1 2 2
Intern 1 1 0 0
Accountant 1 1 1 1
Senior Accounting Technician 0 0 2 2
FTE 7 4 8 9
Finance
General Fund: Fund 100; Department: 210
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Department Summary
The Finance Department’s role is to manage and maintain financial records in conformity with generally accepted governmental accounting principles and in compliance with federal, state, and local laws. The department accounts for all revenues and expenditures, monitors internal controls, and processes warrants. Additionally, the department oversees the investment of public funds and cash management. The department prepares the Annual Comprehensive Financial Report in conjunction with, and subject to, the opinion of the City’s independent audit firm. Under direction of the City Manager, the department prepares the City’s annual budget and mid-year review. Additionally, the department also maintains a long-range financial planning document, allowing the department to simultaneously prepare the budget document and multi-year financial forecasts for all funds. The department prepares quarterly interim financial reports, which are presented to Council four times per fiscal year. The department also prepares monthly investment reports to the City Council. Finance collaborates with the City Manager and all City departments, providing timely financial information and assistance to meet the organizational, departmental, and strategic plan objectives.
Department Activities
Fiscal Policy Maintenance and Guidance - Prepare and implement policies and plans for effectively managing the City’s financial resources and maintaining long-term financial health; advise the City Manager on fiscal matters; review Council agenda reports and other policy documents for fiscal impacts.
Budget Administration - Administer and manage the annual budget process under City Manager guidance.
General Accounting Services - Maintain compliance with various applicable pronouncements and those established by the Governmental Accounting Standards Board (GASB); maintain City’s enterprise resource planning software, general ledger, and chart of accounts; monthly reconciliation of bank accounts. Responsible for the daily financial transactions for the City, and timely and accurate presentation of financial reports. Administer city-wide developer deposit accounts.
Investments, Banking Services, and Debt Service Administration - Manage the City’s investment portfolios in accordance with adopted policies including daily cash management and cash flow; coordinate project financing and debt service obligations.
Business Registration - Manage the business registration program; issues new registrations and annual renewals for the program.
Accounts Payable – Process accounts payable, issuing timely disbursements to vendors; review, maintain, and ensure internal controls and adherence to established payable procedures; file annual reports required by regulatory agencies; maintain vendor files.
Accounts Receivable – Maintain organization-wide accounts receivable and collection system.
Purchasing – Process department purchase requisition requests, maintain City purchase orders, and ensure purchases comply with the City’s purchasing ordinance.
Special District Formation & Administration – Participate in formation procedures and annual administration of 107 LLDs, LLMDs, CFDs, and BADs, levy setting, and budgeting.
Department Accomplishments
Completed the 2022-23 annual audits for the City’s Annual Comprehensive Financial Report, Measure A (county funding), and Western Riverside County Regional Conservation Authority.
1. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for fiscal year 2022-23, for the twelfth consecutive year.
2. 3. Unmodified city audit and no findings from audits. 132
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4. 5 Completed the 2023-24 Budget process and adopted the 2023-24 budget on June 28, 2023. Received GFOA Distinguished Budget Presentation award for fiscal year 2023-24, a fifth-time achievement for the City.
6. Implemented OpenGov budgeting software citywide and produced first online budget book.
7. implemented of SAP Concur AP/Expense management software citywide.
8. Implemented Governmental Accounting Standards Board pronouncement #96.
Maintained a fully staffed department of eight employees, while strategically outsourcing projects to optimize cost and efficiency.
9. 10.Implemented a monthly billing process for approximately twelve-hundred developer deposit accounts.
Continue to work with multiple departments to implement the Accela database for developer deposits and fixed fees and create new processes for developer deposit processing (Target #3, Goal #5).
11. 12.Completed Cost Allocation Plan and User Fee Study, adopted by City Council on January 24, 2024 (Target #3, Goal #6).
Department Goals
1. Prepare a Popular Annual Financial Report.
2. RFP for a collection agency for outstanding accounts receivable.
3. Issue financial statements before 12/31/2024.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational Development T5, G1 Develop ongoing strategies for investing Target #2 – Economic Development T5, G5 Ensure that the City's infrastructure keeps pace with development, and that developers pay their fair share
Target #3 – Infrastructure T5, G6 Ensure that City revenues align with expenditures Target #4 – Public Safety T5, G8 Be intentional about how we spend our money - do it once, and do it right Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal #
2021-
22 Target
2021-
22 Actual
2022-
23 Target
2022-
23 Actuals
2023-
24 Target
2023-
24 Actuals
2024-
25 Target
Number of journal entries processed in the fiscal
year. 5 5 700 937 720 1,220 720 1,450 1,000
Number of business license applications and
renewals. 5 6 1,600 2,490 1,650 2,700 1,650 2,850 2,000 Number of purchase orders approved in the
system. 5 8 100 179 110 190 110 300 200
Number of checks issued n/a n/a 1,500 1,632 1,600 1,500 1,700 1,550 1,600
STRATEGIC MEASURES
Objective Target # Goal #
2021-
22 Target
2021-
22 Actual
2022-
23 Target
2022-
23 Actuals
2023-
24 Target
2023-
24 Actuals
2024-
25 Target
Variance in regards to developer deposit balance. 5 5 34,000 35,742 35,742 2,219 1,500 2,219 1,500 Bank reconciliations completed within one month
of month end. 5 8 12 12 12 12 12 12 12 % of cash invested in liquid investment 5 1 55% 89% 75% 78% 75% 82% 75% Previous
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Transfers Out $6,597,427 $12,761,462 $12,259,392 $12,231,499 $0 Operations $4,666,331 -$904,940 $1,255,600 $1,244,400 $0 Personnel $109,816 $131,199 $376,000 $500,090 $0
Capital Outlay $21,000 $692,964 $0 $0 $0
TOTAL $11,394,573 $12,680,685 $13,890,992 $13,975,989 $0 $12,680,684.62
Expenses in 2023
$0
$2M
$4M
$6M
$8M
$10M
$12M
$14M
2022 2023
Department Summary
General Services includes General Fund expenditures that do not apply to a single department, miscellaneous expenditures that are not associated with any of the operating departments, or city-wide programs and expenditures. The General Government Division is a support division for all City services and includes copier leases, general office supplies, janitorial supplies, and city-wide postage charges. Additionally, the division houses CalPERS unfunded liability expenditures, other post-employment benefit annual payments, and software products utilized by multiple departments (PlanetBids, WaitWhile queuing system, and shredding services). The main category in this division is the City’s revenue neutrality payment to the County of Riverside based on the City’s incorporation agreement with the County. Transfers out of the general fund are also located in this division and comprise the majority of the departments costs. Transfers out include capital improvement plan contributions, capital replacement contributions, and general benefit transfers. More information can be found in the corresponding transfers and the cost allocation plan pages under the summary section of the budget document.
General Government Department
General Fund: Fund 100; Department: 290
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $475,240 $549,191 $412,355 $342,633 $0
Operations $633,629 $796,883 $96,960 $72,720 $0
Capital Outlay $0 $10,479 $0 $0 $0
TOTAL $1,108,869 $1,356,552 $509,315 $415,353 $0
$1,356,552.27
Expenses in 2023
$0
$200K
$400K
$600K
$800K
$1M
$1.2M
$1.4M
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Senior Administrative Specialist 2 2 2 2
Community Development/Public Works Director 1 1 0 0
Community Development Director 1 1 1 1
Administrative Specialist 0.5 0.5 0 0
FTE 4.5 4.5 3 3
Community Development Department:
Administration Division
General Fund: Fund 100; Department: 301
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Department Summary
The Community Development Department encompasses the Administration, Planning, and Economic Development Divisions.
The Planning Division is focused on creative urban planning and design solutions that result in a livable, high-quality built environment where Eastvale residents, businesses and visitors can live, work and play. The Economic Development Division strives to elevate the quality of life in Eastvale through fostering economic growth, prosperity, and stability within the community. The Administration Division is focused on creating and guiding the department's vision, securing and providing resources, fostering collaboration, and team building to ensure the Planning and Economic Development Divisions carry out their objectives. The 2024-2025 Fiscal Year is a pivotal year for the Community Development Department with the development of Downtown Eastvale, the implementation of Eastvale 2040, and enhancement of the City’s workforce development and business attraction programs. More collaboration between the Planning and Economic Development Divisions is also a key goal in this fiscal year.
Our Purpose
We help others build what’s important to them
Our Core Values
Caring - Be genuinely attentive and warmhearted
Humble - Selflessly serve others with modesty and respect Trustworthy - Be honest, reliable, and clear
The Administration Division is responsible for managing and administering the department's budget, spearheading development agreements, providing department vision and objectives, fostering collaboration, and team building to ensure the Planning and Economic Development Divisions carry out their objectives.
Department Accomplishments
The Administration Division accomplished the following major objectives and programs in FY 2023-2024:
Provided the Economic Development Division with resources and executive guidance on all major internal operations, business engagement, community engagement, community growth, and partnership objectives.
1. Provided the Planning Division with resources and executive guidance on all Long Range Planning, Project Management, and Public Information operations.
2. 3. Successfully adopted the Eastvale 2040 General Plan update.
4. Continued to advance and implement the Leal Master Plan Development Agreement with The New Home Company.
Successfully negotiated the parkland fee credits to acquire the civic center parcels in accordance with the development agreement.
5. 6. Updated the department's purpose statement and core values.
7. Created the Economic Development Manager position and hired the City Planner position to lead the two divisions.
8. Hired the senior administrative specialist position to provide executive administrative support to the director.
9. Created the vision for the Citrus Property to develop with community serving uses.
Hire Downtown Eastvale consultant team to engage with master developer of the commercial core and provide guidance and analysis on market feasibility.
10. Department Goals
In support of the City Council's Strategic Plan and objectives of the Planning and Economic Department Divisions, the following department goals will be implemented for FY 2024-2025:
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1. Enhance department software and technology for organization and efficiency.
Acquire civic center properties (Lots 5 and J) from Downtown Eastvale Master Developer in accordance with the development agreement.
2. 3. Complete the Hotel Study and Market Study for Downtown Eastvale.
4. Complete 2025-2026 Community Development Block Grant (CDBG) programming.
5. Develop a “Business First” permit streamlining program.
Implement Eastvale 2040 action items, including kicking off the Chandler Area Specific Plan and adopting a comprehensive zoning code update.
6. 7. Increase collaboration between the department's Planning and Economic Development Divisions.
8. Engage with potential master developers for the Downtown Eastvale commercial core.
Continue to manage the department's budget, spearhead development agreements, provide department vision and objectives, foster inter-departmental collaboration and team building to ensure the Planning and Economic Development Divisions carry out their objectives.
9. Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational Development T2, G1 Attract & retain businesses that align with diverse community needs and provide choices
Target #2 – Economic Development T2, G3 Create "destination Eastvale" with high quality & unique businesses Target #3 – Infrastructure T2, G4 Develop branding and identity for Eastvale Target #4 – Public Safety
Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal #
2021-
22 Target
2021-22 Actual2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals2024-25
Target
Number of businesses in the City 2 1 NA 1,616 NA 2,023 2,300 3,820 3,900 Meetings with interested businesses 2 1 NA NA NA 55 110 123 140 Reduce average wait for customers served at
the counter 2 2 NA 22 min 18 min 17 min 15 mins 10 mins 10 mins Reduce the entitlement process timeframe for
CUP planning applications 2 2 NA 2-3 mos 1-2 mos 1-2 mos 1-2 mos 1-2 mons 1-2 mos
STRATEGIC MEASURES
Objective Target # Goal #
2021-
22 Target
2021-22 Actual2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals2024-25
Target
Planning/Economic Development Collaborations 2 2 NA NA NA NA NA NA 4 Business Visits 2 1 NA NA 12 199 350 486 490
Business Incentive Programs 2 1 2 2 2 3 4 5 5
Number of CEQA exemptions to expedite
entitlements 2 2 NA 5 8 5 6 6 7
Number of entitlements for food and drink
businesses 2 3 NA 4 7 7 5 5 5
Develop counter exhibits to provide information
to the public on standards 2 2 NA - 5 5 5 0 4
Develop the intern program and attract college
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $0 $0 $619,485 $683,645 $0
Personnel $0 $0 $389,329 $455,075 $0
TOTAL $0 $0 $1,008,814 $1,138,720 $0
$0.00
Expenses in 2023
$0
2022 2023
Division Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Management Assistant 0 0 1 1
Intern 1 1 0.5 0.5
Management Analyst 0 0 0 1
Senior Management Analyst - UF 1 1 1 0
Economic Development Manager 1 1 1 1
FTE 3 3 3.5 3.5
Community Development Department: Economic
Development Division
General Fund: Fund 100; Department: 302
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Division Summary
The City of Eastvale's Economic Development Division strives to elevate the quality of life in Eastvale through fostering economic growth, prosperity, and stability within the community. It is the Economic Development Team's purpose to develop and implement innovative business and investment attraction, workforce development, and community development programs and initiatives. Additionally, the Division is responsible for collaborating with federal, state, county, and local partners and stakeholders to identify additional revenue-generating opportunities for the City, addressing emerging issues that impact Eastvale's community growth initiatives, and supporting activities that can retain talent in the local workforce. Embracing the “Business First” approach, the Economic Development Division continues to align resources with opportunities to ensure that Eastvale’s economy remains strong, innovative, and vibrant for the years to come.
Division Activities
The Economic Development Division currently houses an Economic Development Manager, a Management Analyst, a Management Assistant, and an Economic Development Intern. Together, these individuals manage and lead a wide range of economic development projects, such as supporting Downtown Eastvale and the Civic Center's development, conducting market studies to analyze local trade area data, organizing business recognition and engagement programs, coordinating business grand openings, hosting site selection services for interested businesses and developers, operating the Business Incentive Loan Program, offering and creating various business resources, attending real estate conferences (ACRE SoCal & ICSC) to market Eastvale's development opportunities, and implementing community outreach and educational activities.
Additionally, the Economic Development Division manages and leads various special projects and programs that address the City's emerging challenges and support Eastvale's community growth. These efforts include attracting educational institutions and medical institutions to be interested in Eastvale's retail market, leading grantwriting activities and seeking funding from federal and state government agencies, collaborating with local commercial property owners to innovatively and strategically create available retail opportunities, conducting long-range planning to provide community services for the City's residents and businesses, advocating for Eastvale to obtain an independent ZIP code, and branding Eastvale as a "Business First" city that welcomes businesses and developers.
Division Accomplishments
The Economic Development Division accomplished the following major objectives and programs in FY 2023-2024:
Internal Operations:
Business Engagement:
Conducted an internal Strategic Planning session and developed a 3-Year Economic Development Strategic Plan to support the City Council's Strategic Plan.
1. Enrolled Eastvale in Riverside County's On-the-Job (OTJ) Workforce Training Program to allow the City to receive partial salary reimbursements for certain entry-level positions.
2. 1. Visited businesses in all of Eastvale's shopping centers at least twice in a year.
2. Revamped the Business Incentive Loan Program to streamline administrative reporting requirements.
Attended the ICSC Western Conference, the ICSC Las Vegas Conference, and various Inland Empire real estate conferences to market Eastvale's retail opportunities.
3. 4. Rebranded the Eastvale Shopping Center Success Roundtable to further engage local commercial property owners and 140
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Community Engagement:
Community Growth:
Partnerships:
managers. 5. Obtained at least 46 businesses' interest to open in Downtown Eastvale's commercial core.
1. Conducted an "Economic Development Overview" roadshow to showcase business attraction efforts in the community.
Launched quarterly "Economic Development Storytelling Videos" to educate residents and businesses about business resources and business attraction strategies.
2. 3. Re-launched the "Love Eastvale, Shop Eastvale" Shop Local Campaign.
Submitted six funding requests to Congress to support the City's Civic Center development, public safety projects, and long-range planning activities.
1. 2. Secured $500,000 from Congress to support the development of the Limonite Gap Closure Project.
3. Supported the County of Riverside to adopt a 5-Year CDBG Consolidated Plan.
4. Completed the Downtown Eastvale Market & Hotel Studies.
5. Convinced the USPS to change ZIP Code 92880's designation from "Corona" to "Eastvale." Established a formal partnership with the Riverside County Workforce Development Board to support Eastvale's business attraction and retention efforts.
1. Established a formal partnership with Discover Inland Empire to boost tourism activities in the Western Inland Empire Region.
2. Division Goals
Based on the 3-Year Economic Development Strategic Plan that was internally developed to support the City Council's Strategic Plan, the following additional initiatives will be launched and implemented for FY 2024-2025, including:
Broker Engagement Strategy
Business First Branding
Educational Institution Attraction Strategy
Law Enforcement Business Attraction Involvement Strategy Medical Institution Attraction Strategy
Neighboring Cities' Economic Landscape Evaluation
Property Vacancy Outreach Strategy
Public Safety Enhancement Strategy for Shopping Centers Sales Tax Agreement Monitoring and Evaluation Strategy
Top Sales Tax Generator Outreach Strategy
In addition to these new initiatives, the Economic Development Team continues to strive to expand business attraction and retention programs, create "Destination Eastvale," enhance the City's branding and identity, implement additional business recognition programs, provide workforce development resources, and further streamline the development process.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational Development T2, G2 Streamline the development process Target #2 – Economic Development T2, G3 Create "Destination Eastvale" with high quality and unique businesses Target #3 – Infrastructure T3, G5 Ensure that the City's infrastructure keeps pace with development and that developers pay their share
Target #4 – Public Safety
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals
2024-
25 Target
Reduce average wait for customers served
at the counter 2 2 22 min 18 min 17 min 15 mins 10 mins 10 mins Reduce the entitlement process timeframe
for CUP planning applications 2 2 2-3 mos 1-2 mos 1-2 mos 1-2 mos 1-2 mons 1-2 mos
STRATEGIC MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actuals2023-24
Target
2023-24 Actuals
2024-
25 Target
Number of CEQA exemptions to expedite
entitlements 2 2 5 8 5 6 6 7
Number of entitlements for food and drink
businesses 2 3 4 7 7 5 5 5
Develop counter exhibits to provide
information to the public on standards 2 2 - 5 5 5 0 4
Develop the intern program and attract
college students to participate, number of
interns 2 2 3 4 3 3 0 1
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $427,963 $508,170 $577,068 $688,777 $0
Operations $182,831 $178,159 $412,345 $430,130 $0
TOTAL $610,794 $686,329 $989,413 $1,118,907 $0
$686,328.58
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
$700K
2022 2023
Division Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Senior Planner - UF 0.5 0.5 1 1
Principal Planner - UF 1 1 0 1
Planning Technician 0 0 1 1
Planning Manager 0 0 0 0
Assistant Planner 1 1 0 0
Associate Planner 0 1 1 0
Intern 0.5 0.5 0.5 0
City Planner 1 0 1 1
FTE 4 4 4.5 4
Community Development Department: Planning
Division
General Fund: Fund 100; Department: 300
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Division Summary
The Planning Division is focused on creative urban planning and design solutions that result in a livable, high-quality built environment where Eastvale residents, businesses and visitors can live, work and play. The Division is responsible for three main sections: Long Range Planning, Project Management, and Public Information. The Long Range Planning section is responsible for implementing the City’s long-range initiatives through the Eastvale 2040 General Plan and Zoning Code, participating in regional planning activities, and ensuring that the City remains up to date with regard to state and federal mandates for planning, zoning and environmental protection. The Current Planning section is responsible for the processing of private development entitlement applications for compliance with City policies and regulations in a timely and consistent manner that delivers results to applicants. The Public Information section provides the general public with prompt planning and zoning information in response to email, telephone, and over-the-counter inquiries, along with providing administrative application review, such as plan checks. The Division, as a whole, provides staff support to the City Council and Planning Commission and coordinates the environmental analysis of proposed public and private projects. The Division also coordinates with and supports the work of the Public Works, and Economic Development Divisions as well as the Community Safety, Finance, and Communications/City Clerk’s Departments.
Division Accomplishments
1. Entitlements for Magnolia Ranch Residential Community.
2. Entitlements for Dutch Bros, Quick Quack, and Zendejas at Chandler Plaza.
3. Processed entitlement for 320-unit multi-family units within PA 2 of the Leal Master Plan.
4. Alcohol Licenses for Dog Haus and Tenmaya Restaurants.
5. Plan checked 438 residential units within PAs 1, 6, 7A, and 8 of the Leal Master Plan.
6. Plan checked 170,537 square foot Walmart retail store and 16-pump, 1,358 square foot Fueling Station.
7. Plan checked 5 business park buildings totaling 253,252 square feet at the Goodman Commerce Center.
8. Plan checked 77,000 square foot Rivian Online Sales and Ancillary Service Center facility.
9. Plan checked Taco Bell at The Merge, Dunkin Donuts, All American Express Carwash, and Beyond Food Mart
10.Approved 30 ADUs and JADUs
11.Approved over 10 community wide events
12.Developed the Grand Park program with UCLA landscape architecture graduate students.
13.Adopted the Eastvale 2040 General Plan Update and Draft Programmatic Environment Impact Report (DEIR).
Adoption of the Electric Vehicle Charging Station Streamlining Ordinance and the Medicinal Cannabis Retailers-Delivery Only Ordinance
14. 15.Developed draft section of the Comprehensive Zoning Code update.
16.Develop Zoning Code interpretation for Small Accessory Structures
17.Comprehensive update of Eastvale Story Map
18.Kicked off public outreach program for the Civic Center Downtown project.
19.Developed the Civic Center Downtown conceptual site plan.
20.Released RFP for On-Call Planning Services and entered into a one-year contract with Michael Baker International.
21.Managed the Eastvale Civic Center Parking Demand Study.
22.Submitted for approximately $175,000 in reimbursement for the close out of Senate Bill 2 Grant funds.
Prepared and submitted the annual Housing Unit Survey for the Department of Finance and the Annual Housing Element Progress Report for Housing and Community Development (HCD) and the Governor’s Office of Planning and Research (OPR).
23. 24.Reviewed and provided comments on 16 outside agency notices.
25.Approve and/or renew 200 business registration requests.
26.Served over 280 customers with over-the-counter planning inquiries and assisted with 2,000 Building and Safety inquiries.
27.Served over 3,000 customers with over the phone and email inquiries. 144
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1. Develop virtual interface through Accela for residents and businesses to apply and track their permits online.
2. Utilize Accela for final project file database.
3. Allow for online application submittals via Accela.
4. Ensure projects are meeting the requirements of the Permit Streamline Act.
Develop a searchable GIS platform that provides basic parcel information to users. This would provide a valuable resource to the community.
5. 6. Assist with the design, location, and entitlement of the Civic Center downtown project.
7. Complete change of zone for Housing Element implementation items.
8. Adoption of a comprehensive Zoning Code amendment.
9. Address a variety of minor and technical issues to increase efficiency for residents and the business community.
10.Development of a new Zoning Code format, consistent with the Eastvale 2040 update including new zoning designations.
11.Incorporate state housing law requirements in the Zoning Code
12.Update the City’s Objective Design Standards.
13.Develop pre-approved ADU plans and establish permitting process to be compliant with Assembly Bill 1332.
14.Work with adjoining communities to manage growth and potential impacts to Eastvale.
15.Kick off public outreach program for the “Chandler Specific Plan.”
16.Ensure adequate staffing levels for the development of Downtown Eastvale.
Process entitlements related to Walmart outparcel buildings, Sumner Place, Vernola property, Planning Areas 4, 7, 9, 10, 11, and 14 of the Leal Master Plan and various Chandler area properties.
17. Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target #1 – Organizational Development T2, G2 Streamline the development process Target #2 – Economic Development T2, G3 Create "Destination Eastvale" with high quality and unique businesses Target #3 – Infrastructure T3, G5 Ensure that the City's infrastructure keeps pace with development and that developers pay their share
Target #4 – Public Safety
Target #5 – Financial Planning
Target #6 – Inclusion
Target #7 – Innovation & Technology
WORKLOAD MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-
25 Target
Reduce average wait for customers served
at the counter 2 2 22 min 18 min 17 min 15 mins 10 mins 10 mins Reduce the entitlement process timeframe
for CUP planning applications 2 2 2-3 mos 1-2 mos 1-2 mos 1-2 mos 1-2 mons 1-2 mos
STRATEGIC MEASURES
Objective Target # Goal # 2021-22
Actual
2022-23
Target
2022-23
Actuals
2023-24
Target
2023-24
Actuals
2024-
25 Target
Number of CEQA exemptions to expedite
entitlements 2 2 5 8 5 6 6 7
Number of entitlements for food and drink
businesses 2 3 4 7 7 5 5 5
Develop counter exhibits to provide
information to the public on standards 2 2 - 5 5 5 0 4
Develop the intern program and attract
college students to participate, number of
interns 2 2 3 4 3 3 0 1
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $715,531 $760,440 $1,415,359 $1,624,933 $0
Operations $731,061 $659,081 $1,447,970 $1,448,185 $0
Capital Outlay $722 $0 $160,000 $160,000 $0
TOTAL $1,447,314 $1,419,521 $3,023,329 $3,233,118 $0
$1,419,521.09
Expenses in 2023
$0
$200K
$400K
$600K
$800K
$1M
$1.2M
$1.4M
$1.6M
2022 2023
Division Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Principal Engineer 2 1 2 2
City Engineer 1 1 0 0
Management Analyst 1 0 1 1
Engineering Technician 1 1 1 1
Associate Engineer 0 0 1 1
Assistant Engineer 0 1 1 1
Public Works Director/City Engineer 0 0 1 1
Senior Engineer 1 1 1 1
FTE 6 5 8 8
Public Works: Engineering Division
General Fund: Fund 100; Department: 320
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 21, 2024, 3:38
PM
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Division Summary
The Public Works Engineering Division is committed to the maintenance and operation of the City of Eastvale’s infrastructure.
This includes ensuring the safety and quality of streets, sidewalks, traffic signals, street lights, traffic signs, landscape, and storm drain inlets. Through initiatives such as the Capital Improvement Program, we actively improve the City’s infrastructure.
Our mission is to keep the amenities that make Eastvale a premiere location to live and raise a family and we work hard to make sure the needs of Eastvale residents are met and strive to exceed expectations every single day.
Engineering Division is responsible for the management, design, and construction of private development and capital/public projects. The division collects development fees, processes permits, and provides inspections for a variety of construction and non-construction activities within the public right-of-way. The private development services we offer ensure compliance with City Codes and reviews the development process. We also work closely with Federal, State, County, and public utility agencies where we are responsible for the management of grant-funded projects and programs.
Public Works/Engineering Division is focusing on managing high priority projects with a goal of developing procedures to provide more streamlined and standardized services to developments, utility companies, contractors, and other public agencies.
Division Accomplishments
LAND DEVELOPMENT
UTILITY COORDINATION
CAPITAL IMPROVEMENT PLAN
1. Managed 20+ private development projects.
Coordinated with SCE to assist development projects with relocating transmission poles along Archibald Avenue near Limonite Avenue.
2. 1. Streamlined Encroachment Permit process.
2. Issued 400 (encroachment, transportation, grading) Permits.
1. Applied 4.6 million square feet of slurry seal to city residential streets.
2. Applied 2 million square feet of cape seal to city residential streets.
3. Performed 24,000 tons of rubberized asphalt overlay.
4. Completed significant portion of Limonite Gap Closures project construction.
Completed 30% design of Active Transportation Project (ATP) – Trail Connectivity along Harrison Avenue and Scholar Way.
5. 6. Completed construction of Traffic Signal Dilemma Zone Detection project.
7. Installed Retroreflective Backplates on Traffic Signal Indicators at 39 intersections.
8. Developed a Local Roadway Safety Plan to implement a study of safety/accident data on city streets.
Division Goals
LAND DEVELOPMENT
1. Continue to manage development projects
2. Streamline and standardize services
3. Manage Geographic Information System (GIS) implementation across different applications make GIS available to public 148
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024
UTILITY COORDINATION
CAPITAL IMPROVEMENT PLAN
1. Review Right of Way (ROW) Encroachment permits within one week
1. Continue to work on Hamner Avenue Bridge Widening Project with City of Norco, County of Riverside and Caltrans.
2. Design, advertise for bid, and complete Annual Overlay and Slurry Seal Project.
3. Complete 100% design of ATP project– Trail Connectivity along Harrison Avenue and Scholar Way.
4. Continue to manage construction of Limonite Gap Bridge
5. Continue to develop Americans with Disability Act (ADA) Transition Plan.
6. Continue to seek funding opportunities for street and transportation projects.
7. Develop Smart City Master Plan
8. Develop Eastvale Alternative Drainage Master Plan.
9. Develop Eastvale Roadway Vision – conceptual design of Citywide walking and biking paths/trails.
10.Synchronize traffic signals along major corridors.
11.Continue to design for multiuse trail along Schleisman Road.
12.Develop conceptual plan for Eastvale “Highline” trail.
13.Continue to seek passive park opportunities.
14.Continue to work with developers on the Widening of Archibald and Limonite.
15.Continue to work with consultants on the design of the Civic Center.
16.Bid for construction the Civic Center project.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #A-G Target A - Public Safety C, H Ensure that City revenue align with expenditure Target B - Economic Development E, E Improve conectivity through the trails system Target C - Financial Planning F, C Develop and implement a smart city Target D - Inclusion G, A Developing talent
Target E - Infrastructure E, D Plan for synchronized traffic signals Target F - Innovation & Technology
Target G - Organizational Development
WORKLOAD MEASURES
Objective Target # Goal #
2021-
22 Actual
2022-23
Target
2022-23
Actual
2023-24
Target
2023-24
Actuals
2024-25
Target
ATP paths/trails design E E 2 2 1 2
Street segments along arterial with fiber
installed F C 10 7 20 11 20
STRATEGIC MEASURES
Objective Target # Goal #
2021-
22 Actual
2022-23
Target
2022-23
Actual
2023-24
Target
2023-24
Actuals
2024-25
Target
Smart City Master Plan F C 100% 5% 30% 5% 30%
Develop the intern program and attract
college students to participate, number of
interns G A 3 3 1 2 0 2
Plan for synchronized traffic signals E D 3
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
Dept 500 PW
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Personnel $0 $61,429 $533,626 $778,935 $0
Operations $82,158 $64,905 $301,450 $430,725 $0
Capital Outlay $5,663 $44,632 $0 $0 $0
TOTAL $87,820 $170,965 $835,076 $1,209,660 $0
Dept 510 PW Streets
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $281,965 $104,472 $180,000 $177,000 $0
Personnel $0 $0 $0 $319,737 $0
TOTAL $281,965 $104,472 $180,000 $496,737 $0
$275,437.44
Expenses in 2023
$0
$50K
$100K
$150K
$200K
$250K
$300K
$350K
$400K
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Management Assistant 0 0 0 1
Maintenance Coordinator 0 0 1 1
Landscape & Facilities Superintendent 2 0 0 0
Street Maintenance Worker 0 0 2 2
Public Works: Public Works & Streets Division
General Fund: Fund 100; Department: 500, 510
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Dept 500/510
PW/Streets
Data Updated May 21, 2024, 3:38
PM
150
577
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed Construction Inspector 4 4 0 1
Senior Construction Inspector 0 0 1 1
Senior Street Maintenance Worker 0 0 1 1
Public Works Manager 0 0 0 1
Public Works Superintendent 2 2 1 0
FTE 8 6 6 8
Division Summary
The Public Works Department strives to operate, preserve, and enhance the City's physical infrastructure and transportation systems. The Department provides a variety of community services including the construction, repair, rehabilitation and general upkeep of City streets, sidewalks, traffic signals, streetlights, traffic signs, and storm drain inlets. Public Works is responsible for maintaining approximately 415 lane miles of roadway, approximately 4,300 streetlights, 55 signalized intersections, and 1,200 catch basins. We also provide emergency support services throughout the City.
Division Accomplishments
1. Successfully implemented software to manage City owned assets
2. Recruit field staff to provide more effficient and cost-effective street repairs
3. Procured new trucks for field staff to facilitate the execution of field duties
4. Completed approximately 550 service requests from public (Gogov)
5. Cleaned and inspected 1,200 storm drain inlets and outfalls
6. Added no commercial vehicle parking signs throughout the City to increase enforcement Division Goals
1. Develop Traffic Safety Program.
2. Develop Public Works Manual and Standard.
3. Start overseeing the streetlight maintenance contract.
4. Annual catch basin cleaning schedule to meet the MS4 permit requirements.
5. Strategically replace traffic signs that do not meet the retroflectivity requirements.
6. Start crack sealing the streets.
7. Get the infrastructure ready for Citywide signal synchronization.
8. Continue to build on the asset management software and train staff to maximize the benefit of the software.
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
Dept 295 PW Facilities
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $467,728 $490,343 $303,560 $395,990 $0
Personnel $0 $67,302 $104,087 $166,942 $0
TOTAL $467,728 $557,645 $407,647 $562,932 $0
Dept 296 PW Landscape
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $1,074 $114,202 $99,000 $123,900 $0
Personnel $0 $67,302 $77,087 $154,442 $0
TOTAL $1,074 $181,504 $176,087 $278,342 $0
$739,149.10
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
$700K
$800K
2022 2023
Division Personnel
Position 2021-22 Amended 2023-24 Amended 2024-25 Proposed FTE
Maintenance and Operations Manager 0 1 1
Public Works: Facilities & Landscape Maintenance
Divisions
General Fund: Fund 100; Department: 295, 296
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Dept 295/296 PW
Facil/Lands
Data Updated May 21, 2024, 3:38
PM
152
579
Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Position 2021-22 Amended 2023-24 Amended 2024-25 Proposed Landscape & Facilities Maintenance Worker 0 1 1
FTE 0 2 2
Division Summary
Facilities Maintenance:
Facilities Maintenance refers to regular upkeep and repair of physical structures and equipment to keep them functional and safe for our occupants. This includes tasks such as cleaning, painting, plumbing, electrical work, HVAC maintenance, general repairs, and inspections / observations. The goal of building and facility maintenance is to ensure that the building remains in good condition, extends its lifespan, and provides a safe and comfortable environment for its users. Proper maintenance can also help prevent costly repairs or replacements in the future.
Our Purpose
To ensure the safety, functionality, and longevity of physical structures and equipment, through regular upkeep and repairs.
Our Values
We strive for excellence in all aspects of our work, and continually seek to innovate and improve our maintenance strategies to meet the evolving needs of our residents and industry.
Do it once and do it right.
Landscape Maintenance:
Landscape Maintenance involves the regular upkeep of public outdoor spaces such as streetscapes, medians, and City gardens. The purpose of landscape maintenance is to enhance the beauty and functionality of our city spaces while ensuring the safety of our users and preserving the natural environment. Maintenance tasks include mowing and trimming grass, pruning trees and shrubs, planting flowers and other vegetation, litter and debris cleanup, irrigation system maintenance and pest control. A well-maintained landscape can improve the quality of life for residents, promote economic development, and contribute to the overall health and wellbeing of the community.
Our Purpose
To create and maintain beautiful, functional, and safe outdoor spaces for our residents.
By keeping a well-maintained landscape, we can provide economic, environmental, and social benefits and contribute to a healthy and thriving community.
Our Values
We are committed to preserving and enhancing the natural beauty and functionality of public outdoor spaces through sustainable and efficient maintenance practices.
Division Accomplishments
Facilities Maintenance:
Landscape Maintenance:
1. Created a new and modern entrance for City Hall Council Chambers.
2. Created new meeting spaces at city facilities through innovative thinking.
3. Enhanced the aesthetics and functionality of City Hall
4. Repurpose and reuse existing city owned facility.
153
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 By careful planning and design the department was able to enhance the visual appeal of the landscape at the Citrus House.
1. 2. Reduced maintenance costs by switching to more efficient irrigation systems and native planting at the Citrus House.
3. Worked hand in hand with JCSD to help facilitate a $600,000 Frontage rehabilitation plan.
4. Assisted with the City’s first Mulch and compost program.
Division Goals
Increase efficiency by streamlining operations and utilizing innovative technology such as GPS and GIS mapping and scheduling software.
1. 2. Reduce maintenance costs by switching to more efficient irrigation systems and native planting throughout the city.
3. Purchase new Electric equipment to meet state SORE program and requirements.
4. Create a tree inventory list in city frontages.
5. Plant at least 100 trees within City boundaries.
Performance Measures
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #A-G Target A - Public Safety A, H Use innovation and technology to enhance public safety with consideration and balance of privacy and public trust
Target B - Economic Development C, B Be intentional about how we spend our money - do it once, and do it right Target C - Financial Planning D, B Develop brandingassociated with events Target D - Inclusion D, A Collaborate to provide cultural and diverse events and celebration Target E - Infrastructure F, G Implement a global GIS component to digitize all City records and plans Target F - Innovation & Technology
Target G - Organizational Development
WORKLOAD MEASURES
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actual2023-24
Target
2023-24 Actuals2024-25
Target
Badge access for city facilities A H 2 2 1
Preventive Management Plan for 2
facilities C B 10 10 15 10
Objective Target # Goal # 2021-22 Actual
2022-23
Target
2022-23 Actual2023-24
Target
2023-24 Actuals2024-25
Target
Asset Inventory for 1 Facility C B 1 1 1
STRATEGIC PLAN TARGETS & GOALS
7 Targets Identified by Council Goals Established Under Target #1-7 Target A - Public Safety A, H Use innovation and technology to enhance public safety with consideration and balance of privacy and public trust
Target B - Economic Development C, B Be intentional about how we spend our money - do it once, and do it right
Target C - Financial Planning D, B Develop brandingassociated with events Target D - Inclusion D, A Collaborate to provide cultural and diverse events and celebration Target E - Infrastructure F, G Implement a global GIS component to digitize all City records and plans Target F - Innovation & Technology
Target G - Organizational Development
WORKLOAD MEASURES
Objective Target # Goal #
2021-
22 Actual
2022-
23 Target
2022-23 Actual2023-24
Target
2023-24 Actuals
2024-
25 Target
Mulch / Compost Giveaway D B 1 2
Tree Planting D A 100 300
Objective Target # Goal # 2021-
22 2022-
23 2022-23 Actual2023-24
Target
2023-24 Actuals2024-
25 154
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Actual Target Target
Tree GIS F G 0 0 0 300 300 300
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Expenses by Type
2021 - 22 Actual 2022 - 23 Actual 2023 - 24 Budget 2024 - 25 Budget 2024-25 Budget - CIP Operations $508,393 $657,662 $708,685 $687,520 $0
Personnel $174,464 $335,366 $429,783 $601,736 $0
Capital Outlay $0 $10,479 $0 $0 $0
TOTAL $682,857 $1,003,507 $1,138,468 $1,289,256 $0
$1,003,507.41
Expenses in 2023
$0
$100K
$200K
$300K
$400K
$500K
$600K
$700K
$800K
$900K
$1M
$1.1M
2022 2023
Department Personnel
Position 2021-22 Amended 2022-23 Amended 2023-24 Amended 2024-25 Proposed FTE
Community Services Manager 2 1 1 0
Assistant Community Services and Recreation Director 0 0 0 1 Community Services & Recreation Coordinator - 1 UF 0 0 0 2 Community Services Coordinator - 1 UF 4 2 2 0
Community Services Leader 0 0 0 0
Community Services & Recreation Leader I 0 0 0 1
Community Services Leader I 0 0 1 0
Management Analyst - UF 0 0 0 1
FTE 6 3 4 5
Community Services & Recreation
General Fund: Fund 100; Department: 720
General Fund Expenditure Detail: Departments: Fiscal Year 2024-25 Operating and Capital Improvement Budget Data Updated May 22, 2024,
12:26 PM
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 Department Summary
The Community Services & Recreation Team continues to provide and improve the physical, social, and economic health of the Eastvale community by delivering inclusive, innovative and engaging recreational and community-focused events and programs. The Community Services & Recreation Department is committed to ensuring that the City of Eastvale continues to be a wonderful place to live, work and play, which in turn contributes to a healthier, vibrant and diverse community.
Department Accomplishments
Hosted three (3) EATSvale Food Truck Festival monthly events at a new location in July, August, and September with an average of 1,000 people in attendance per event.
1. Hosted the City’s 3rd annual community Halloween event, Eek!vale, that included a “Dia De Los Muertos” theme with a community altar “ofrenda”, folkloric performances, artisan craft vendors, Trunk-or Treat, and Haunted House.
2. Hosted the City's first Diwali Festival of Lights event in partnership with community advocates. The event had 25 cultural performances with over 500 people in attendance.
3. Hosted the City's first Drive-In Movie experience (Fright Night Cinema) at Riverview Recreation Park. There were 65 registered vehicles and attending the double-feature event.
4. Supported annual City remembrance and engagement events (9/11 ceremony, State of the City, Veterans Day) coordinating logistics, ceremonial, and volunteer efforts.
5. 6. Expanded participation in the City’s Special Olympics program that further competes in advancing regional events.
7. Participated at twelve (12) non-City led special events via hosting multiple community outreach booths.
Partnered with local community organizations to help coordinate and implement the annual Earth Day Cleanup event, which drew over 400 local volunteers.
8. Hosted the City’s 3rd annual Christmas weekend event, Miracle on Citrus, at Riverview Recreation Park, which included a unique North Pole train ride, snow play and snow slide areas, and had over 12,000 visitors in attendance.
9. Hosted the City’s 3nd annual Eastvale Lantern Festival. The event included 120 vendors and had over 13,000 visitors enjoy multiple cultural performances, live concerts, children’s play area, and a special lion dragon dance.
10. Hosted the City's first "Eastvale Day" at an Empire Strykers Game played at Toyota Arena, where over 1,000 tickets were distributed to Eastvale residents and guests.
11. Launched the 3rd annual Eastvale “International Food Festival” event, that included over 100 vendors, live performances, virtual and public art displays, and multiple children's activities that helped entertain over 14,000 visitors.
12. Hosted the City’s first Volunteer Recognition event in collaboration with local community organizations, which had over 240 local volunteers in attendance.
13. 14.Launched the City's first Senior Excursion program to provide affordable trips to local entertainment and casino locations.
Department Goals
1. Continue to plan for and enhance all community events to include opportunities to decrease costs where permissible.
Continue to collaborate with and support community groups to increase recreational opportunities and services to Eastvale residents.
2. Continue to collaborate with partner agencies to seek venue-sharing or joint-use agreements to offer additional recreational opportunities.
3. 4. Continue to develop internal policies and procedures to streamline the even planning and administration process.
5. Prioritize and seek corporate sponsorship opportunities for community events.
6. Seek and apply for state and federal grant opportunities to provide and enhance recreational services and programs.
7. Continue to participate in state and federal professional recreation associations to enhance staff development and 157
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Fiscal Year 2024-25 Operating and Capital Improvement Budget · June 06, 2024 community service offerings. Develop and implement a comprehensive City-wide volunteer policy to include processes for recruitment, training, and recognition.
8. 9. Continue to expand and promote public art spaces and exhibit opportunities.