Cities Index.
FY 2022-2023 Budget Book DRAFT 1.pdf

Rialto City Council
May 10, 2022

Document
FY 2022-2023 Budget Book DRAFT 1.pdf
Meeting
May 10, 2022
Body
Rialto City Council
Original file
29.7 MB
Text extracted from the city's file for reading and search. Open the original on legistar.granicus.com. That file is the official record.

CHARGES FOR CURRENT SERVICES
720-400-2145-7680 720 2145 7680 Departmental Premium 3,099,740 3,380,230 2,856,686 - 6,626,560 Total Charges for Current Services 3,099,740 3,380,230 2,856,686 - 6,626,560

OTHER REVENUE
720-400-2145-7709 720 2145 7709 Worker's Compensation Benefit Recovery - - - - - Total Other Revenue - - - - -

TRANSFERS IN
720-400-2145-9010 720 2145 9010 Transfers-General Fund - - 2,700,000 2,700,000 - Total Transfers In - - 2,700,000 2,700,000 - Total Workers Compensation Fund 3,298,680 3,464,360 5,669,566 2,721,980 6,902,500 GENERAL LIABILITY FUND (730)

USE OF MONEY & PROPERTY
730-400-2148-7401 730 2148 7401 Investment Income 79,650 33,680 45,260 3,540 107,670 Total Use of Money & Property 79,650 33,680 45,260 3,540 107,670

CHARGES FOR CURRENT SERVICES
730-400-2148-7955 730 2148 7955 Dept. Premium-Liability 2,106,690 2,462,550 2,462,520 2,462,550 5,021,770 Total Charges for Current Services 2,106,690 2,462,550 2,462,520 2,462,550 5,021,770

OTHER REVENUE
730-400-2148-7710 730 2148 7710 Damage Recovery/Restitution - - 250,000 652,100 - 730-400-2148-7799 730 2148 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - 250,000 652,100 -

TRANSFERS IN
730-400-2148-9010 730 2148 9010 Transfers-General Fund - - 6,000,000 - - Total Transfers In - - 6,000,000 - - Total General Liability Fund 2,186,340 2,496,230 8,757,780 3,118,190 5,129,440 BUILDING MAINTENANCE FUND (770)

USE OF MONEY & PROPERTY
770-400-7302-7401 770 7302 7401 Investment Income - - 26,540 - - Total Use of Money & Property - - 26,540 - -

CHARGES FOR CURRENT SERVICES
770-400-7302-7680 770 7302 7680 Dept. Premium-Liability - - 2,980,440 - - Total Charges for Current Services - - 2,980,440 - -

OTHER REVENUE
770-400-7302-7710 770 7302 7710 Damage Recovery/Restitution - - - - - 770-400-7302-7799 770 7302 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
- - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail
770-400-7302-9010 770 7302 9010 Transfers-General Fund - - - - - Total Transfers In - - - - - Total Building Maintenance Fund - - 3,006,980 - - INFORMATION TECHNOLOGY FUND (780)

REVENUE FROM OTHER AGENCIES
780-400-2152-7585 780 2152 7585 County Reimbursement - - - - - Total Revenue from Other Agencies - - - - -

USE OF MONEY & PROPERTY
780-400-2152-7401 780 2152 7401 Investment Income - - 14,800 - - 780-400-2152-7404 780 2152 7404 Trustee Interest Income - - - - - Total Use of Money & Property - - 14,800 - -

CHARGES FOR CURRENT SERVICES
780-400-2152-7680 780 2152 7680 Departmental Premium - - 2,931,960 - - Total Charges for Current Services - - 2,931,960 - -

OTHER REVENUE
780-400-0001-7707 780 0001 7707 Gain on Disposition - - - - - 780-400-2152-7799 780 2152 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
780-400-2152-9245 780 2152 9245 Transfers-PERS Property Tax - - - - - Total Transfers In - - - - - Total Information Technology Fund 0 0 2,946,760 0 0
Total Internal Service Funds 5,485,020 5,960,590 21,033,696 5,840,170 12,031,940

DEBT SERVICE FUNDS
OPEB FUND (821)

USE OF MONEY & PROPERTY
821-400-0001-7401 821 0001 7401 Investment Income (454,670) 1,828,370 - 1,713,810 - Total Use of Money & Property (454,670) 1,828,370 - 1,713,810 -

OTHER REVENUE
821-400-0001-7795 821 0001 7795 Employer Contributions - - - - - Total Other Revenue - - - - - 821-400-0001-9010 - - 10,000,000 - - Total Transfers In - - 10,000,000 - - Total OPEB Trust Fund (454,670) 1,828,370 10,000,000 1,713,810 - SEWER CFD 87-1 FUND (870)

TAX REVENUE
870-400-2141-7104 870 2141 7104 Property Tax-Special Levy 670 310 300 160 300 Total Taxes 670 310 300 160 300

USE OF MONEY & PROPERTY
870-400-2141-7401 870 2141 7401 Investment Income 1,420 580 800 140 1,890 870-400-2141-7404 870 2141 7404 Trustee Interest Income - - - - - Total Use of Money & Property 1,420 580 800 140 1,890 Total Sewer CFD 87-1 Fund 2,090 890 1,100 300 2,190 - - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail
CFD 2006-1 ELM PARK FUND (871)

TAX REVENUE
871-400-2141-7104 871 2141 7104 Property Tax-Special Levy 473,150 471,830 473,835 263,950 473,840 Total Taxes 473,150 471,830 473,835 263,950 473,840

USE OF MONEY & PROPERTY
871-400-2141-7401 871 2141 7401 Investment Income 9,240 3,670 5,230 810 15,900 871-400-2141-7404 871 2141 7404 Trustee Interest Income 5,020 30 3,100 20 3,100 Total Use of Money & Property 14,260 3,700 8,330 830 19,000

OTHER REVENUE
871-400-2141-7720 871 2141 7720 Bond Proceeds - - - - - 871-400-2141-7799 871 2141 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - - Total CFD 2006-1 Elm Park Fund 487,410 475,530 482,165 264,780 492,840 CFD 2016-1 FUND (872)

TAX REVENUE
872-400-2141-7104 872 2141 7104 Property Tax-Special Levy 25,920 43,720 35,565 32,850 35,570 Total Taxes 25,920 43,720 35,565 32,850 35,570

USE OF MONEY & PROPERTY
872-400-2141-7401 872 2141 7401 Investment Income 130 1,170 90 50 420 Total Use of Money & Property 130 1,170 90 50 420

OTHER REVENUE
872-400-2141-9010 872 2141 9010 Transfers-General Fund - - - - - Total Other Revenue - - - - - Total CFD 2016-1 FUND 26,050 44,890 35,655 32,900 35,990 CFD 2019-2 FUND (872)

TAX REVENUE
873-400-2141-7104 873 2141 7104 Property Tax-Special Levy - - - 115,890 - Total Taxes - - - 115,890 -

USE OF MONEY & PROPERTY
873-400-2141-7117 873 2141 7117 Investment Income - - - 22,460 - Total Use of Money & Property - - - 22,460 - Total CFD 2016-1 FUND - - - 138,350 - NON PROFIT PUBLIC BLDG. AUTH. FUND (520)

USE OF MONEY & PROPERTY
520-400-2141-7401 520 2141 7401 Investment Income 8,200 4,760 5,030 910 15,240 520-400-2141-7404 520 2141 7404 Investment Income 210 - 140 - - 520-400-2141-7405 520 2141 7405 Investment Income - - - - - Total Use of Money & Property 8,410 4,760 5,170 910 15,240

OTHER REVENUE
520-400-2141-7720 520 2141 7720 Bond Proceeds - - - - - 520-400-2141-7799 520 2141 7799 Miscellaneous Revenue - - - 30 - Total Other Revenue - - - 30 -

TRANSFERS IN
520-400-2141-9010 520 2141 9010 Transfers-General Fund 44,850 - - - - 520-400-2141-9640 520 2141 9640 Transfers-General Fund 5,150 - - - - 520-400-2141-9343 520 2141 9343 Transfers-Successor Agency RDA 188,170 184,850 184,850 - - 520-400-2141-9534 520 2141 9534 Transfers-RDA Debt Service - - - - - - - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail
Total Transfers In 238,170 184,850 184,850 - - Total Non Profit Public Bldg. Auth. Fund 246,580 189,610 190,020 940 15,240 Total Debt Service Funds 307,460 2,539,290 10,708,940 2,151,080 546,260 Grand Totals All Funds with General Fund 192,682,500 205,360,300 327,017,840 170,808,690 223,672,160

SUCCESSOR AGENCY OF THE FORMER RDA
LOW/MODERATE HOUSING FUND (235)

USE OF MONEY & PROPERTY
235-400-1750-7401 235 1750 7401 Investment Income - - - - - 235-400-1799-7401 235 1799 7401 Investment Income - - - - - 235-400-1799-7404 235 1799 7404 Trustee Interest Income - - - - - 235-400-1750-7405 235 1750 7405 Interest Income From Other Sources - - - - - 235-400-1793-7405 235 1793 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - -

TAX REVENUE
235-400-1750-7103 235 1750 7103 Prior Year Secured/Unsecured - - - - - 235-400-1750-7160 235 1750 7160 Tax Increment CBD - - - - - 235-400-1750-7161 235 1750 7161 Tax Increment Industrial - - - - - 235-400-1750-7162 235 1750 7162 Tax Increment Gateway - - - - - 235-400-1750-7163 235 1750 7163 Tax Increment Auga Mansa - - - - - 235-400-1750-7164 235 1750 7164 Tax Increment - - - - - Total Taxes - - - - -

OTHER REVENUE
235-400-1750-7799 235 1750 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

RESTRICTED REVENUES
235-400-1751-7836 235 1751 7836 Calhome Program - - - - - Total Restricted Revenues - - - - -

TRANSFERS IN
235-400-1750-9233 235 1750 9233 Transfers-NSP - - - - - Total Transfers In - - - - - Total Low & Mod Housing Fund - - - - - CAPITAL PROJECTS FUND 2005 BOND SERIES C FUND (331)

USE OF MONEY & PROPERTY
331-400-1799-7401 331 1799 7401 Investment Income - - - - - Total Use of Money & Property - - - - -

OTHER REVENUE
331-400-1799-7711 331 1799 7711 Sale of Property - - - - - 331-400-1799-7720 331 1799 7720 Bond Proceeds - - - - - 331-400-1799-7799 331 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
331-400-1799-9534 331 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2005 Bond Series C Fund - - - - - CAPITAL PROJECTS FUND 2005 BOND SERIES A RUSD FUND (332)

USE OF MONEY & PROPERTY
332-400-1799-7401 332 1799 7401 Investment Income - - - - - 332-400-1799-7405 332 1799 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - -

OTHER REVENUE
- - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail
332-400-1799-7720 332 1799 7720 Bond Proceeds - - - - - 332-400-1799-7799 332 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
332-400-1799-9534 332 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2005 Bond Series A RUSD F - - - - - ADMINISTRATION FUND (333)

USE OF MONEY & PROPERTY
333-400-1750-7401 333 1750 7401 Investment Income - - - - - 333-400-1750-7405 333 1750 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - -

CHARGES FOR CURRENT SERVICES
333-400-1750-7617 333 1750 7617 Reproduction Charges - - - - - Total Charges for Current Services - - - - -

OTHER REVENUE
333-400-1750-7799 333 1750 7799 Miscellaneous Revenue - - - - - 333-400-1751-7799 333 1751 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
333-400-1750-9235 333 1750 9235 Transfers-RDA Low/Mod - - - - - 333-400-1750-9241 333 1750 9241 Transfers - NSP Income - - - - - 333-400-1751-9242 333 1751 9242 Transfers-Brownfield Comm Wide Assessment - - - - - 333-400-1751-9243 333 1751 9243 Transfers-Brownfield Clean-Up WDJL Site - - - - - 333-400-1750-9243 333 1750 9243 Transfers-Brownfield Clean-Up WDJL Site - - - - - 333-400-1750-9534 333 1750 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Administration Fund - - - - - CAPITAL PROJECTS FUND (334)

USE OF MONEY & PROPERTY
334-400-1790-7401 334 1790 7401 Investment Income - - - - - 334-400-1790-7402 334 1790 7402 Rents & Concessions - - - - - 334-400-1790-7405 334 1790 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - -

REVENUE FROM OTHER AGENCIES
334-400-1790-7585 334 1790 7585 County Reimbursement - - - - - Total Revenue from Other Agencies - - - - -

OTHER REVENUE
334-400-1790-7710 334 1790 7710 Damage Recovery/Restitution - - - - - 334-400-1790-7760 334 1790 7760 Administrative Fee - - - - - 334-400-1790-7799 334 1790 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
334-400-1790-9010 334 1790 9010 Transfers-General Fund - - - - - Total Transfers In - - - - - Total RDA Capital Projects Fund - - - - - CAPITAL PROJECTS FUND 2005 BOND SERIES A FUND (335)

USE OF MONEY & PROPERTY
335-400-1799-7401 335 1799 7401 Investment Income - - - - - 335-400-1799-7404 335 1799 7404 Trustee Interest Income - - - - - 335-400-1799-7405 335 1799 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - - - - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail

REVENUE FROM OTHER AGENCIES
335-400-1799-7536 335 1799 7536 Grant Funding-I-10 Riverside - - - - - Total Revenue from Other Agencies - - - - -

OTHER REVENUE
335-400-1799-7720 335 1799 7720 Bond Proceeds - - - - - 335-400-1799-7799 335 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
335-400-1799-9534 335 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2005 Bond Series A Fund - - - - - CAPITAL PROJECTS FUND 2008 BOND SERIES A FUND (336)

USE OF MONEY & PROPERTY
336-400-1799-7401 336 1799 7401 Investment Income - - - - - 336-400-1799-7404 336 1799 7404 Trustee Interest Income - - - - - Total Use of Money & Property - - - - -

REVENUE FROM OTHER AGENCIES
336-400-1799-7536 336 1799 7536 Grant Funding-I-10 Riverside - - - - - 336-400-1799-7585 336 1799 7585 County Reimbursement-SANBAG - - - - - Total Revenue from Other Agencies - - - - -

OTHER REVENUE
336-400-1799-7720 336 1799 7720 Bond Proceeds - - - - - 336-400-1799-7711 336 1799 7711 Miscellaneous Revenue - - - - - 336-400-1792-7799 336 1792 7799 Miscellaneous Revenue - - - - - 336-400-1799-7799 336 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
336-400-1799-9534 336 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2008 Bond Series A Fund - - - - - CAPITAL PROJECTS FUND 2008 BOND SERIES A RUSD FUND (337)

USE OF MONEY & PROPERTY
337-400-1799-7401 337 1799 7401 Investment Income - - - - - 337-400-1799-7405 337 1799 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - -

OTHER REVENUE
337-400-1799-7720 337 1799 7720 Bond Proceeds - - - - - 337-400-1799-7799 337 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
337-400-1799-9534 337 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2008 Bond Series A RUSD F - - - - - CAPITAL PROJECTS FUND 2008 BOND SERIES C FUND (338)

USE OF MONEY & PROPERTY
338-400-1799-7401 338 1799 7401 Investment Income - - - - - 338-400-1799-7405 338 1799 7405 Interest Income From Other Sources - - - - - Total Use of Money & Property - - - - - - - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail

OTHER REVENUE
338-400-1799-7720 338 1799 7720 Bond Proceeds - - - - - 338-400-1799-7799 338 1799 7799 Miscellaneous Revenue - - - - - Total Other Revenue - - - - -

TRANSFERS IN
338-400-1799-9335 338 1799 9335 Transfers-RDA Capital Projects 2005 Tab Series A - - - - - 338-400-1799-9534 338 1799 9534 Transfers-RDA Debt Service - - - - - Total Transfers In - - - - - Total Capital Projects 2008 Bond Series C Fund - - - - - ADMINISTRATION (ROPS) FUND (343)

USE OF MONEY & PROPERTY
343-400-1740-7401 343 1740 7401 Interest Income 1,590 1,760 800 950 800 343-400-1740-7402 343 1740 7402 Rents & Concessions 65,840 62,400 62,400 57,200 62,400 343-400-1740-7404 343 1740 7404 Trustee Interest Income 78,250 2,170 100,000 220 100,000 343-400-1740-7405 343 1740 7405 Interest Income From Other Sources 124,670 117,620 127,000 92,980 127,000 Total Use of Money & Property 270,350 183,950 290,200 151,350 290,200 REVENUE FROM Fines/Forfeitures/Penalties
343-400-1740-7303 343 1740 7303 Other Fines/Forfeitures/Penalties 2,480 6,840 - - - Total Fines, Forfeits & Penalties 2,480 6,840 - - -

CHARGES FOR CURRENT SERVICES
343-400-1750-7617 343 1750 7617 Reproduction Charges - - - - - Total Charges for Current Services - - - - -

OTHER REVENUE
343-400-1740-7707 343 1740 7707 Gain on Disposition - - - - - 343-400-1740-7711 343 1740 7711 Sale of Property 20,840 1,658,660 - - - 343-400-1740-7729 343 1740 7729 CASH OVER/SHORT - - - - - 343-400-1740-7755 343 1740 7755 Administrative Allowance - AB1X26 - - - - - 343-400-1740-7757 343 1740 7757 Recognized Obligation Payment (ROPS) 11,353,260 7,103,170 11,225,924 3,379,930 11,225,920 343-400-1740-7760 343 1740 7760 ADMINISTRATIVE FEE - - - - - 343-400-1740-7799 343 1740 7799 Miscellaneous Revenue 209,530 206,360 238,000 279,730 238,000 Total Other Revenue 11,583,630 8,968,190 11,463,924 3,659,660 11,463,920

TRANSFERS IN
343-400-1740-9236 343 1740 9236 TRANSFERS-HOUSING AUTHORITY - - - - - Total Transfers In - - - - - Total Administration (ROPS) Fund 11,856,460 9,158,980 11,754,124 3,811,010 11,754,120 DEBT SERVICE FUND (534)

TAX REVENUE
534-400-1790-7103 534 1790 7103 Prior Year Secured/Unsecured - - - - - 534-400-1791-7103 534 1791 7103 Prior Year Secured/Unsecured - - - - - 534-400-1792-7103 534 1792 7103 Prior Year Secured/Unsecured - - - - - 534-400-1794-7103 534 1794 7103 Prior Year Secured/Unsecured - - - - - 534-400-1796-7103 534 1796 7103 Prior Year Secured/Unsecured - - - - - 534-400-1790-7114 534 1790 7114 Tax Increment - - - - - 534-400-1791-7114 534 1791 7114 Tax Increment - - - - - 534-400-1792-7114 534 1792 7114 Tax Increment - - - - - 534-400-1794-7114 534 1794 7114 Tax Increment - - - - - 534-400-1796-7114 534 1796 7114 Tax Increment - - - - - Total Taxes - - - - -

USE OF MONEY & PROPERTY
534-400-1790-7401 534 1790 7401 Investment Income - - - - - 534-400-1790-7404 534 1790 7404 Trustee Interest Income - - - - - Total Use of Money & Property - - - - -

OTHER REVENUE
534-400-1790-7799 534 1790 7799 Miscellaneous Revenue - - - - - - - - - -

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
FUND PRG OBJECT REVENUES 2019/2020 2020/2021 2021/2022 2021/2022 2022/2023 City of Rialto
Budget Year 2022-2023
Revenue Detail
Total Other Revenue - - - - -

TRANSFERS IN
534-400-1790-9010 534 1790 9010 Transfers-RDA Capital Projects 2005 TAB Series C - - - - - 534-400-1799-9331 534 1799 9331 Transfers-RDA Capital Projects 2005 TAB Series C - - - - - 534-400-1790-9336 534 1790 9336 Transfers-RDA Capital Projects 2008 TAB Series A - - - - - Total Transfers In - - - - - Total Debt Service Fund - - - - - Total Successor Agency of the Former RDA 11,856,460 9,158,980 11,754,124 3,811,010 11,754,120 Grand Total With RSA 204,538,960 214,519,280 338,771,964 174,619,700 235,426,280 Capital Improvement Projects
The City of Rialto, California Annual Budget FY 2021-22 • CAPITAL IMPROVEMENT PROJECT DETAIL
• SUMMARY OF PROJECTS BY STATUS

CITY OF RIALTO

BUDGET JUSTIFICATIONS
FISCAL YEAR 2022-2023
300 CAPITAL PROJECTS FUND
300-500-1250-3030 OFFICE/EQUIPMENT/MACHINERY
Moved from general fund 15,000.00 1
300-500-2150-3001 CAPITAL IMPROVEMENTS
Remodel break room 25,000.00 1
300-500-2152-3030 OFFICE/EQUIPMENT/MACHINERY
Hardware refresh schedule 150,000.00 1
UPS replacement- MDF and IDF'S 40,000.00 2
Additional cameras for Purchasing and City Clerk's office- interal security 30,000.00 3 Firewall, switches, rack, vulnerability scanner and DR 850,000.00 4 Senior center computer lab upgrade 15,000.00 5
Teen center computer lab upgrade 15,000.00 6
Network analyzer/tools- fluke or better 10,000.00 7
Ongoing circuit costs, cables, and additional bandwidth testing per site 155,000.00 8 Fiber expenses 50,000.00 9
Computer support 20,000.00 10
Computer premium software 30,000.00 11
Copier maintenance contract 200,000.00 12
Badge system and card printing replacement 100,000.00 13 Firewalls at Senior and Fitness centers 80,000.00 14
Senior center classroom upgrade for machines and misc accessories 35,000.00 15 300-500-4158-3001 CAPITAL IMPROVEMENTS
Rollover PO 2018-2075 127,800.00 1
300-500-4295-3050 ROLLING STOCK
Six months of lease payments for 4 trucks. 18,000.00 1 Down payment for new lease for 4 trucks 23,000.00 2
1 CITY OF RIALTO

BUDGET JUSTIFICATIONS
FISCAL YEAR 2022-2023
300 CAPITAL PROJECTS FUND
300-500-5150-3050 ROLLING STOCK
First year lease payment for two new engines. Total Amount for purchase is 1,623,000 million.
338,000.00 1
Annual lease payment for new training tower. Lease is $150,000 per year X 10 years @

3.44% interest.
150,000.00 2
300-500-5173-3050 ROLLING STOCK
First Installment payment of a 5 year Lease Purchase of 2 Ford trucks for Fire Prevention needed to inspect
32,000.00 1
300-500-5174-3030 OFFICE/EQUIPMENT/MACHINERY
Apply for EMPG Grant. -600,000.00 2
Replacement of obsolete radio equipment for the whole department. 600,000.00 1 300-500-6150-3030 OFFICE/EQUIPMENT/MACHINERY
Three large copiers.. 30,000.00 2
Furniture for administration office 15,000.00 1
300-500-6150-3050 ROLLING STOCK
Lease payments for 4 months for 3 animal control trucks - new lease 11,500.00 1 Estimated addition needed to cover 12 month of lease payments for 41 vehicles, per FY22 staff report.
198,742.00 2
300-500-6151-3030 OFFICE/EQUIPMENT/MACHINERY
Remove per MF. -600,000.00 2
Addition to ALPR project. 600,000.00 1
2 CITY OF RIALTO

BUDGET JUSTIFICATIONS
FISCAL YEAR 2022-2023
300 CAPITAL PROJECTS FUND
300-500-6281-3030 OFFICE/EQUIPMENT/MACHINERY
Year 3 of a 5 year Getac computer project 125,000.00 1 Year 3 of a 5 year radio replacement project 400,000.00 2 300-500-6284-3030 OFFICE/EQUIPMENT/MACHINERY
Renovation of Record Bureau. 75,000.00 1
300-500-6289-3050 ROLLING STOCK
2 new lease vehicles for PD 16,000.00 1
300-500-6290-3001 CAPITAL IMPROVEMENTS
Cellbrite software package. 126,105.00 1
300-500-6298-3001 CAPITAL IMPROVEMENTS
Renovation of traffic trailer 45,240.00 1
300-500-6298-3030 OFFICE/EQUIPMENT/MACHINERY
Radar Trailer 15,000.00 1
300-500-7262-3030 OFFICE/EQUIPMENT/MACHINERY
FY22/23 Bue Bleam installation for Engineering. Demo being installed March 2022 for functionality.
5,000.00 1
300-500-7305-3001 CAPITAL IMPROVEMENTS
Widen Bloomington Near Randall APN 131-202-03. Discussion with CM 03-10-2022. 300,000.00 1 Widen Randall near Acactia; 476 E. Randall Avenue NWC of Randall and Acacia.

Discussion with CM 03-10-2022.
200,000.00 2
3 CITY OF RIALTO

BUDGET JUSTIFICATIONS
FISCAL YEAR 2022-2023
300 CAPITAL PROJECTS FUND
Parking Lot Riverside Avenue 500,000.00 3
Enhanced Crosswalks Riverside Avenue/Downtown area. 300,000.00 4 Moving to Measure I Fund 202 -300,000.00 5
Moving to Measure I Fund 201 -300,000.00 7
300-500-7307-3001 CAPITAL IMPROVEMENTS
Shade structure installation plus additional estimated need to complete project 15,000.00 1 300-500-7307-3030 OFFICE/EQUIPMENT/MACHINERY
Updated equipment modules for scanner to enable programming option for newer vehicles
18,000.00 1
300-500-8342-3001 CAPITAL IMPROVEMENTS
Reducing amount to $250k per MF. -250,000.00 2
500000 replacement of child development portable building at Preston Elementary 500,000.00 1 300-500-8342-3030 OFFICE/EQUIPMENT/MACHINERY
1 Desktop Computer for Hughbanks: $1,000
1 Desktop Computer for Community moved from General Fund 3,000.00 1
300-500-8344-3030 OFFICE/EQUIPMENT/MACHINERY
11,870.00
15,740.00
1 Pool Covers
2 Pool Cover Reels to store and roll out covers
300-500-8345-3001 CAPITAL IMPROVEMENTS
Fitness Center renovation to add recreation center per Marcus Fuller. AD 1,000,000.00 1 300-500-8346-3001 CAPITAL IMPROVEMENTS
4 CITY OF RIALTO

BUDGET JUSTIFICATIONS
FISCAL YEAR 2022-2023
300 CAPITAL PROJECTS FUND
120,000.00
100,000.00
17,000.00
1 Light Towers
2 Artificial Christmas Tree
3 Kaboda
5 Capital Improvement Program
Summary of Projects by Status
Fiscal Year 2022/2023
NO. Category/Phase/Project Project
Number Project Budget Expenditures/
Encumbrances
Available
Balance
(Prior Years
Budget)
FY 22/23
Proposed
Budget
Projects in Planning Stage
1 COMMUNITY CENTER ADA REHAB BLDG 400 CB2202 331,895$ -$ 331,895$ Community Development Block Grant 331,895$ 331,895$
2 I/10 RIVERSIDE AVENUE INTERCHANGE PHASE II 140813 7,153,107$ -$ 7,153,107$ Major Capital Grant Fund (SBCTA) 5,193,156$ 5,193,156$ Transportation DIF 1,959,951$ 1,959,951$
3 PARKING LOT ON RIVERSIDE AVENUE (DOWNTOWN AREA) 230801 500,000$ -$ -$ 500,000$ General Projects Fund 500,000$ 500,000$
4 ENHANCED CROSSWALKS ON RIVERSIDE AVENUE 230802 300,000$ -$ -$ 300,000$ General Projects Fund 300,000$ 300,000$
5 SYCAMORE AVENUE SAFE ROUTES TO SCHOOL (SRTS) PROJECT 220802 915,232$ -$ 915,232$ Measure I 457,616$ 457,616$
TDA Article 3 Grant 457,616$ 457,616$
6 MERRILL AVENUE SAFE ROUTES TO SCHOOL (SRTS) IMPROVEMENTS

PROJECT
220801 1,454,968$ -$ 1,454,968$
Measure I 815,564$ 815,564$
TDA Article 3 Grant 639,404$ 639,404$
7 RIALTO BUS STOP IMPROVEMENTS 220803 71,497$ -$ 71,497$ TDA Article 3 Grant 71,497$ 71,497$
8 DORMITORY IMPROVEMENTS: FIRE STATION 203 AND 204 220204 400,000$ -$ 400,000$ CAL OES Grant Subaward Allocation 400,000$ 400,000$
9 TRAFFIC SIGNAL INSTALLATION: WILLOW/ SAN BERNARDINO AVENUE 230805 400,000$ -$ -$ 400,000$ Measure I 400,000$ 400,000$
10 TRAFFIC SIGNAL INSTALLATION: RIVERSIDE AVENUE/SENIOR WAY 230806 400,000$ -$ -$ 400,000$ Measure I 400,000$ 400,000$
1 LAST UPDATED:5/4/2022
Capital Improvement Program
Summary of Projects by Status
Fiscal Year 2022/2023
NO. Category/Phase/Project Project
Number Project Budget Expenditures/
Encumbrances
Available
Balance
(Prior Years
Budget)
FY 22/23
Proposed
Budget
Projects in Design: (60%)
11 HSIP BASELINE IMPROVEMENTS - WILLOW TO MERIDIAN 170812 1,174,800$ 288,122$ 886,678$ -$ Major Capital Grant- HSIP Cycle 8 1,057,320$ 261,032$ 796,288$ -$ Measure I 117,480$ 27,090$ 90,390$ -$ 12 HSIP CLASS II BIKE LANES ON MERRILL 170813 218,000$ 59,516$ 158,484$ -$ Major Capital Grant 196,200$ 37,716$ 158,484$ -$ Measure I 21,800$ 21,800$ (0)$ -$ 13 1193 W. MERRILL AVE WIDENING 210812 330,000$ 47,225$ 282,775$ Measure I 330,000$ 47,225$ 282,775$ 14 RANDALL AVE WIDENING @ FLOOD CONTROL CHANNEL 210811 2,500,000$ 135,039$ 2,364,961$ Transportation DIF 2,500,000$ 135,039$ 2,364,961$ Projects in Design: (90%)
15 CITY-WIDE SPEED SURVEY AND TRUCK ROUTE STUDY 180002 139,500$ 127,642$ 11,858$ -$ Measure I 139,500$ 127,642$ 11,858$ -$ 16 SR-210 ALDER AVENUE INTERCHANGE 200808 5,601,436$ 1,192,060$ 4,409,376$ -$ Fair Share 5,601,436$ 1,192,060$ 4,409,376$ -$ 17 TERRA VISTA NEIGHBORHOOD SAFE ROUTES TO SCHOOL (SRTS)

IMPROVEMENTS
200813 663,000$ 69,877$ 593,358$ -$ SB-1 ATP Cycle 4 663,000$ 69,642$ 593,358$ -$ 18 NEW TRAFFIC SIGNAL @ AYALA & FITZGERALD 190810 500,000$ 47,737$ 452,263$ -$ Fair Share 300,000$ 47,737$ 252,263$ -$ Measure I 200,000$ -$ 200,000$ 19 BASELINE STORM DRAIN: TAMARIND/ TO CACTUS 3 BASIN 170700 12,500,000$ 625,031$ 11,874,969$ -$ Storm Drain DIF 12,500,000$ 625,031$ 11,874,969$ -$ 20 FACILITIES PAVEMENT PROGRAM - CEMETERY 210209 643,449$ -$ 643,449$ General Projects Fund 643,449$ -$ 643,449$ 21 STREET OVERLAY PEPPER AVE JOINT PROJECT WITH CITY OF SAN

BERNARDINO (LEAD)
190804 2,900,000$ 12,231$ 2,887,769$ Gas Tax 1,600,000$ -$ 1,600,000$ Measure I 1,300,000$ 12,231$ 1,287,769$ 2 LAST UPDATED:5/4/2022
Capital Improvement Program
Summary of Projects by Status
Fiscal Year 2022/2023
NO. Category/Phase/Project Project
Number Project Budget Expenditures/
Encumbrances
Available
Balance
(Prior Years
Budget)
FY 22/23
Proposed
Budget
22 STREET OVERLAY & RECONSTRUCTION: RIVERSIDE AVENUE FROM THE

METROLINK TRACKS SOUTH TO SAN BERNARDINO AVENUE (CENTRAL) 220804 6,000,000$ -$ 6,000,000$ General Fund 6,000,000$ 6,000,000$
Non-Infrastructure Plan (Grant Funded/Measure I)
23 MSRC BIKE SHARING PLAN & IMPLEMENTATION 170810 1,411,043$ 194,547$ 1,216,496$ -$ AQMD 411,043$ 194,547$ 216,496$ -$ CLEAN MOBILITY OPTIONS GRANT (CMO) 1,000,000$ -$ 1,000,000$ 24 SAFE ROUTES FOR ACTIVE PLAY WORK & LIVE 200812 549,000$ 319,090$ 229,910$ -$ SB-1 - ATP Cycle 4 549,000$ 319,090$ 229,910$ -$ 25 PUBLIC RIGHT OF WAY-ADA TRANSITION PLAN 190808 350,000$ -$ 350,000$ -$ Measure I 350,000$ -$ 350,000$ -$ 26 FACILITIES ADA TRANSITION PLAN 190210 500,000$ -$ 499,781$ -$ Major Capital Grant 500,000$ 219$ 499,781$ -$ Projects in Construction- Programmed for Completion after June 30, 2022 27 STREET OVERLAY & RECONSTRUCTION: RIVERSIDE AVENUE FROM I-210 TO FOOTHILL BLVD.
210807 7,700,000$ 7,664,202$ 35,798$ 200,000$ Gas Tax 35,798$ -$ 35,798$ 200,000$ Measure I -$ -$ -$ SB1 Gas Tax -$ -$ -$ 2005 Tabs Capital Projects Fund 7,664,202$ 7,664,202$ -$ 28 STREET OVERLAY & RECONSTRUCTION: RIVERSIDE AVENUE SOUTH OF I- 10 180807 12,296,000$ 932,308$ 11,363,692$ -$ Gas Tax 1,400,000$ -$ 1,400,000$ SB1 Gas Tax 5,700,000$ 800,453$ 4,899,547$ Measure I 5,196,000$ 131,855$ 5,064,145$ 29 CACTUS TRAIL 170801 2,560,000$ 358,291$ 2,201,709$ -$ Open Space DIF 1,300,000$ 358,291$ 941,709$ -$ SB1 - ATP Cycle 3 Grant 1,260,000$ -$ 1,260,000$ -$ 30 CURB, GUTTER, SIDEWALK & ADA- CDBG 2022 CB2201 156,435$ 121,435$ -$ Community Development Block Grant 121,435$ 121,435$ -$ General Projects Fund 35,000$ 35,000$ -$ -$ 3 LAST UPDATED:5/4/2022
Capital Improvement Program
Summary of Projects by Status
Fiscal Year 2022/2023
NO. Category/Phase/Project Project
Number Project Budget Expenditures/
Encumbrances
Available
Balance
(Prior Years
Budget)
FY 22/23
Proposed
Budget
31 STREET OVERLAY & RECONSTRUCTION: RESIDENTIAL COMMUNITY ROAD-

COLLECTOR
210804 21,868,915$ 1,051,326$ 20,817,589$ 5,130,000$ Gas Tax 900,000$ 23,535$ 876,465$ 2,700,000$
Measure I 200,000$ -$ 200,000$ -$
SB-1 500,000$ -$ 500,000$ 900,000$
Waste Management Fund 5,150,000$ -$ 5,150,000$ 1,530,000$ 2005 Tabs Capital Projects Fund 1,118,915$ 1,027,791$ 91,124$ General Fund 4,000,000$ -$ 4,000,000$ -$
American Rescue Plan Act Fund 10,000,000$ -$ 10,000,000$ -$ Grand Total 91,688,277$ 13,245,680$ 77,607,613$ 6,930,000$ 4 LAST UPDATED:5/4/2022
Supplemental
The City of Rialto, California Annual Budget FY 2021-22 • G
OVERNMENT SPENDING LIMIT (PROPOSITION 4)
• FULLY BURDENED RATE STUDY
• BUDGETARY & DEBT MANAGEMENT PRACTICES
• DESCRIPTION OF FUND TYPES
• G

LOSSARY OF TERMS
• FIVE YEAR FISCAL FORECAST
Proposition 4 – Government Spending Limits
The City of Rialto, California Annual Budget FY 2020-21 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. 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. Appropriations for proprietary related activities, such as water, wastewater, airport, etc., and Redevelopment functions are not subject to the limit. When the limit is exceeded, Proposition 4 requires the surplus to be returned to the taxpayers within two years. Appropriations in the two-year period can be averaged before becoming subject to the excess revenue provisions of the Gann limit.

The City of Rialto uses the prior year’s limitation ($84,999,231) times the State capita per income change (1.0573) times the population growth of San Bernardino County (1.0017) to calculate the current year’s limitation, which is $90,022,465. This calculation maintains a safe cushion for the City’s financial health.

Following is the Gann Spending Limit calculation for the current year. 0 1
0,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
100,000,000
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Ga
nn Appropriations Limit
Ga
nn Limits Budge
ted Actu
al/Forecasted
238
Fully Burdened Rate Study
The City of Rialto, California Annual Budget FY 2021-22  E

XECUTIVE SUMMARY
 METHODOLOGY
242
Step 1
Determine Maximum Limit for Current Year's Appropriations from Proceeds of Taxes
2021/2022 appropriations subject to limitation
(Base year appropriations from "proceeds of taxes") 90,013,482 Roll forward for change in State per capita income (1.0573) times the change in County population (1.0017) x 1.0773
Maximum limit for current year's appropriations from "proceeds of taxes" 96,974,076 Step 2
Allocate Revenues Between "Proceeds Of Taxes" and "Nonproceeds Of Taxes" Governmental Fund Type Revenues (subject to limitation) Proceeds of Taxes 106,993,620
Nonproceeds of Taxes 36,933,006
Total Revenues 143,926,626
Step 3
Determine Current Year's Actual Appropriations From Proceeds of Taxes Budgeted appropriations 133,026,646
(all governmental fund types subject to limitation)
Less: nonproceeds of taxes (per Step 2) 36,933,006
Less: exclusions provided under Section 9 of Gann:

Appropriations for Debt Service 1,112,750
Appropriations for additional services
mandated by courts or federal government 0
Appropriations for Capital Outlay
Over $100,000 useful life over 10 years 4,437,847
Budgeted appropriations from "Proceeds of Taxes" before increase in contingency reserves 90,543,043
City of Rialto
Calculation of Gann Spending Limitation
For the 2022/2023 Fiscal Year
Add: Current year's increase in contingency reserves in governmental funds. Increase would be the lesser
of the "allowable" increase or the actual increase
in fund balances in
governmental funds for the year
Allowable Increase
Maximum limit for current year's appropriations (per Step 1) 96,974,076 Budgeted "Proceeds of Taxes" 90,543,043
Allowable Increase 6,431,033
Fund Balance Change
Beginning Fund Balance 80,471,763
Ending Fund Balance 91,371,743
Change Increase (Decrease) 10,899,980
Current Year's Actual Appropriations from "Proceeds of Taxes" 101,443,023 Step 4
Comparison of Current Year's Actual Appropriations From "Proceeds of Taxes" and Maximum Limit
Maximum limit for appropriations from "Proceeds of Taxes" (Step 1) 96,974,076 Actual appropriations from "Proceeds of Taxes" (Step 3) 101,443,023 Step 5
Comparison of "Proceeds of Taxes" and Appropriations From "Proceeds of Taxes"
Proceeds of Taxes (Step 2) 106,993,620
Appropriations limit from "Proceeds of Taxes" (Step 1) 96,974,076 Extra appropriations available under limit (10,019,544) City of Rialto
Estimated Proceeds of Taxes
For the 2022/2023 Fiscal Year
TAXES
PROPERTY TAXES 15,992,400
IN LIEU PROPERTY TAX (VLF) 16,768,060
PERS RETIREMENT TAX 200
SALES TAX 53,713,600
IN LIEU PROPERTY TAX (SALES TAX) 0
TRANSIENT LODGING TAX 300,000
PROPERTY TRANSFER TAX 600,000
UTILITY USERS TAX 13,678,030
OTHER TAX 0
101,052,290

LICENSES AND PERMITS
BUSINESS LICENSE 3,200,000
CONTRACTORS LICENSE 100,000
TRUCK DELIVERY LICENSE 30,000
3,330,000

REVENUE FROM OTHER AGENCIES
MOTOR VEHICLE IN-LIEU TAX 90,000
OFF HIGHWAY LICENSE TAX 0
90,000

PROPERTY TAX ASSESSMENTS
LANDSCAPE & LIGHTING DISTRICT 1,134,480
LANDSCAPE MAINTENANCE 548,580
STREET LIGHTING 838,270
2,521,330
TOTAL PROCEEDS OF TAXES 106,993,620
Fully Burdened Rate Study and
Cost Allocation Plan
The City of Rialto, California Annual Budget FY 2021-22 The
fully burdened rate study is built upon the methodologies first presented in the Full Cost Allocation Plan and Comprehensive User Fee Study prepared by MuniFinancial in April 2005.

In the MuniFinancial 2005 studies, cost data was used from the Fiscal Year 2004-05 budget.

Cost allocation worksheets were developed for each of the identified departments, and a methodology using the number of full time employees, budgets and other allocation methodologies were developed. The study was updated in Fiscal Year 2020-21 incorporating the Class and Compensation Studies performed in 2006, 2008 and 2010, the enhanced benefits packages provided to both the Public Safety and non-Public Safety sectors in 2010, as well as any positions that were added or reclassified since the prior study.

The Cost Allocation Plan (CAP) study is the basis for charging the city’s central administration function costs fairly and equitably to all departments and funds. The Fully Burdened Rate (FBR) study uses the CAP and the current budget to determine the fully burdened cost for a full time employee to establish billable labor rates. Furthermore, the fully burdened hourly rates calculations are used to set rates and update fee schedules.

The CAP and FBR studies are incorporated into the budget (FY2021/2022) cycle in order to capture the latest allocations and costs. The fully burdened rates established do not include costs for PERS unfunded liability.

METHODOLOGY
A fully burdened cost allocation model is designed to allocate the various costs necessary to support an employee in the performance of their respective duties. As such, costs are assigned to one of three "buckets". These buckets include Direct Costs, Indirect Costs and Central Allocations.

A Direct Cost is a cost that may be allocated to a program or project as a direct cost of that program. In this Study, all labor costs which are directly related to providing a service to the community, such as police patrols and fire suppression are identified as a direct cost. This service as the pool of costs over which all other indirect costs are subsequently allocated.

An Indirect Cost are those interdepartmental costs that are necessary to support the employee within the Department. In this study, these costs were segregated between Administrative Personnel and Supplies and Services. This allowed the cost of department management staff to be allocated separately over the direct labor costs of the various divisions. This methodology also allows the calculation of a fully burdened hourly rate for the Administration for each 243
Fully Burdened Rate Study and
Cost Allocation Plan
The City of Rialto, California Annual Budget FY 2021-22 departm
ent by only applying the Supplies and Services portion to their labor costs. This creates the ability to determine fully burdened hourly costs for each position, while preventing a double allocation of overhead to administrative costs for department heads and senior staff.

Central Allocation Costs are the general overhead costs derived from functional areas necessary to support the line departments such as Police, Fire and Public Works. These Central Allocation Costs would include the costs associated with departments such as the City Administrator, Payroll, Agenda Preparation, Human Resources, and other functions that are necessary to support each of the line functions. A separate Central Allocation Cost Plan that is linked to this study through the Central Allocation Study was also prepared as part of this update.

Indirect costs are calculated by taking all of the direct costs for each department, and determining what percentage the overhead costs are for that Department. For example, the study identified fourteen divisions within the Police Department which were line personnel providing direct services to the community. The total labor for these fourteen divisions is the basis for the Direct Costs, while the Indirect Cost and Central Allocation Cost for that respective department are allocated over this pool in order to establish the percentage of the total Indirect and Central Allocation costs to be applied to "mark-up" the direct labor rates in order to fully burdened the costs.

This updated study provides greater detail than was first presented in the Willdan/MuniFinancial 2004-2005 study. It refined and elaborated on the cost allocation process within each department while adding several additional departments to the study model. Primarily, the MuniFinancial Study allocated specific costs such as Capital Expense, Debt Service and Supplies and Services to the cost allocation model. These costs were reviewed and it was determined that certain expenses such as Capital Expense, Debt Services and certain outside services categorized under Supplies and Services were not necessarily indirect costs that were truly allocable to the functions of city government. Specifically, each cost was assessed to determine whether it was an on-going expense directly related to supporting an employee, or whether the cost was more directly allocable to the operation and maintenance of a function area. For example, the total costs of water and utilities were excluded within the calculations for Public Works, Parks Maintenance on the determination that these costs were independent of the costs necessary to support the actual employee performing the work. In other words, the amount of water used in city parks is a factor of the park itself, and do not affect the employee's capacity to provide services.

Similarly, the Capital Expense and Debt Service costs were reviewed and determinations made of whether these costs were necessary to support the employee's position. Tests that 244
Fully Burdened Rate Study and
Cost Allocation Plan
The City of Rialto, California Annual Budget FY 2021-22 wer
e used to determine whether a cost center should be included or excluded was whether the cost was a one-time allocation for the purchase of vehicles or equipment, or whether the cost was on-going and continuously necessary to support the employee position. This methodology reduced the overhead costs to those which are needed to support the employee in performance of their position.

To allow for additional determinations relating to costs, "switches" were created within each worksheet to allow staff to "turn on or off" these cost centers in the event that it was desirable to include or exclude these costs. These switches may be useful in calculating hourly rates for grants and other programs where adding these costs may be allowable.

In all cases, the study methodology relied on the State of California, Department of Finance “Mandated Cost Manual For Local Governments" dated July 1, 2011 and the latest version of the Office of Management and Budget Circular A-87 for guidance in determining how to treat various costs. In most cases, the most conservative cost allocation model which minimized the inclusion of costs that may not be allocable was used in this study. By the use of optional switches, this tool provides the City with the ability to make "what if" decisions relating to the inclusion of costs to determine what effect the inclusion or exclusion of a cost line item will make in the fully burdened hourly rate for each employee.

Finally, it is appropriate to point out that identical labor positions will have different hourly rates due to which department they are assigned to. This is based on the various overhead costs associated with each department which results in a variable fully burdened hourly rate for each position. Therefore, an Executive Assistant position may have several different Fully Burdened Hourly Rates for that position throughout the City, depending on which department that positions is assigned. However, only the fully burdened rate for the primary department will be utilize as that position’s rate.
245
1/10/2021
City of Rialto - FY20-21 Central Allocation Plan and Fully Burdened Hourly Rate

SUMMARY FBH
FY20-21 POSITION TITLE

DEPARTMENT
FY20-21 Fully
Burdened
Hourly Labor
Rates, Top Step

CALCULATED
City Clerk / Management Services Director

CITY CLERK
287.54
$

Deputy City Clerk

CITY CLERK
137.09
$

Records Coordinator

CITY CLERK
109.77
$

City Clerk / Management Services Director

MANAGEMENT SERVICES
226.64
$

Senior Office Specialist

MANAGEMENT SERVICES
101.76
$

Office Specialist

MANAGEMENT SERVICES

87.75 $

Broadcast Production Specialist

MANAGEMENT SERVICES
106.92
$

CITY TREASURER

CITY TREASURER

22.93 $

ASSISTANT TREASURER/INVESTMENT OFFICER

CITY TREASURER
154.57
$

SENIOR ACCOUNTING ASSISTANT

CITY TREASURER

96.63 $

OFFICE SPECIALIST

CITY TREASURER

81.38 $

Director, Community Development

COMMUNITY DEVELOPMENT
363.33
$

COMMUNITY DEVELOPMENT MANAGER

COMMUNITY DEVELOPMENT
287.06
$

Building & Safety Manager

COMMUNITY DEVELOPMENT
253.59
$

SENIOR PLANNER

COMMUNITY DEVELOPMENT
207.89
$

ASSOCIATE PLANNER

COMMUNITY DEVELOPMENT
179.16
$

ADMINISTRATIVE ANALYST

COMMUNITY DEVELOPMENT
166.28
$

Senior Plans Examiner

COMMUNITY DEVELOPMENT
178.87
$

SENIOR BUILDING INSPECTOR

COMMUNITY DEVELOPMENT
162.68
$

DEVELOPMENT SERVICES SPECIALIST

COMMUNITY DEVELOPMENT
154.84
$

BUILDING INSPECTOR

COMMUNITY DEVELOPMENT
147.38
$

Plans Examiner

COMMUNITY DEVELOPMENT
147.38
$

ASSISTANT PLANNER

COMMUNITY DEVELOPMENT
140.27
$

BUSINESS LICENSE INSPECTOR

COMMUNITY DEVELOPMENT
123.98
$

ADMINISTRATIVE ASSISTANT

COMMUNITY DEVELOPMENT
103.13
$

PERMIT TECHNICIAN

COMMUNITY DEVELOPMENT
120.96
$

Business License Inspector
Development Services - LICENSING
118.47
$

COMMUNITY COMPLIANCE MANAGER

CODE ENFORCEMENT
208.91
$

Senior Community Compliance Officer

CODE ENFORCEMENT
124.37
$

Community Compliance Officer

CODE ENFORCEMENT
112.68
$

FIRE CHIEF
FIRE
318.45
$

FIRE DIVISION CHIEF
FIRE
254.99
$

Fire Battialion Chief
FIRE
256.44
$

EMERGENCY MEDICAL SERVICES COORDINATOR
FIRE
195.45
$

FIRE CAPTAIN
FIRE
203.16
$

Assistant Fire Marshal
FIRE
186.02
$

Fire Engineer
FIRE
176.88
$

Firefighter Paramedic
FIRE
160.42
$

EMERGENCY MEDICAL SERVICES QUALITY IMPROVEMENT CO
FIRE
156.50
$

EXECUTIVE ASSISTANT
FIRE
102.27
$

FIRE PREVENTION SPECIALIST
FIRE
113.53
$

SENIOR OFFICE SPECIALIST
FIRE

76.04 $

Paramedic (Non-Safety)
FIRE

70.96 $

Emergency Medical Technician (Non-Safety)
FIRE

67.46 $

Police Chief
POLICE
403.46
$

POLICE CAPTAIN
POLICE
277.93
$

Police Lieutenant
POLICE
267.36
$

POLICE SERGEANT
POLICE
219.44
$

POLICE CORPORAL
POLICE
193.25
$

POLICE OFFICER
POLICE
168.07
$

Information Systems Analyst [IT / Police]
POLICE
161.27
$

Crime Analyst Supervisor (PD)
POLICE
151.52
$

Emergency Dispatch Supervisor (PD)
POLICE
133.92
$

Crime Analyst Assistant (PD)
POLICE
134.57
$

EXECUTIVE ASSISTANT
POLICE
129.13
$

EXECUTIVE ASSISTANT TO CHIEF OF POLICE
POLICE
111.47
$

ACCOUNTING TECHNICIAN
POLICE
125.98
$

Police Records Supervisor
POLICE
124.35
$

Lead Emergency Dispatcher (PD)
POLICE
124.96
$

Community Outreach Specilist
POLICE
121.90
$

Emergency Dispatcher II (PD)
POLICE
118.93
$

ADMINISTRATIVE ASSISTANT
POLICE
111.35
$

Law Enforcement Technician (PD)
POLICE
116.02
$

Property Evidence Technician (PD)
POLICE
116.02
$

Animal Control Officer II (PD)
POLICE
110.46
$

Animal Control Licensing Inspector (PD)
POLICE
107.21
$

SENIOR OFFICE SPECIALIST
POLICE

96.02 $

Lead Police Records Assistant (PD)
POLICE

97.43 $

Police Records Assistant II (PD)
POLICE

90.58 $

Police Transcriptionist (PD)
POLICE

90.63 $

1 of 2
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City of Rialto - FY20-21 Central Allocation Plan and Fully Burdened Hourly Rate

SUMMARY FBH
FY20-21 POSITION TITLE

DEPARTMENT
FY20-21 Fully
Burdened
Hourly Labor
Rates, Top Step

CALCULATED
Director, Public Works

PUBLIC WORKS - OPERATIONS
191.61
$

Principal Budget & Financial Analyst

PUBLIC WORKS - OPERATIONS
132.30
$

PUBLIC WORKS SUPERINTENDENT

PUBLIC WORKS - OPERATIONS
171.59
$

ADMINISTRATIVE ANALYST

PUBLIC WORKS - OPERATIONS

78.77 $

Landscape Contract Specialist

PUBLIC WORKS - OPERATIONS

99.67 $

EXECUTIVE ASSISTANT

PUBLIC WORKS - OPERATIONS

66.27 $

LANDSCAPE CONTRACT SPECIALIST

PUBLIC WORKS - OPERATIONS

99.67 $

LEAD FIELD SERVICE WORKER

PUBLIC WORKS - OPERATIONS

99.67 $

ADMINISTRATIVE ASSISTANT

PUBLIC WORKS - OPERATIONS

88.09 $

Senior Field Service Worker

PUBLIC WORKS - OPERATIONS

85.94 $

FIELD SERVICE WORKER

PUBLIC WORKS - OPERATIONS

74.11 $

Director, Public Works
PUBLIC WORKS - Engineering (7265)
171.13
$

CITY ENGINEER
PUBLIC WORKS - Engineering (7265)
159.29
$

SENIOR CIVIL ENGINEER
PUBLIC WORKS - Engineering (7265)
107.30
$

ASSOCIATE CIVIL ENGINEER
PUBLIC WORKS - Engineering (7265)

97.21 $

Assistant Civil Engineer
PUBLIC WORKS - Engineering (7265)

83.83 $

SENIOR CONSTRUCTION INSPECTOR
PUBLIC WORKS - Engineering (7265)

79.79 $

ADMINISTRATIVE ANALYST
PUBLIC WORKS - Engineering (7265)

70.35 $

CONSTRUCTION INSPECTOR
PUBLIC WORKS - Engineering (7265)

70.52 $

ENGINEERING TECHNICIAN
PUBLIC WORKS - Engineering (7265)

65.48 $

EXECUTIVE ASSISTANT
PUBLIC WORKS - Engineering (7265)

59.18 $

ACCOUNTING TECHNICIAN
PUBLIC WORKS - Engineering (7265)

57.74 $

ADMINISTRATIVE ASSISTANT
PUBLIC WORKS - Engineering (7265)

51.03 $

Director, Public Works
PUBLIC WORKS - Land Development (7262)
170.51
$

CITY ENGINEER
PUBLIC WORKS - Land Development (7262)
182.41
$

SENIOR CIVIL ENGINEER
PUBLIC WORKS - Land Development (7262)
122.87
$

ASSOCIATE CIVIL ENGINEER
PUBLIC WORKS - Land Development (7262)
111.32
$

Assistant Civil Engineer
PUBLIC WORKS - Land Development (7262)

95.99 $

SENIOR CONSTRUCTION INSPECTOR
PUBLIC WORKS - Land Development (7262)

91.36 $

ADMINISTRATIVE ANALYST
PUBLIC WORKS - Land Development (7262)

70.10 $

CONSTRUCTION INSPECTOR
PUBLIC WORKS - Land Development (7262)

80.75 $

ENGINEERING TECHNICIAN
PUBLIC WORKS - Land Development (7262)

74.99 $

EXECUTIVE ASSISTANT
PUBLIC WORKS - Land Development (7262)

58.97 $

ACCOUNTING TECHNICIAN
PUBLIC WORKS - Land Development (7262)

57.53 $

ADMINISTRATIVE ASSISTANT
PUBLIC WORKS - Land Development (7262)

50.85 $

Administrative Analyst

WASTE MANAGEMENT FUND

88.83 $

Lead Equipment Mechanic

FLEET SERVICES

94.57 $

Fleet Services Coordinator

FLEET SERVICES

85.68 $

Senior Equipment Mechanic

FLEET SERVICES

85.68 $

Equipment Mechanic

FLEET SERVICES

77.62 $

FLEET SERVICES COORDINATOR

BUILDING MAINTENANCE

92.96 $

LEAD FACILITY MAINTENANCE TECHNICIAN

BUILDING MAINTENANCE

88.48 $

FACILITY MAINTENANCE TECHNICIAN

BUILDING MAINTENANCE

80.16 $

Director, Community Services

COMMUNITY SERVICE
365.16
$

RECREATION & COMMUNITY SERVICES SUPERVISOR

COMMUNITY SERVICE
165.70
$

RECREATION PROGRAMMER

COMMUNITY SERVICE
129.45
$

FACILITY MAINTENANCE ASSISTANT

COMMUNITY SERVICE
106.24
$

ADMINISTRATIVE ASSISTANT

COMMUNITY SERVICE
123.21
$

Instructor Aide

COMMUNITY SERVICE

52.90 $

Lifeguard

COMMUNITY SERVICE

52.90 $

Recreation Leader

COMMUNITY SERVICE

52.90 $

Lifeguard/WSI

COMMUNITY SERVICE

58.32 $

Recreation Specialist

COMMUNITY SERVICE

58.32 $

Instructor

COMMUNITY SERVICE

64.30 $

Senior Lifeguard

COMMUNITY SERVICE

61.24 $

Intern

COMMUNITY SERVICE

58.32 $

Assistant Pool Manager

COMMUNITY SERVICE

86.19 $

Aerobics Instructor

COMMUNITY SERVICE

64.30 $

Fitness Instructor

COMMUNITY SERVICE

64.30 $

Recreation Aide

COMMUNITY SERVICE

64.30 $

Daycare Site Supervisor

COMMUNITY SERVICE

86.19 $

Pool Manager

COMMUNITY SERVICE

70.91 $

Aerobics Instructor II

COMMUNITY SERVICE

74.46 $

Fitness Instructor II

COMMUNITY SERVICE

74.46 $

2 of 2
247
Budgetary and Debt Management Practices
The City of Rialto, California Annual Budget FY 2021-22 To comply wi
th the CSMFO and GFOA recognition criteria the budget document must include a description of the budget review and debt management process. Below are descriptions of the budget review process, the General Fund reserve review process, the Cost Allocation Plan (CAP) methodology, debt management procedures, and how the Capital Improvement Plan (CIP) correlates with the budget process.

BUDGETARY ACCOUNTING
Guiding principles and policies for the budget preparation include ensuring the budget is structurally balanced (i.e., ongoing expenditures are funded by ongoing revenue sources), estimates and appropriations are conservative, and the City target a 30% General Fund reserve.

Once approved by the City Council, the annual budget provides the parameters for the general operation of the City. It includes anticipated expenditures and the expected means to finance them.

BUDGETARY PROCESS
The budget process begins in March when budget instructions and timelines are sent to all the departments. The Finance department has staff liaison relationships with each department to help establish projected revenues and expenditures, and to facilitate working within the timetable established to keep the budget process on track.

Request for staffing changes is required by Mid-March. They are reviewed by the Finance Director & City Administrator. The approved changes are included in the authorized position listing to calculate the department personnel cost.

Revenue and expenditure details are submitted by the end of March through input into the accounting budget program. Review by department heads is required before submittal to Finance.

The Finance department reviews the departmental submittals and finalizes the budget input to ensure that the numbers fall within the guidelines of authorized positions, various internal allocations, Internal Service Fund allocations, debt service costs, and overall reasonableness.

Final review and approval of the budget with the departments is conducted by the City Administrator and the Finance Director prior to workshops with the City Council during the budget process. Questions are addressed and answered prior to the presentation of the final budget for Council adoption, which is typically at the second Council meeting in June. The City Council may amend the budget at any time during the year.

The City Administrator may authorize a budget transfer between line items and programs if the total budget does not exceed the amount approved by the City Council. Budgetary changes 248
Budgetary and Debt Management Practices
The City of Rialto, California Annual Budget FY 2021-22 bet
ween funds require City Council approval and all increases in appropriations must be accompanied by a funding source.

REVENUES
Revenue Projections are essential to preparing a credible budget proposal and are the basis for expenditures. Revenue projections are determined using historical trends along with projections based on new development, upcoming changes in population and the economic condition of the area.

CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a five-year report documenting both expenditures and funding sources related to capital projects. Most projects are funded by grants or restricted sources. Each year the five-year plan is reviewed. Projects may change or be re-prioritized due to a variety of factors, including increasing construction costs or changing priorities.

Capital projects are included in each Fund’s operating budget. For instance, a capital improvement project related to the Wastewater Plant can be found in the Wastewater Enterprise Fund operating budget.

COST ALLOCATION
A Cost Allocation Plan (CAP) is a tool used for financial and budgetary decision making. The CAP is used to identify indirect costs incurred by the City in administering and providing support services to special projects, funds, and contracts. The City of Rialto uses the CAP to determine the level of costs charged to other funds to reimburse the General Fund for indirect costs incurred.

When allocating the CAP to special projects, the City of Rialto refers to the Circular published by the Federal Government’s Office of Management and Budget (OMB) A-87 Cost Allocation Plan for guidance. This Circular describes five different methods for allocating costs and establishes the principles and standards for determining costs applicable to Federal funded grant projects.

The double step-down method, chosen by the City, is the most accurate and equitable method described in this Circular. The double step-down method derives its name since it utilizes two steps or iterations to finalize its conclusions.

In the first step, Central Services Departments, such as the City Council, City Administrator, City Clerk, City Attorney, City Treasurer, Human Resources, Finance, Non-Departmental and Depreciation, allocate indirect costs with no restrictions to both Central Services Departments and Operating Departments. The second step, known as the ‘close out’ step, allocates indirect 249
Budgetary and Debt Management Practices
The City of Rialto, California Annual Budget FY 2021-22 costs
from the Central Services Departments to Central Services Departments below them on a hierarchical list and to the Operating Departments. Once the ‘close out’ step has been completed, all Central Services costs have been passed to Operating Departments.

These indirect costs are called overhead or Administrative and General expenses.

DEBT MANAGEMENT
The City policy is to maintain fiscal responsibility in long term debt. To secure General Fund long-term financing a feasibility analysis would be prepared to assess the impact of debt service on current and future operations. This would include an analysis on the reliability of existing revenues to support new debt service.

When seeking debt financing, the City may utilize competitive bids or negotiated financing after considering market volatility, the use of an unusual or complex financing, or security structures.

The City currently seeks the highest investment grade ratings available on any direct debt by pursuing credit enhancements, such as, letters of credit or insurance when necessary or applicable for marketing purposes, availability, and cost-effectiveness.

The City annually monitors all forms of debt in conjunction with the budget process. This ensures compliance with bond covenants and ensures adherence to Federal arbitrage regulations.

The City maintains good communications with all bond rating agencies regarding its financial condition through full disclosure of its financial reports. 250
Budgetary and Debt Management Practices
The City of Rialto, California Annual Budget FY 2021-22

DEBT OBLIGA
TIONS (as of 6/30/20)

GOVERNMENTAL ACTIVITIES
Certificates of
Participations and Other Equipment Financing: Government Activities Holman Capital Energy Conservation $6,109,580 $ 6,106,778 SCE Margin Loan $3,627,382 $ 3,321,196
Holman Capital Energy Retrofit $2,455,000 $ 2,057,337
2007 Refunding Certificates of Participations $3,500,000 $ 456,750 Reported with Internal Service Funds. $ 68,250
Total $ 1
2,010,311
Notes Payable and Advances: Government Activities
2015 Refinanced Section 108 Loan $2,000,000 $ 2,514,000 Total $ 2,
514,000
Due to other Governments – Government Activities $ 0 Compensated Absences – Government Activities $ 8,124,839 Total Governm
ent Activities $ 22,649,150

BUSINESS-

TYPE ACTIVITIES
Debt with Con
cessionaire
Water $ 33,603,303
Wastewater $ 120,468,651
Total $
154,071,954
Due to other Governments – Business-type Activities $ 383,555 Compensated Absences – Business-Type Activities $ 278,862 Total Business
-Type Activities $ 154,734,371
251
Budgetary and Debt Management Practices
Rialto Succes
sor Agency (RSA) Activities
Tax Allocation Bo
nds
2008 Series B Bond $29,600,000 $ 24,100,000
2008 Series C Bond $21,965,000 $ 17,970,000
2014 Series A Bond $16,515,000 $ 11,340,000
2015 Series A Bond $20,640,000 $ 20,640,000
2015 Series B Bond $15,290,000 $ 11,570,000
2015 Series C Bond $ 8,205,000 $ 6,720,000
2018 Series A Bond $28,480,000 $ 26,935,000
To
tal $ 119,275,000
Due to other Governments –RSA Activities $ 0 Compensated Absences – RSA Activities $ 82,039
Total RSA
Activities $119,357,039
252
Fund Descriptions

GOVERNM

ENTAL FUND TYPES
GENE

RAL FUND
Fund
010: General Fund - This is the general operating fund of the City. All general tax receipts and fee revenue not allocated by
law, Council policy or contractual agreement to other funds are accounted for in the General Fund. General Fund expenditures include operations traditionally associated with activities that are not required to be accounted for or paid by another fund.

SPECIAL REVENUE FUNDS
Speci
al Revenue Funds account for revenues derived from specific sources that are required by law or administrative regulation to be accounted for in a separate fund. Funds included are:

Fund 200-201: Measure I Funds – To account for revenues and expenditures of money received from San Bernardino Asso
ciated Government (SANBAG) of a voter approved sales tax override allocated to cities within the County on a population basis. These funds are used for maintenance and construction of City streets.

Fund 202-203: Gas Tax Fund – To account for revenues and expenditures of money received from the State Gas Tax allo
cation. These funds are used for maintenance and construction of City streets.

Fund 204: Transportation Development Act Fund – To account for revenues received under the Transportation Development Act. T
hese funds are used for improvements to City streets.

Fund 205: Fire Grant Fund – To account for monies received and expended by the Fire Department for various Grants.

Fund
207: Traffic Safety Prop.1B Fund – Accounts for revenues received under the Traffic Safety Proposition 1B. These funds are used fo
r improvements to City streets.

Fund 209: Fire Ground Emergency Transportation Fund – To account for Ground Emergency Medical Transportation revenues and e
xpenditures used to support the Fire Department Emergency Medical Services program capital needs.

Fund 210: Park Development Fund – To account for development fees collected and used for the acquisition of parklands and the c
onstruction of new and expansions of park facilities.

Fund 211: PEG Fund – To account for the Public, Educational, or Governmental access franchise fee activity.

Fund
212: Waste Management Fund – To account for monies received and expended by the City to meet the State mandate to redu
ce solid waste generated within the City.

Fund 213: Local Law Enforcement Block Grant – To account for monies received and expended by the City as a participant in th
e Federal Local Law Enforcement Block Grant program.

Fund 214: Citizens Option for Public Safety – To account for revenues and expenditures associated with the City’s front line muni
cipal police services and to include juvenile justice programs. The revenue source for this fund is a special allocation of grant monies from the State of California in accordance with AB3229 and AB1913.

Fund 216: Asset Forfeiture Set Aside Fund – This fund is used to account for revenues and expenditures associated with law enfor
cement drug and gang prevention. Revenues for the fund are derived from the assets seized by law enforcement and determined to be forfeited by the courts.

Fund 217: Fire Development Fund – To account for development fees collected and used to acquire fire safety equipment and b
uild new facilities.

Fund 218: Police Development Fund – To account for development fees collected and used for police equipment facilities and the h
iring and training of new police officers needed to serve new development. 253
Fund Descriptions

Fund
219: Asset Forfeiture Fund – To account for the revenues and expenditures associated with law enforcement drug and gan
g prevention. Revenues are derived from the sale of assets seized by law enforcement.

Fund 220: Open Space Development Fund – To account for development fees collected and used for the acquisition of land and
the turfing of new parks to provide open space for the City.

Fund 221: Office of Traffic Safety Fund – Accounts for revenues received under the office of traffic safety. These funds are us
ed to reduce the number of fatal, injury, and DUI related collisions occurring in the community.

Fund 222: Transportation Enhancement Fund – To account for monies received and expended by the City as a participant in fede
ral Transportation Enhancement Grants for City infrastructure and capital improvements.

Fund 223: Major Grant Capital Fund – To account for monies received and expended by the City as a participant in Federal and
State and other local grants for City infrastructure and capital improvements.

Fund 224,225,490: Street Lighting and Landscape Maintenance Funds – To account for the revenues and expenditures as
sociated with the maintenance of City-owned street lights, parkways and medians. Benefiting property owners are assessed their proportional share of costs for maintaining these facilities, parkways, and medians.

Fund 226: South Coast Air Quality Management District (SCAQMD) Fund – To account for the revenues and expenditures as
sociated with the City’s employee trip reduction (ride share) plan and incentive program. The revenue source for this fund is a special allocation of motor vehicle registration fees in accordance with AB 2766.

Fund 230: Drainage Development Fund – To account for development fees collected and used for the installation of storm drai
ns and flood control facilities.

Fund 233: Neighborhood Stabilization Program – To account for monies received and expended by the City as a participant in
the Housing and Economic Recovery Act of 2008.

Fund 234: Community Development Block Grant Fund – To account for monies received and expended by the City as a particip
ant in the Federal Community Development Block Grant Housing Program.

Fund 236: Rialto Housing Authority Fund – To account for various housing programs, which include, acquisitions of residential prop
erties, rehabilitations, management of residential units, and exercise of condemnation powers. In addition, the Authority serves as the Housing Successor Fund.

Fund 239:Neighborhood Stabilization Program 3 Fund – To account for monies received by the City as participant in the Neigh
borhood Stabilization Program 3 (NSP3), which was created by Title XII of the American Recovery and Reinvestment Act of 2009 (ARRA). This program is funded by the Federal Department of Housing & Urban Development (HUD).

Fund 241:Neighborhood Stabilization Program Income – To account for monies received and expended by the City as a particip
ant in the Housing and Economic Recovery Act of 2008.

Fund 244:Neighborhood Stabilization Program 3 Program Income – To account for monies received by the City as participant in
the Neighborhood Stabilization Program 3 (NSP3), which was created by Title XII of the American Recovery and Reinvestment Act of 2009 (ARRA). This program is funded by the Federal Department of Housing & Urban Development (HUD).

Fund 245: PERS Property Tax Fund – To account for a voter approved property tax levy used to pay the City’s employee reti
rement costs.

Fund 246: Development Services Housing - To account for City of Rialto's housing improvement or ownership programs for low
to moderate income households. The funds may include grants or funding resources received from other government agencies to implement such programs.

Fund 247: Police Grant Fund - To account for monies received and expended by the Police Department for various Grants.

Fund
250: Traffic Development Fund – Accounts for development fees collected and used for street and traffic control im
provements.

Fund 255: Street Median Development Fund – Accounts for development fees collected and used for street median im
provements.
254
Fund Descriptions

Fund 270: Gen
eral Facilities Development Fund – To account for development fees collected and used for general municipal bui
ldings and equipment needed to serve new development within the City.

Fund 275: Library Facilities Development Fund – To account for development fees collected and used for acquisition, ex
pansion and construction of library facilities.

Fund 282: Business Improvement District Fund – To account for the collection of specialty property assessment taxes in the downto
wn business improvement district. The use of these funds is managed by the Downtown Rialto Business Improvement District Association (BIDA).

DEBT SERVICE FUNDS
Debt Ser
vice Funds account for the payment of principal and interest on general long-term debt of the City. Funds included are:

Fund 520: Non Profit Public Building Authority – To accumulate funds for the payment of principal and interest on the 1997 Refund
ing Certificates of Participation.

Fund 821: OPEB Trust - To account for the activities of the City’s plan for post-retirement medical benefits.

Fund
870: Community Facilities District 87-1 Fund – To account for the City’s fiduciary capacity as custodian for the collection of s
pecial taxes for the CFD 87-1 and the retirement of limited tax obligation bonds.

Fund 871: CFD 2006-1 Elm Park Fund – The City acts as a custodian for collection of special taxes for the Community Facility District
2006-1. The special tax is used for retirement of limited obligation bonds. The City acts in a fiduciary capacity as custodian for any monies available in this fund.

Fund 872: CFD 2016-1 Public Services Fund – The special tax is used to recover the cost of new residential development.

CA

PITAL PROJECTS FUNDS
Capital
Projects Funds are used to account for the acquisition or construction of major capital facilities. Capital project appropriations are for the life of the project. Funds included are:

Fund 300: Capital Projects Fund (Public Works) - This fund is used to account for grant and other one-time income received to fu
nd expenditures related to city infrastructure and development improvements.

Fund 301: Fair Share Agreement Fund – Accounts for income received to fund expenditures related to City infrastructure and dev
elopment improvements.

Fund 302: 2005 TABS – To account for the proceeds of the 2005 TABS and the expenditure of such funds for improvement, rec
onstruction and redevelopment projects within the specified boundaries of the Rialto Redevelopment Agency as a result of the Bond Proceeds Expenditure Agreement between the City and the Agency.

Fund 303: 2008 TABS – To account for the proceeds of the 2008 TABS and the expenditure of such funds for improvement, rec
onstruction and redevelopment projects within the specified boundaries of the Rialto Redevelopment Agency as a result of the Bond Proceeds Expenditure Agreement between the City and the Agency.

PROPR

IETARY FUND TYPES
ENTE

RPRISE FUNDS
Enterprise
Funds account for City operations that are financed and operated in a manner similar to private business enterprises where the costs of providing goods or services to the general public are financed primarily through user charges.

Funds included are:

Fund 610: Airport Fund – All activities necessary to provide operations and maintenance of the City’s airport are accounted for i
n this fund, including administration, operations, maintenance, capital improvement and depreciation. 255
Fund Descriptions

Fund
630: Cemetery Fund – All activities necessary to provide the operations and maintenance of the City’s cemetery are ac
counted for in this fund, including administration, operations, maintenance, capital improvements and depreciation.

Fund 631: Cemetery Endowment Fund – All endowment funds collected to provide the future operations and maintenance of the
City’s cemetery are accounted for in this fund.

Fund 660: Wastewater Fund – All activities necessary to provide wastewater services and sewage treatment to the residents of th
e City are accounted for in this fund, including operations, maintenance, capital improvements and depreciation.

Fund 670: Water Fund – All activities necessary to provide for the operations of the City’s water utility are accounted for in thi
s fund, including administration, operations, maintenance, capital improvements and depreciation.

Fund 680:Utility Services Fund – All activities necessary to provide for the remaining City operations of water and wastewater ac
tivities not included to the Concession Agreement are accounted for in this fund, including administration, operations, maintenance, capital improvements and depreciation.

INTERNAL SERVICE FUNDS
Inte
rnal Service Funds account for goods and services provided by one City department to other City departments or agencies.

Funds included are:

Fund 690: Fleet Management Fund – Accounts for the maintenance of the vehicular fleet and equipment utilized by all dep
artments within the City.

Fund 720: Workers’ Compensation Fund – Accounts for the City’s self-insured workers’ compensation claims program.

Fund
730: General Liability Fund – Accounts for the City’s self-insured general liability program.

Fund
770: Building Maintenance Fund – Provides general maintenance for City owned buildings including historical landmarks, while
maintaining the telephone and voice mail systems of these buildings and specialty lights located in the downtown area.

Fund 780: Management Information System Fund – Accounts for the City’s information technology including hardware, so
ftware and related infrastructure within the City.

AGENCY FUNDS
Fid
uciary Funds, comprised only of Agency Funds, are used to account for assets held by the City as an agent for other governmental units, private organizations or individuals. Funds included are:

Fund 343: Redevelopment Successor Agency Fund – To account for the City’s fiduciary capacity during the dissolution proc
ess and the wind down of the former Redevelopment Agency. 256
Glossary of Terms

The Rialto
Budget Document contains a number of terms used in a manner unique to public finance. These terms are included in the following glossary.

ACCOMPLISHMENT: Successful achievements of tasks performed by each department of the City.

APPROPRIATION: An authorization by the City Council to make expenditures and to incur obligations for a specific purpose. An appropriation is usually limited in amount as to the time when it may be expended.

APPROPRIATION RESOLUTION: The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources.

ASSESSED VALUATION: A value that is established for real property for use as a basis for levying property taxes.

ASSESSMENTS: Charges made to parties for actual services or benefits received.

AUDIT: A financial audit is a review of the accounting system and financial information to determine how government funds were recorded, spent and whether expenditures were in compliance with the legislative body’s appropriation.

BOND: A Municipal Bond is a written promise from a government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance large capital projects and infrastructure improvements, such as buildings, streets, and bridges.

BUDGET: A plan of financial operation listing an estimate of proposed appropriations and the proposed means of financing them for a particular time period. The budget is “proposed” until it has been approved by the City Council at which time it is “adopted”.

BUDGET ADJUSTMENT: A procedure to revise a budget appropriation.

BUDGET CALENDAR: The financial plan report, reviewed and approved by the City Administrator.

BUDGET MEMO: The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget and changes from the previous fiscal year.

CAPITAL IMPROVEMENT PROGRAM:

The program responsible for the maintenance of and the construction of public facilities, infrastructures and assets as need demands.
257
Glossary of Terms

CON
TINGENCIES: Funds set aside by the City for emergencies and economic uncertainties.

DEBT SERVICE: The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule.

DEPARTMENT: A major administrative function of the City which indicates overall management responsibility for an operation or a group of related operations within a functional area.

DISBURSEMENT: Payment for goods and services in cash or by check.

ENCUMBRANCE: The commitment of appropriated funds to purchase goods which have not yet been received, or services that have yet to be rendered.

ENDOWMENT: The cemetery endowment is designed to ensure that income will always be available for the future and continued maintenance and upkeep of the cemetery, even when all the interment spaces are sold.

EXPENDITURE/EXPENSE: The term, expenditure, refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expenditure is actually paid. This term applies to Governmental Funds. The term expense is used for Enterprise and Internal Service Funds. Encumbrances are to reserve funds to be expended; they are not expenditures.

FINANCIAL PLAN: A parent document for the budget which establishes management policies, goals and objectives for all programs within the government.

FISCAL YEAR: The beginning and ending period for recording financial transactions. The City of Rialto has specified July 1 to June 30 as its fiscal year.

FIXED ASSETS: Assets of long-term character such as land, buildings, machinery, furniture and other equipment.

FUNCTION: A group of related programs crossing organization (departmental) boundaries and aimed at accomplishing a broad goal or a major service.

FUND: An accounting entity that records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, capital project funds, agency funds, enterprise funds, and internal service funds.

FUND BALANCE: Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. This term applies to governmental funds only.

GOAL: A statement of broad direction, purpose or intent. 258
Glossary of Terms

GRA
NT: Contributions of gifts of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant allocated by the Federal Government.

INVESTMENT INCOME: Revenue received as interest from investment of funds not currently required to maintain current operation.

LINE-ITEM BUDGET: A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Line item budgets are produced and used internally for budgetary control purposes only.

OPERATING BUDGET: The portion of the budget that pertains to daily operations providing basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, materials, and capital assets required to maintain service levels.

PROGRAM: Group activities, operations, or organizational units directed to attaining specific purposes or objectives.

PROJECTS: A specific activity, service, or objective within a program.

REDEVELOPMENT SUCCESSOR AGENCY: The Redevelopment Successor Agency was formed to account for the City’s fiduciary capacity during the dissolution process and the wind down of the former Redevelopment Agency.

RESERVE: An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.

RETAINED EARNINGS: The accumulated earnings of an Enterprise or Internal Service Fund which have been retained in the fund and which are not reserved for any specific purpose.

REVENUE: Funds that the government receives as income such as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income.

RIALTO UTILITY AUTHORITY: The Rialto Utility Authority was formed to provide for the lease, ownership, operation, maintenance, construction and financing of the Water and Wastewater Utility systems and any other utility system or service.

RISK MANAGEMENT: An organized attempt to protect a government’s assets against accidental loss in the most economical manner.
259
Glossary of Terms

SUBVENT
IONS: That portion of revenues collected by other government agencies on behalf of the City.

TRANSIENT OCCUPANCY TAX: A city tax on hotel room rentals often called the “Bed Tax”.

UTILITY USERS TAX: The utility users tax was originally passed by majority vote on June 3, 2003 and reaffirmed by voters on November 6, 2007 and on March 5, 2013 for another five years. This tax will sunset in June 30, 2018. The tax is imposed on all utilities (i.e. electric, gas, water, sewer, cable, and cell phone) at 8%. The revenues are used to assist the City in improving public safety and general governmental services to the community.

WORKING CAPITAL: Working Capital comprises the total net current assets of the City minus its current liabilities. Current assets are cash and assets that can be converted to cash within one year or a normal operating cycle; current liabilities are monies owed that are due within one year. Working Capital is simply the amount of money that the City has available for use.
260
City of Rialto
General Fund
Five Year Fiscal Forecast: 2022-26
June 2021
124 Cerro Romauldo Avenue
San Luis Obispo, CA 93405
805.544.5838 ◼ Cell: 805.459.6326
[email protected]
www.bstatler.com
William C. Statler
Fiscal Policy ◼ Financial Planning ◼ Analysis ◼ Training ◼ Organizational Review .........
261

TABLE OF CONTENTS

INTRODUCTION

Overview

1 Summary of Forecast Findings

3 Basic Forecast Framework

5 Conclusion

7 KEY ASSUMPTIONS

Demographic

Trend
s

9 Economic

O
utlook

9 Expenditures

9 Interfund Transfers

1 0

State Budget Actions

1 0

Revenues

1 0

FORECAST
DE
T
A
I
L

General Fund
Forecast of Revenues,

Expenditures and Changes in Fund Balance

1 3

General Fund
Forecast Assumptions

Detail

1 4

HISTORICAL TRENDS

Economic
and
Demographic Trends

Last Ten Years

Population

1 5

Co
nsumer Price Index

1 5

Building Permit Valuations

16 Revenue and Expenditure Summary

2020
-
21 Budget

Total Funding Sources

1 7

General Fund Expenditures

by

Type

1 7

General Fund
Operating Costs

by
Type

18 General Fund
Operating Costs

by
Department

18 General Fund Revenues

1 9

General Fund Revenue

Trends

Last Ten Years

Sales Tax

1 9

General Property Tax

20 VLF Swap Property Tax

21 Utility Users Tax

21 Franchise Fees

22 Business Licenses

22 General Fund Operating Cost Trends

Last Ten Years

Total Operating Costs

23 Public Safety
Operating
Costs

23 General Liability Costs

24 Workers Compensation Costs

24 General Fund Balance (Reserves)

Last Ten Years

Available Fund
Balance and

25 Percent of Operating Costs

CalPERS Pension Costs

Overview

25 City Pension Plans

26 Funding CalPERS Benefits

26 Employer Normal Cost Rates: Last Ten Years

27 Employer UAL Costs: Last Ten Years

28 262

INTRODUCTION

-

1 -

OVERVIEW

Purpose

T
h
is
purpose of this
report is
to
assess

the General Fund’s
capacity
over the next five years
–

on an

“order of magnitude” basis

–

to sustain current
City
service levels on an ongoing
basis
in the aftermath of the worst recession since the Great Depression

and subsequent Covid
-
19 impacts
.

Role of the Fiscal Forecast.

Making good resource decisions in the short term as part of the budget
process requires
considering

their impact on the City’s fiscal condition down the road.

Developing good solutions requires knowing the
mag
nitude
o
f
any
fiscal challen
g
e
the City
could conf
ront.

I
n short, the City cannot
re
s
po
n
d
t
o
a
challe
n
ge i
t hasn’t defined.

And in this
economic and fiscal environment, looking only one year ahead has the strong potential to misstate the size and nature of the fiscal challenges
–

and opportunities
–

ahead of the City.

For those
Californi
a

local agencies that have prepared longer
-
term forecasts and follow
-
on
financial plans, this did not magically make their fiscal problems disappear

for
they still had
tough decisions to make. However,
fis
cal forecast
s

allowed them to better assess their
longer
-
te
rm outlook, more closely define the size and duration of the fiscal challenges and
opportunities
facing them, and then make better decisions accordingly for both the short and long run. This will be true for the City as well.

Economic

and
Public Health C
hallenge

Outlook

The City is in a unique situation compared with most cities in California: while its revenue
growth may have slowed

in some cases,
it did not experience significant adverse results

from

Covid
-
19 impacts.

And in fact, as discussed below,
sales tax (the City’s top General Fund
revenue) increased significantly due to factors unique to the City.

Nonetheless, no community exists in
a vacuum f
rom the economics of its region and state.

And
the economy of S
outhern California and the State
will n
ot improve until
the public
health crisis is over.

Fortunately, as reflected in the following chart showing trends in average daily Covid -
19 cases since March 2020, it appears that the public health crisis in California and San
Bernardino
County
is abatin
g
.

As reflected in this chart, cases peaked in Summer 2020 and peaked even larger in Winter 2020
-

21. However, since then there has been a dramatic decrease in average daily cases.

263

INTRODUCTION

-

2 -

Figure
1 .

Average Daily Cases:

San Bernardino
County and State

March 2020 to
June
2021

Source: State of California

https://covid19.ca.gov/state
-
dashboard

However, given past surges, cautious optimism
is warranted about the possibility
that the
pandemic crisis m
ay soon be over.

(That said, the
Governor has approved an order removing
most Covid
-
19 restrictions on June 15, 2021).

Econ
o
m
ic Recovery.

The economic and fiscal downturns
experienced

during the Great
Recession versus Covid
-
19 are fundamentally different:

Figure

2. Major Econo
mic
a
n
d

Fisc
al
D
owntur
ns

Great Recession

Covid
-
19 •

Economic meltdown/financial system
failure due to housing bubble and subprime
mortgages

•

Slow recovery

•

Systemic

problem

•

Strong underlying economy.

•

Public health crisis causes downturn.

•

When public health recovers, economy will
recover.

•

One
-
time

problem.

For this reason, virtually all economists believe that
the
economy will recover strongly and
quickly once the
public health crisis is over. (Of course, when this will happen is difficult to predict.)

The forecast reflects this consensus
.

Nonetheless, there are concerns about rising
inflation; and California is entering into another year of drought.

Accordingly. this forecast
reflects cautious optimism.

Forecast
Framework
and
Approach

As noted above, t
he purpose of the forecast is to identify the General Fund’s ability over the next
five
years
–

on an “order of magnitude” basis
–

to continue current

services

in
the
aftermath of
Covid
-
19 impacts.

The forecast does this by projecting ongoing revenues and subtracting from them likely operating
, det service
and c
apital costs in continuing
current
service levels
.

If positive, the balance remaining is ava
ilable to fund “new initiatives”

such
264

INTRODUCTION

-

3 -

as
implementing capital improvement plan (CIP) goals, addressing unfunded liabilities or improving service levels. On the other hand, if
negative, it shows the likely “
forecast
gap” if
the
City
continue
s

current servic
e levels

without corrective action
.

It is important to stress that this forecast is not
the
budget
.

Budgets are based on
program review
,
priorities and affordability. Forecasts, on the other
hand, are based on assumptions.

Accordingly, this forecast
doesn
’
t make expenditure
decisions; it doe
s
n
’
t make revenue decisions.

As noted above, its
sole purpose is to provide
an “order of magnitude” feel for the
General Fund’s
ability to continue current service

levels
.

Ultimately
, this forecast cannot answer the question: “Can
the
City
afford
new initiatives?
”
Th
is
is a basic question of priorities, not of financial
capa
city

per se
.

However, making
trade
-
offs is what the budget process is all about: determining the highest prior ity uses of the
City’s
limited resources.

And
by identifying and analyzing key factors affecting the
City’s
long
-
term fiscal heath, the forecast
can
help assess how difficult making these priority
decisions will be.

Stated simply, the
forecast is not the budget
.

Rather,
it sets forth the challenges
–

and
opportunities
–

a
head of the
City
in
a
dopt
ing
a balanced budget
,
next year and beyond
.

SUMMARY

OF

FORECAST

FINDINGS

The Short Story

Based on curent serv
ice
levels and
modest
capital project costs,
the General Fund

is
essentially in balance in 2021
-
22: revenues exceed costs by $4,900. However, this is due to very small capital project assumptions ($560,000) compared with prior years.

Figure
3 .

Five
-
Ye
a
r
Gener
al Fund F
o
r
e
cast Ga
p

265

INTRODUCTION

-

4 -

After this, it
fluctuates
from year
-
to
-
year,
with a “gap” of
$1.8 million in 202
2 -
23 to a
surplus of $1.2 million in 2025
-

26. However, it
should be noted that these differences
between revenues and expenditures
on the out
-
years a
re
very
modest:
the gap is only 1.6% of
expenditures in 2022
-
23; and the surplus is only 1% of expenditures

i
n

2025
-
26 .

Two factors
largely
account for these variances:

1. Cap
ital
Projects.

As noted above, 2021
-
22 assumes v
ery small capital project
costs
($560,000) compared with prior years.

For 2022
-
23 through 2025
-
26, the forecast
assumes
annual
capital projec
t
costs
of about
$2.6 million, based on a four
-
year average.

2. Pension Costs.

As discussed in greater detail below, the City is facing

scheduled
increases in in its pension costs. These will begin to stabilize by 2024 -
25, resultin
g

in
a
modest surplus.

Key Forecast Drivers

Assumptions drive the forecast results, which are
outlined
on page
s
9 to 1
2 .

Stated simply, if
the assump
tions change,
t
h
e
n
the results will change.

T
he

four
k
ey drivers
underlying t
he
forecast results include:

1. Current S
olid
Financial Condition.

Available fund balance is about
66% of operating
costs. I
n short,
the City starts with solid reserves compared with many
other cities in the
State
, who have
depleted t
heir reserves in mitigat
ing s
ervice cuts in light of Covid
-
19 revenue losses.

2. State Budget Outlook.

Over the past t
hirty
years, the greatest fiscal threat to cities in
California has not been economic
downturns, dot
.
com meltdowns or corporate scandals,
but rather, State takeaways. These included 20% reductions in property tax revenues in transferring revenues to schools via the Education Revenue Augmentation Fund (which in turn allowed the State to red
uce its funding to schools by a commensurate amount)
;
property tax administration fees
;
unfunded State mandates
;

and dissolution of
redevelopment agencies. These takeaways were on top of the fiscal challenges facing cities in light of
their own
revenue de
clines and cost pressures.

Fortunately,
there are
no further
State
takeaways on the horizon

–

but neither are there
any suggested restorations of past takeaways.

That said, while there are added
constitutional protections in place since the last State raids on local finances, five
years is
a long time for the State to leave cities alone.

3. Revenues.

T
he forecast g
enerally assumes
continued growth
all key General Fu
nd
revenues
.

R
evenue assumptions are provided on pages
10 to 12
.

4. E
xpenditures.

There are
three
key expenditure assumptions reflected in the forecast
,
which are described in greater detail on page

9. •

“Baseline” operating costs.

Since
significant staff work has been done to
-
date in
preparing the 2021
-
22 Preliminary Budget, this draft work serves as the “baseline” for th
e

forecast.

From this, operating costs are projected to increase by inflation 266

INTRODUCTION

-

5 -

(projected at 2% annually)
, excluding
pr
ojected increases
in pension costs for
contributions to the City’s unfunded actuarial liabilities (UAL).

•

Penson cost increases.

I
ncreases in
pension
cost
s

for
UAL payments
are
based on
projection

factors
provided by

the
California Public
Employees Retirement System

(
CalPERS
)
.

•

C
apital project and vehicle replacement costs.

These

have varied widely in the
past
.

As discussed above,
for
2022
-
23 through 2025
-
26, the forecast assumes capital
project expenditures of about $2.6 million

annually

based on a four
-
year average

compared with $3.4 million in 2018
-
19 and $4.8 million in 2019
-
20 .

Vehicle
replacement costs have also varied widely in the past. Accordingly, a similar
assumption methodology is used for
vehicle replacement costs,
re
sulting in annual
costs of about $500,000 annually.

BASIC FO
RECAST

FRAMEWORK

Background

There are two basic approaches that can be used in preparing and presenting forecasts:

1. D
eveloping one forecast based on one set of assu
mptions about what is
believed to be the
most li
kely outcome
.

2. P
reparing various “scenarios” based on a combination of possible assumptions for revenues

and
expenditures
.

This forecast uses the “one set of assumptions” approach as being the most useful for policy
-
making purposes
.

However, the financial model used in preparing this forecast can easily accommodate a broad range of “what if” scenarios.

Economic, Fiscal and
Demographic Trends

The
p
ast doesn’t determine the future.

However,
if the future won
’t look like the past,
we
need to ask ourselves:
why not?

How will the future be different than the past, and how will that affect the
City’s
fiscal outlook
?

Accordingly, one of the first steps in preparing the
forecast
is t
o take a detailed look at key
demographic, economic and fiscal trends over the
past ten years
.

Acco
rding
l
y
,
key indicators
are
provided in the
H
i
s
tori
c
al
Trends

section of this report
beginning on page

1 5
.

There are four area
s

of focus
:

1. Economic
and
Demographic
Trends.

P
opulation
,
inflation as measured by
changes in
the consumer price index
and building permit valuations
.

2. Revenues

Trends.

Focus
ed

on the
City’s
top
six
General Fund revenues
, which account
for about 75% of total General Fund revenues: sales tax, general
property tax
es
, VLF
swap property taxes
,
utility user tax, franchise fees and business licenses.

267

INTRODUCTION

-

6 -

3. Operating Cost
Trends.

Overall trends in
total
operating costs and the
City
’s top
operating
cost
–

public safety
,
which account
s

for
almost 7
0 % of General Fund operating
costs.

Cost trends for general liability and workers compensation costs are also
provided,
which have been cost drivers in the past for many cities.

4. CalPERS
Pension
Trends.

The
City currently provides defined pension benefits to its regular employees through its contract with CalPERS.

As reflected in these schedules, the
City has seen significant increases in these costs, which will continue until 2025 -

26. Forecast Assumptions

As noted above, a
ssumptions drive the forecast results.

Sources used in developing
forecast
projections include
:

•

L
ong and short
-
term trends in key
City
revenues

and expenditures
.

•

E
conomic trends as reported in the national media
.

•

St
atewide and r
egional economic forecasts prepared by the
University of California,
Los
Angeles,
California Economic Forecast

and
Beacon Economics
.

•

E
conomic and fiscal information developed by the State Legislative Analyst ’s Office

(LAO),

State
Department of Finance

and State Controller
.

•

Fiscal and legislative analysis by the League of California Cities.

•

Analysis by the City’s sales
and property
tax advisor
HdL

Com
pan
ies (HdL)
.

•

E
mployer contribution projections
based on factors
prepared by
CalPERS.

Ultimately,
working closely with City staff,
the
forecast projections reflect
our
best judgment
about
the
performance of the local economy during the next
five
year
s
, and
how
these
will
affect General Fund revenues

and expenditures.

A
summary
of the assum
ptions used in the
forecast begins on page

9 .

What’s Not in the Forecast

Grant

Revenues
.

The forecast does not reflect the receipt of any “competitive” grant revenues over the next
five
years
.

However,
based on past
experience
, it is likely that the
City
will
be successful in obtaining grants

for either operating or capital purposes.

That said,
these are
typically
for restricted purposes

that meet the priorities of the granting agency,
which are not nece
ssarily the
same as the
City
’s.

Most notably, the forecast does not include American Resc ue Plan Act (ARPA) funds.

There
is still
significant uncertainty regarding the
amount,
availability, constraint
s

and allowable
uses

of these; and uses are not likely to considered pending further direction from the U.S.

Departmen
t of
t
h
e

Treasury
.

That said, thes
e one
-
time revenues should only be used for one
-
time purposes.

Lower Costs Resulting from Issuing Pension Obligation Bonds (POBs).

The City is
currently in the process of evaluating the issuance of POBs as a strategy in lowering its net 268

INTRODUCTION

-

7 -

annual
pension cos
ts

or reducing the amortization period

(or a combination of both).

Any
such savings that might result if the City is
sues POBs are not reflected in the forecast.

Unmet
Operating Needs
Not Funded in
the Budget
. It is likely
that there are City needs that
are not reflected in the
preliminary budget currently under preparation,
which is the basis for
the forecast
.

C
apital Project
Costs.

As noted above, there
have been years where the City has funded
significantly
larger
capita
l improvements
than the costs assumed in this forecast.

Development Agreement

and
Sale of Surplus Property

Revenues.

In the 2020
-
21 Budget,
the
City initially projected one
-
time development agreement

revenues of $5.1 million and
sale of property revenues of $4.5 million. Discussions are still underway; and if successful, are unlikely to occur until 2022
-

23. When and if these occur, these one
-
time rev
enues should
only be used for one
-
time purposes.

Development Impact Fee

Revenue
s.

These can only be used to fund the cost of facilities
in

meet
ing

the needs of new development.

What’s Most Likely to Change?

By necessity, th
e forecast
is based on a number of assumptions. The following summarizes key
areas where changes from forecast assumptions are most likely over the next five years
:

•

Top Revenue Projections.

Th
ese are directly tied to the performance of the
local
economy, which in turn is driven by
the
interrelated performance of the regional, state
and national economies.

Stated simply, w
hile the forecast assumes
continuing growth,
this is not a sure thing.

•

Insurance Costs.

Consistent with the general
forecast a
ssumption of using
Preliminary
Budget work to
-
date
as the “baseline
,
” the forecast

assumes that general liability

and

workers

compensation insurance costs will grow by inflation (2% annually). However,

in
the past this has been a volatile cost for many cities in California ; and the City has
experienced volatility
in insurance costs
as well.

•

Retirement Costs.

The forecast use
s
CalPERS’ rate projection

factors
for the next
five

years
. While there are a number of actuarial factors that determine rates, investment yield
assumptions
are the main driver.

The
CalPERS
actuarial yield assumption is 7%. Based
on long
-
term trends,
this is a reasonable assumption
.

W
hile there have been signific
ant
year
-
to
-
year swings, the investment yield has averaged 8.5
%

over the past ten
years.

And
most recently, the return for calendar year 2020 was 12%. H owever
,
experience

has
shown the potential for
unexpected st
eep
increases
in employer contribution
costs
.

CONCLUSION

The City’s General Fund is
essentially
balance
d

in 2021
-
22 , with projected
revenues
exceed
ing
co
sts

by $4,900. However,
as noted above, t
his is due to very small capital project
assumptions compared with prior years.

After this,
there are modest

fluctuations
from year
-
269

INTRODUCTION

-

8 -

to
-
year, with a “gap” of $1.8 million in 2022
-
23 to a surplus of $1.2 million in 2025
-

26. However
, the
differences between reven
ues and expenditures
i
n the out
-
years are very
modest:
the gap is only 1.6% of expenditures in 2022
-
23; and the surplus is only 1% of
expenditures is 2025
-
26 .

Challenges Ahead but
Begin with
Key Strengths

Given the modest assumptions for capital project
costs compared with the prior years,
General Fund’s greatest challenge in the future is likely to be funding its capital improvement goals. However, it does so
with significant strengths

compared with many other cities:

•

“Clean” (unqualified) audited financ
ial statements

prepared in accordance with
highest standards.

The City has a long history of receiving
clean audits

and preparing
award
-
winning comprehensive annual financial reports in a
ccordance with industry “best
practices.”

•

Strong reserves.

Availabl
e fund balance is 66% of operating costs.

•

Strong revenue base.

Compared with many other California cities, Rialto has a diversified and resilient revenue base.

•

Very
m
odest G
eneral Fund debt obligations
.

General Fund debt service obligations are
only 0.4% of revenues.

•

Ability to fund capital
improvements
. In balancing budgets since the Great Recession,
most cities in California have essentially eliminated funding capital projects from their General Fund budget.

However, the City has retained its ability to fund capital projects from the Genera
l Fund.

•

Long
-
standing tradition of responsible financial management and stewardship of community assets.

This core value will serve
the City
well in meeting the challenges
ahead in
a
fiscally responsible way that preserves essential services.

270

KEY ASSUMPTIONS

-

9 -

DEMOGRAPHIC

TRENDS

Population
.

Based on recent
and long
-
term
trends, no change in population
(either
up or down) is projected to materially affect revenues or expenditures over the next five
years.

Inflation.

Based on
recent and l
ong
-
term trends a
s well as
projections in recent
statewide and regional forecasts, inflation
–

as measured by the
C
onsumer
P
rice
I
ndex (CPI)

–

grows
by 2% annually throughout the forecast period.

ECONOMIC

OUTLOOK

The City is in a unique situation compared with most cities in California: while its

revenue
growth may have slowed

in some cases
, it did not experience significant
adverse results
from
Covid
-
19 impacts. And in fact, as discussed below, sales tax
(the City’s top General Fund revenue) increased significantly due to factors unique to the City.

Nonetheless, no community exists in a va
cuum from the economics of its region
and state. And the economy of Southern California and the State will not improve until the public health crisis is over.

Fortunately,
it
appears that the public health crisis in California and San Bernardino County is abating
.

For this reason, virtually all economists believe that the economy will recover strongly and quickly once the public health crisis is over.

The forecast reflects this consensus
Nonetheless, there are concerns about rising
inflation; and California is entering into another year of drought. Accordingly. this forecast reflects cautious optimism.

EXPENDITURES

Operating Costs.

Since significant staff work has been done to
-
date in preparing the
2021
-
22 Preliminary Budget, this draft work serves as the “baseline” for the forecast.

From this, operating costs are projected to increase by inflation (projected at 2% annually), exclud
ing projected increases in pension costs for contributions to the City’s unfunded actuarial liabilities (UAL).

Tabl
e 4
shows UAL cost
s

by plan based on projections provided by CalPERS

(see
“Historical Trends” for a fuller description of the City’s retirement plans

and
pension cost trends
).

Fig
ure

4. UA
L Cont
r
ibution
s

1. For miscellaneous employees, re
flects General Fund portion (
80 %); balance is allocated to other funds.

2. Does not reflect possible savings if City prepays full c o
st at beginning of the year.

Debt Service.

Remain
s

stable throughout the forecast
at
$456.600

annually
.

C
apital
Project
Costs
(Transfers Out
).

These
are based on a four
-
year average
(2018
-
19 to 2021
-
22) for 2022
-
23, increasing by inflation thereafter.

This results in
very modest
capital project costs
compared with past trends
.

UAL Contributions
Fiscal Year Ending Safety Miscellaneous Total
2022 $7,787,900 $3,059,520 $10,847,420
2023 8,620,000 3,296,000 11,916,000
2024 9,497,000 3,447,200 12,944,200
2025 8,815,000 3,616,800 12,431,800
2026 9,074,000 3,720,800 12,794,800
271

KEY ASSUMPTIONS

-

10 -

INTERFUND

TRANSFERS

Transfers
-
in

reflect the City’s mainstream
practice of transferring Gas Tax funds to
the General Fund in offsetting street
-
related maintenance costs that are far in excess
of Gas Tax revenues. This practice is projected to continue at the flat level of $

1.0 million annually. Other
transfers
-
in are projected
to i
ncrease from the 2021
-
22 baseline of $487,600 by inflation (2% annually
)
.

Transfers
-
out

include vehicle replacement, capital project and fund subsidy transfers. The assumption
s

for
c
apital projects are discussed above.

•

Vehi
cle replacement

transfers have
also
varied widely in the past,
ranging from
$220,600 in 2018
-
19 to $1.1 million in 2021
-

22. Like capital project costs,
these
are
projected
based on
a
four
-
year average (2018
-
19 to 2021
-
22) for
2022
-
23, increasing by inflat
ion thereafter.

•

Fund subsidy transfers have also varied widely in the past, t otaling $8.3 million
in 2018
-
19 and $4.2
million
in 2019
-

20. However, the forecast projects these to
stabilize at much lower levels
:
$154,000 in 2021
-
22, increasing by 2% annual
ly
thereafter.

STATE

BUDGET

ACTIONS

The forecast assumes no added cuts nor restoration of past take
a
way
s

from
cities.

REVENUES

Sources used in developing revenue projections for the forecast include:

•

Long and short
-
term trends in key City
revenues and expenditures.

•

Economic trends as reported in the national media.

•

State and regional economic forecasts prepared by the University of California, Los Angeles; California Economic Forecast; and Beacon Economics.

•

Economic and fiscal information d
eveloped by the State Legislative Analyst
’s
Office (LAO)
, State Department of Finance and State Controller.

•

Fiscal and legislative analysis by the League of California Cities.

•

Analysis by the City’s sales
and property
tax advisor (
HdL)
.

Ultimately, however,
in close consultation with City staff,
the forecast projections
reflect our best judgment about the State budget process and the performance of the local economy during the next
five
years and how these will affect General Fund
revenue
s.

Top
Six Revenues

The following

describes the assumptions for the
General Fund’s top
six
revenues,
which account for about
7 5% of total revenues:
sales tax,
general property taxes,
vehicle l
ic
e
n
se fee (
VLF
)

swap property tax
es, utility user taxes, franchise fees and
busines
s licenses.

Sales Tax.

This is
based on City staff projections for 2021
-
22 and growth factor
projections
by the City’s sales
tax
advi
s
or (HdL)

thereafter
. The significant increase
in 2021
-
22 is based on
four
factors:

272

KEY ASSUMPTIONS
- 11 -
• Underlying decrease of 1.1% in “baseline” revenues (excluding county and statewide pool).
• Countywide increase in the State and county pool.
• Continued strength in “business-to-business” sales and fulfillment center revenues.
• Changes in State allocation methodology.

Figure 5. Sales Tax Projections
Fiscal Year Percent Change
2021-22
2022-23
2023-24
2024-25
2025-26

9.1%

4.7%

4.8%

4.8%

4.8%
General Property Taxes. Along with the “VLF Swap,” this revenue source is largely driven by changes in assessed value along with complicated State property tax apportionment procedures. This is based on City staff projections for 2021-22 and growth factor projections by the City’s property tax advisor (HdL) thereafter.

Figure 6. General Property Tax Projections
Fiscal Year Percent Change
2021-22
2022-23
2023-24
2024-25
2025-26
-3.1%

2.7%

3.1%

3.2%

3.2%
VLF Swap Property Taxes. Along with general property taxes, this revenue source is largely driven by changes in assessed value along with complicated State property tax apportionment procedures. This is based on City staff projections for 2021-22 and growth factor projections by the City’s property tax advisor (HdL) thereafter.

Figure 7. VLF Swap Property Tax Projections
Fiscal Year Percent Change
2021-22
2022-23
2023-24
2024-25
2025-26

3.6%

2.5%

3.2%

3.3%

3.3%
Utility User Taxes. This is based on City staff projections for 2021-22 and inflation (2%) thereafter based on past growth rate trends.

Figure 8. Utility Users Tax Projections
Fiscal Year Percent Change
2021-22
2022-23
2023-24
2024-25
2025-26

3.6%

2.5%

3.2%

3.3%

3.3%
273

KEY ASSUMPTIONS

-

12 -

FORECAST

D
ET
A
IL

Th
e following
two
sc
hedu
le
s

of Revenues,
Expen
dit
ures and Ch
ange
s in Fund
B
a
lan
ce (
Fig
ure 10
-
1) a
nd

Assum
ptions Su
mmary (
Figure 10
-
2) prov
ide the

de
tail
underlying

forecast res
u
l
t
s
.

Franchise Fees.

This is
based on City staff
projections for 2021
-
22 and inflation
(2%) thereafter based on past growth rate trends.

F
igure
9 .

Fra
n
ch
ise Fee

Projec
tion
s

Fiscal Year

P
er
c
e
nt

C
h
a
n
ge

20 21
-
22 20
22 -
23 2023
-
24 20
24 -
25 20
25 -
26 0.1
%

2 .
0 %

2.0 %

2.0 %

2 .
0 %

Business Licenses
.

This is
based on City staff projections for 2021
-
22 (reflecting

a

16% decrease from 2021
-
22),
r
ecover
ing
to

2019
-
20 levels
by 2023
-
24; grows by
inflation
(2%)
thereafter
.

Other Revenues

Development review and other permit charges are based on a four
-
year average
(2018
-
19 to 2021
-
22) for 2022
-
23, increasing by inflation thereafter. Other
revenues
are projected to remain flat or grow modestly by inflation (2%) during the forecast period.

274

-

13 -

Figure 10-1. General Fund Five-Year Fiscal Forecast: Revenues, Expenditures and Changes in Fund Balance 2018-19 2019-20 2020-21
Actual Actual Revised Budget 2021-22 2022-23 2023-24 2024-25 2025-26 Revenues and Transfers
Sales Tax $21,980,100 $22,172,200 $23,456,800 $25,569,800 $26,771,600 $28,056,600 $29,403,300 $30,814,700 General Property Tax 13,135,600 12,527,500 14,473,900 14,027,700 14,406,400 14,853,000 15,328,300 15,818,800 VLF Swap Property Tax 13,212,700 14,478,100 15,551,100 16,209,500 16,614,700 17,146,400 17,712,200 18,296,700 Utility Users Tax 13,035,900 13,664,200 14,051,200 13,678,000 13,951,600 14,230,600 14,515,200 14,805,500 Franchise Fees 3,725,400 3,871,000 3,800,000 3,805,000 3,881,100 3,958,700 4,037,900 4,118,700 Other Taxes 1,798,600 1,960,000 1,795,700 2,067,900 2,109,300 2,151,500 2,194,500 2,238,400 Permit and Service Charges
Business Licenses 3,024,800 3,570,300 3,700,000 3,100,000 3,400,000 3,700,000 3,774,000 3,849,500 Development Review 7,025,900 5,531,300 4,505,100 6,208,600 5,817,700 5,934,100 6,052,800 6,173,900 Other Permit and Service Charges 6,861,000 5,685,600 4,136,600 5,356,500 5,463,600 5,572,900 5,684,400 5,798,100 From Other Agencies -
County Landfill Tipping 4,264,900 4,325,100 4,215,400 4,215,400 4,215,400 4,215,400 4,215,400 4,215,400 Other From Other Agencies 1,598,800 3,373,300 1,637,800 219,900 219,900 219,900 219,900 219,900 RUA Lease and Contract Payments 2,742,000 3,140,500 3,140,500 3,140,500 3,140,500 3,140,500 3,140,500 3,140,500 Other Revenues 5,756,300 3,441,200 2,642,100 2,603,300 2,603,300 2,603,300 2,603,300 2,603,300 Transfers In 6,765,700 5,028,600 3,975,500 1,487,600 1,497,400 1,507,300 1,517,400 1,527,700 Total Revenues 104,927,700 102,768,900 101,081,700 101,689,700 104,092,500 107,290,200 110,399,100 113,621,100 E xpenditures and Transfers Out
Operating Costs 83,044,600 88,391,600 97,481,800 99,380,800 102,220,100 105,054,400 106,384,200 108,626,200 Debt Service 435,300 1,000 456,600 456,600 456,600 456,600 456,600 456,600 Transfers Out
Vehicle Replacement 220,600 312,900 250,000 1,133,000 479,100 488,700 498,500 508,500 Capital Projects 3,424,100 4,838,800 1,416,800 560,400 2,560,000 2,611,200 2,663,400 2,716,700 Other Funds 8,284,700 4,202,300 584,900 154,000 157,100 160,200 163,400 166,700 Total E xpenditures and Transfers Out 95,409,300 97,746,600 100,190,100 101,684,800 105,872,900 108,771,100 110,166,100 112,474,700 Revenues Over (Under) E xpenditures 9,518,400 5,022,300 891,600 4,900 (1,780,400) (1,480,900) 233,000 1,146,400 Fund Balance, Beginning of Year 72,980,800 82,499,200 87,521,500 88,413,100 88,418,000 86,637,600 85,156,700 85,389,700 Fund Balance, E nd of Year 82,499,200 87,521,500 88,413,100 88,418,000 86,637,600 85,156,700 85,389,700 86,536,100 Unspendable 24,252,300 24,399,500 24,399,500 24,399,500 24,399,500 24,399,500 24,399,500 24,399,500 Available 58,246,900 63,122,000 64,013,600 64,018,500 62,238,100 60,757,200 60,990,200 62,136,600

FORECAST
275

-

14 -

Figure 10-2. Assumptions Summary
2021-22 2022-23 2023-24 2024-25 2025-26
Inflation 2.0% 2.0% 2.0% 2.0% 2.0%

REVENUES & OTHER SOURCES
Sales Tax 9.1% 4.7% 4.8% 4.8% 4.8%
General Property Tax -3.1% 2.7% 3.1% 3.2% 3.2%
VLF Swap Property Tax 3.6% 2.5% 3.2% 3.3% 3.3%
Utility Users Tax -2.7% 2.0% 2.0% 2.0% 2.0%
Franchise Fees 0.1% 2.0% 2.0% 2.0% 2.0%
Other Taxes 15.2% 2.0% 2.0% 2.0% 2.0%
Business Licenses
Recovers to 2019-20 "base year" by 2023-24; grows by inflation thereafter -16.2% 3,400,000 3,700,000 2.0% 2.0% Development Review Service Charges:

Average of 2 prior year actuals and 2020-22 estimates as base for 2022-23. 6,208,600 5,817,700 2.0% 2.0% 2.0% increases by inflation thereafter
Other Permit and Service Charges: Grow by inflation from 2021-22 baseline 5,356,500 2.0% 2.0% 2.0% 2.0% County Landfill Tipping
Stays flat during forecast period 4,215,400 4,215,400 4,215,400 4,215,400 4,215,400 RUA Lease and Contract Payments
Stays flat during forecast period 3,140,500 3,140,500 3,140,500 3,140,500 3,140,500 Other Revenues: Stay flat from 2021-22 baseline 2,823,200 2,823,200 2,823,200 2,823,200 2,823,200 Transfers In
Gas Tax: Stays flat from 2021-22 baseline 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Other Funds: Grow by inflation (2%) from 2021-22 baseline 487,600 497,400 507,300 517,400 527,700

EXPENDITURES
Operating Costs
CalPERS Unfunded Actuarial Liability (UAL) Contributions Safety Employees 7,787,900 8,620,000 9,497,000 8,815,000 9,074,000 Miscellaneous Employees (80% of total: balance allocated to other funds) 3,059,500 3,296,000 3,447,200 3,616,800 3,720,800 Total CalPERS UAL 10,847,400 11,916,000 12,944,200 12,431,800 12,794,800 Other Operating Costs: Grow by inflation (2%) from 2021-22 baseline 88,533,400 90,304,100 92,110,200 93,952,400 95,831,400 Total Operating Costs 99,380,800 102,220,100 105,054,400 106,384,200 108,626,200 Debt Service: Stays flat from 2021-22 Baseline 456,600 456,600 456,600 456,600 456,600 Transfers Out
Vehicle Replacement 1,133,000 479,100 2.0% 2.0% 2.0% Average of 2 prior year actuals and 2020-22 estimates as base for 2022-23; increases by inflation thereafter
Capital Projects 560,400 2,560,000 2.0% 2.0% 2.0% Average of 2 prior year actuals and 2020-22 estimates as base for 2022-23; increases by inflation thereafter
Other Funds: Grow by inflation from 2021-22 baseline 154,000 2.0% 2.0% 2.0% 2.0% 276

HISTORICAL TRENDS

-

15 -

Unless otherwise indicated, the source of data is the City of Rialto.

ECONOMIC
AND

DEMOGRAPHIC

TRENDS

The followi
ng pre
se
n
ts ten
-
year chan
g
e
s in po
pulation, Co
n
s
u
mer P
r
ice

Ind
ex (CPI
) and the
co
n
s
t
ruc
t
ion
value
of bu
ilding per
mi
t
s

(
building

per
mit

v
a
luatio
n
s)
.

Fig
ure
1 1
.

Population

Source: State of California, Demographic Research Unit

Consumer Price Index

The following
presents changes in the Consumer Price Index for All Urban Consumers (CPI -
U) for the United

States and Southern California. The short
-
term and long
-
term results are similar, leading to the
F
orecast

inflation
assumption of 2%
annually.

Figure
1 2
.

U.S.

C
P
I
-
U

Population
Fiscal Year Ending Amount % Change
2012 101,153
2013 101,449 0.3%
2014 101,859 0.4%
2015 102,555 0.7%
2016 102,640 0.1%
2017 102,688 0.0%
2018 102,373 -0.3%
2019 102,733 0.4%
2020 102,813 0.1%
2021 102,567 -0.2%
January 1 of Each Year
Average Annual % Change
Last 2 Years -0.1%
Last 5 Years 0.0%
Last 9 Years 0.2%
0 20,000
40,000
60,000
80,000
100,000
120,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Population: Last Ten Years
U.S. Consumer Price Index
Fiscal Year Ending Amount % Change
2011 220.2
2012 226.7 3.0%
2013 230.3 1.6%
2014 233.9 1.6%
2015 233.7 -0.1%
2016 236.9 1.4%
2017 242.8 2.5%
2018 247.9 2.1%
2019 251.7 1.5%
2020 257.9 2.5%
2021 261.6 1.4%
All Urban Consumers, January of Each Year
US. Bureau of Labor Statistics
Average Annual % Change
Last 2 Years 1.9%
Last 5 Years 2.0%
Last 10 Years 1.7%
-1.0%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % Change in U.S. CPI-U
Last Ten Years
Average Annual
Increase: 1.7%
277

HISTORICAL TRENDS

-

16 -

Fi
gure
1 3
.

Sout
he
r
n Cal
if
ornia
C
P
I
-
U

Figure
1 4
. Bui
ld
in
g P
ermit Valuations

Building
permit
valuations reflect the strength
of the City’s non
-
residential
secto
r

and

rel
ative
r
e
s
iliency fr
o
m
Co
vid
-
19 i
mp
a
c
t
s. 2017
-
19 were
“
peak
”

yea
rs.

T
hat

sai
d
,
e
ven

with

Covi
d
-
1 9 i
m
p
acts,
2020

was
still
a
n historically
s
tr
ong
year.

Southern California Consumer Price Index
Fiscal Year Ending Amount % Change
2011 228.7
2012 233.4 2.1%
2013 238.0 2.0%
2014 239.9 0.8%
2015 239.7 -0.1%
2016 247.2 3.1%
2017 252.4 2.1%
2018 264.2 4.7%
2019 269.5 2.0%
2020 277.8 3.1%
2021 280.2 0.9%
All Urban Consumers, January of Each Year
US. Bureau of Labor Statistics
Los Angeles-Long Beach-Anaheim
Average Annual % Change
Last 2 Years 2.0%
Last 5 Years 2.5%
Last 10 Years 2.1%
Building Permit Valuations
Calendar Year Amount
2011 73,053
2012 76,681
2013 137,980
2014 143,213
2015 178,006
2016 120,770
2017 231,371
2018 268,494
2019 379,389
2020 148,538
In Thousands
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
In Thousands
Calendar Year
Building Permit Valuations: Last Ten Years
278

HISTORICAL TRENDS

-

17 -

EXPENDITURE AND

REVENUE
SUMMAR
IES

The following
present
s

e
x
pen
dit
ure sum
m
a
r
ies

based

on

the 202
0 -
21 “
r
e
vi
s
ed

budget
”

for all
City
e
x
pe
ndit
ures
by
fu
n
ding so
urce

and
G
e
ner
al Fund
e
xpe
nditu
r
es

by
majo
r
ca
te
g
or
y (o
per
a
ting
, cap
ital, debt servi
c
e

and
t
ran
sfers
o
ut), operating co
s
ts
(da
y
-
to
-
day
deliv
ery of servi
c
es)
by type and
operating

c
o
sts by
Department
. Th
is is
foll
o
w
ed by

2020
-
21 General Fund rev
en
u
e
s

by
source
.

Figure
1 5
.

City
Expen
dit
ures

by
Funding So
u
r
c
e

The General Fund accounts for over 50% of
total
expenditures and

is the focus of this
forecast.

Figure
1 6
.

General Fund Exp
en
d
it
ures

Day
-
to
-
day services
–

arresting bad gu
y
s
,
putting
-
out fires and patching street
s

(
operating

co
s
ts)

account for over 95% of General Fund
costs

in 2020
-
21 .

Funding Sources: 2020-21 Budget
Source Amount % Total
General Fund 101,685 52%
Rialto Utility Authority 42,754 22%
Special Revenue Funds 22,418 11%
Internal Service Funds 12,275 6%
Successor Agency 11,341 6%
Other Funds 5,040 3%
Total $195,513 100%
In Thousands of Dollars
General Fund Expenditures: 2020-21 Budget
Function Amount % Total
Operating 97,482 97.3%
Debt Service 456 0.5%
Transfers Out: Capital Outlay 1,667 1.7%
Other Transfers Out 585 0.6%
Total $100,190 100.0%
In Thousands of Dollars
279

HISTORICAL TRENDS

-

18 -

Figu
re 17
.

General Fund
Operating

C
osts

Staffing is the largest type of operating costs,
accounting for almost 70% of costs
.

Figure
1 8
.

General Fund
Operating

C
osts

Public
S
afety

ser
vices

–

Police

and
Fire

D
e
partment
s

–

account

for almost 70% of
General Fund operating costs.

General Fund Operating Costs: 2020-21 Budget
Function Amount % Total
Staffing 66,534 68.3%
Supplies and Services 30,695 31.5%
Minor Capital 253 0.3%
Total $97,482 100.0%
In Thousands of Dollars
General Fund Operating Costs: 2020-21 Budget
Function Amount % Total
Public Safety 66,381 68%
Public Works 12,001 12%
Community Development 4,441 5%
Community Services 4,144 4%
Support Services 10,515 11%
Total $97,482 100%
In Thousands of Dollars
Public Safety
68%
Public Works
12%
Community
Development
5%
Community
Services
4%
Support
Services
11%
2020-21 General Fund Operating Costs
By Department: $97.5 Million
280

HISTORICAL TRENDS

-

19 -

Figure
1 9
.

General Fund
Rev
e
n
ues

•

Sales tax is the largest General Fund
revenue, accountin
g

for almost 25% of
total sources.

•

The “Top 6” revenues
–

sales tax, general
property tax, VLF swap
property tax,
utility users tax, franchise fees and
bus
i
ness licenses
–

ac
c
ou
nt
for 75% of
total sources. These are the focus of the
following revenue trends.

•

Top 10 revenues account for 90% of

total
sources and are the focus of forecast
revenue projections.

GENERAL FUND REVENUE TRENDS

The following tables and charts show long
and short
-
term
General Fund
trends
for the
“Top
Six”
revenue
sources

(
sales tax, general
property tax, VLF swap property tax, utility users tax, franchise fees and business licenses
), which
account for 75% of total sources.

Figure 20
.

Sales Tax
Rev
e
n
ues

General Fund Revenues & Sources: 2020-21
Source Amount % Total
Sales Tax 23,456 23%
General Property Tax 14,474 14%
VLF In-Lieu Property Tax 15,551 15%
Utility Users Tax 14,051 14%
Franchise Fees 3,800 4%
Business Licenses 3,700 4%
Development Review 4,505 4%
County Landfill Tipping 4,215 4%
RUA Lease/Contract Payments 3,141 3%
Transfers In 3,976 4%
Total Top Ten Revenues 90,869 90%
Other Revenues 10,212 10%
Total $101,081 100%
In Thousands of Dollars
Sales Tax
23%
General
Property Tax
14%
VLF In-Lieu
Property Tax
15%
Utility Users
Tax
14%
Franchise Fees
4%
Business
Licenses
4%
Other Top Ten
Revenues
16%
Other
Revenues
10%
2020-21 General Fund Revenues & Sources:
$101.1 Million
Sales Tax Trends
Fiscal Year Ending Amount % Change
2011 8,663,000
2012 10,292,400 18.8%
2013 9,822,500 -4.6%
2014 11,007,200 12.1%
2015 11,471,800 4.2%
2016 11,336,300 -1.2%
2017 13,950,600 23.1%
2018 16,828,500 20.6%
2019 21,980,100 30.6%
2020 22,172,200 0.9%
Average Annual % Change
Last 2 Years 15.7%
Last 5 Years 14.8%
Last 9 Years 11.6%
$5,000,000
$7,500,000
$10,000,000
$12,500,000
$15,000,000
$17,500,000
$20,000,000
$22,500,000
$25,000,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Fiscal Year Ending
Sales Tax Revenues: Last Ten Years
281

HISTORICAL TRENDS

-

20 -

Figure 21. S
a
les
Tax

B
y S
ource

The strength and resiliency of the City’s sales
tax revenues
are
reflected
by
the sources of
these revenues, with “bu
siness and industy”
(largely bsusiness
-
to
-
business sales)
accounting for over 40% of total revenues
(excluding the County and State pools).

Statewide
, this source account for about
20 %
of sales tax revenues.

Source: HdL

Figure 2
2 .

General Prop
erty

T
axes

Along with the
“VLF Swap,” this revenue
source is largely driven by changes in assessed
value along with complicated State property
tax apportionment procedures.

Business &
Industry
43%
Building &
Construction
13%
Fuel &
Service
Stations
12%
General
Consumer
Goods
11%
Restaurants &
Hotels
10%
Autos &
Transportation
6%
Food & Drugs
5%
Sales Tax Revenues By Source
General Property Tax Trends
Fiscal Year Ending Amount % Change
2011 4,638,800
2012 5,843,400 26.0%
2013 8,259,000 41.3%
2014 6,353,100 -23.1%
2015 7,796,200 22.7%
2016 8,437,400 8.2%
2017 9,150,900 8.5%
2018 11,044,300 20.7%
2019 13,135,600 18.9%
2020 12,527,500 -4.6%
Average Annual % Change
Last 2 Years 7.2%
Last 5 Years 10.3%
Last 9 Years 13.2%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Fiscal Year Ending
General Property Tax Revenues
Last Ten Years
282

HISTORICAL TRENDS

-

21 -

Figure 2
3 .

VLF Swap
Prop
erty

T
axes

Along with
general property taxes,
this revenue
source is largely driven by
changes in assessed
value along with complicated State property
tax apportionment procedures.

Figure 2
4 .

Utilit
y
User Taxes

This revenue source has been very stable over
the past ten years.

VLF Swap Property Tax Revenue Trends
Fiscal Year Ending Amount % Change
2011 8,124,700
2012 8,022,600 -1.3%
2013 8,244,100 2.8%
2014 8,561,100 3.8%
2015 9,340,300 9.1%
2016 10,043,400 7.5%
2017 10,622,300 5.8%
2018 11,625,900 9.4%
2019 13,212,700 13.6%
2020 14,478,100 9.6%
Average Annual % Change
Last 2 Years 11.6%
Last 5 Years 9.2%
Last 9 Years 6.7%
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
VLF Swap Property Tax Revenues
Last Ten Years
Utility Users Tax Trends
Fiscal Year Ending Amount % Change
2011 11,204,700
2012 11,083,000 -1.1%
2013 11,253,200 1.5%
2014 12,191,900 8.3%
2015 12,634,000 3.6%
2016 12,670,500 0.3%
2017 12,731,100 0.5%
2018 13,592,500 6.8%
2019 13,035,900 -4.1%
2020 13,664,200 4.8%
Average Annual % Change
Last 2 Years 0.4%
Last 5 Years 1.7%
Last 9 Years 2.3%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
Utility Users Tax Revenues: Last Ten Years
283

HISTORICAL TRENDS
- 22 -
Figure 25. Franchise Fees
This revenue source has also been very stable
over the past ten years.

Figure 26. Business Licenses
Franchise Fee Revenue Trends
Fiscal Year Ending Amount % Change
2011 2,953,000
2012 3,108,000 5.2%
2013 3,153,900 1.5%
2014 3,158,000 0.1%
2015 3,429,900 8.6%
2016 3,602,000 5.0%
2017 3,349,600 -7.0%
2018 3,764,400 12.4%
2019 3,725,400 -1.0%
2020 3,871,000 3.9%
Average Annual % Change
Last 2 Years 1.4%
Last 5 Years 2.7%
Last 10 Years 3.2%
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
Franchise Fee Revenues: Last Ten Years
Business License Revenue Trends
Fiscal Year Ending Amount % Change
2011 1,610,300
2012 1,436,800 -10.8%
2013 1,532,400 6.7%
2014 2,196,800 43.4%
2015 2,131,600 -3.0%
2016 2,237,100 4.9%
2017 2,290,400 2.4%
2018 2,713,700 18.5%
2019 3,024,800 11.5%
2020 3,570,300 18.0%
Average Annual % Change
Last 2 Years 14.7%
Last 5 Years 11.1%
Last 9 Years 10.2%
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
Business License Revenues: Last Ten Years
284

HISTORICAL TRENDS

-

23 -

GENERAL FUND EXPENDITURE TRENDS

The
following
presents
General Fund
total
operating cost
s and for
public safety

–

P
ol
i
ce
a
nd
Fire
,
w
hich
account for
almost 7
0% of total operating costs.

It also presents City
-
wide genera
l
li
a
b
ility
and work
er
s
co
mpensation insurance costs,
wh
ich have
been vola
tile and significant cost drivers f
or many cit
i
es in
C
a
lif
ornia.

As
shown below, it has also
been a vol
atile
cost
area
for the City
as well
but appe
ars to have
stabilized.

Figure 2
7 .

Ge
neral Fund Operat
ing Costs

These have stabilized over the last four years.

Figure 2
8 .

Ge
neral Fund
Pub
lic Safety
Costs

Operating Costs
Fiscal Year Ending Amount % Change
2011 52,194,200
2012 49,962,900 -4.3%
2013 48,267,000 -3.4%
2014 53,806,200 11.5%
2015 59,056,800 9.8%
2016 64,680,200 9.5%
2017 80,265,300 24.1%
2018 77,740,300 -3.1%
2019 83,044,600 6.8%
2020 88,391,600 6.4%
Average Annual % Change
Last 2 Years 6.6%
Last 5 Years 8.7%
Last 9 Years 6.4%
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year Ending
General Fund Operating Costs: Last Ten Years
General Fund Public Safety Costs
Fiscal Year Ending Amount % Change
2011 38,543,800
2012 36,618,500 -5.0%
2013 36,611,100 0.0%
2014 37,422,700 2.2%
2015 39,075,600 4.4%
2016 43,306,100 10.8%
2017 50,864,900 17.5%
2018 53,280,000 4.7%
2019 54,270,100 1.9%
2020 58,704,100 8.2%
Average Annual % Change
Last 2 Years 5.0%
Last 5 Years 8.6%
Last 9 Years 5.0%
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
General Fund Public Safety Costs Last Ten Years
285

HISTORICAL TRENDS

-

24 -

Figure 2
9 .

Ge
neral
Liability
Costs

City
-
W
i
d
e
:

A
l
l
Funds

Combined

These have been among the City’s most
volatile costs but appear to have stabilized.

Figure
30 .

Worker
s Compensation
Costs

City
-
W
i
d
e
:

A
l
l
Funds

Combined

These have also been among the City’s most
volatile costs but appear to have stabilized.

General Liability Cost Trends
Fiscal Year Ending Amount % Change
2011 2,955,800
2012 2,986,200 1.0%
2013 2,093,400 -29.9%
2014 2,311,700 10.4%
2015 3,498,600 51.3%
2016 2,043,800 -41.6%
2017 2,582,400 26.4%
2018 2,052,600 -20.5%
2019 1,506,300 -26.6%
2020 1,866,300 23.9%
Average Annual % Change
Last 2 Years -1.4%
Last 5 Years -7.7%
Last 9 Years -0.6%
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
General Liability Costs: Last Ten Years
Workers Compensation Cost Trends
Fiscal Year Ending Amount % Change
2011 1,496,500
2012 4,316,200 188.4%
2013 1,980,700 -54.1%
2014 1,728,700 -12.7%
2015 1,350,200 -21.9%
2016 670,300 -50.4%
2017 3,391,900 406.0%
2018 2,198,900 -35.2%
2019 4,766,300 116.8%
2020 3,150,500 -33.9%
Average Annual % Change
Last 2 Years 41.4%
Last 5 Years 80.7%
Last 9 Years 55.9%
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Ending
Workers Compensation Costs: Last Ten Years
286

HISTORICAL TRENDS

-

25 -

GENERAL FUND BALANCE

As reflected below, the City has maintained very strong reserves over the past ten years.

Past draw

drowns have been for one
-
time purposes such as capital projects. Even so, available fund balance (excluding non -
spendable balances, largely advances
to othe
r funds) reserves at June 30, 2020 were
about 7
0 % of operating costs.

Figure
3 1
.

Available

General Fund B
a
lan
ce

Excludes non
-
spendable balances, largely advances to
other funds
.

The C
ity
h
a
s

mai
ntaine
d very s
t
rong
available

fun
d b
a
lan
ce
s
over

the past ten years. (The line
gr
aph s
how
s f
und
b
a
l
ance as a p
e
r
c
ent

of
ope
rating costs.)

CALPERS PENSION COSTS

The City currently provides defined pension benefits to its regular employees through its contract with the
California Public Employees Retirement System (
CalPERS
)
,
which

serves a
s
the
“
Plan

Admi
nistrato
r,
”

About CalPERS.

While cities, counties and special districts are free to create their own r etirement systems, 460
of California’s 482 cities are members of CalPERS. Dating back eighty years, CalPERS is now the largest pension fund in the United States,
providing services to about 2,900 state, city, county and special districts, with over 1
.
5 mi
llion members and managing
$
4 4
0 billion in assets

as of
January

2021.

Funding Pension Benefits.

There are many actuarial factors that determine contribution rates, including inflation, employee earnings and life expectancy assumptions. However, the assumption for the “discount rate” -

the projected long
-
term yield on investments
–

is one of the mo
st important. For example, only about one
-
third of
CalPERS retirement benefits are funded by employee and employer contributions: the other two -
thirds are funded
from investment yields.

Small changes in this rate
–

up or down
–

can significantly affect fu
nding.

CalPERS
actuarial assumption for investment earnings is 7.0%. For context, the following presents CalPERS investment earnings for the last ten years.

Available General Fund Balance
% Operating
Fiscal Year Ending Amount Costs
2011 38,192,920 73.2%
2012 32,366,700 64.8%
2013 40,630,600 84.2%
2014 48,861,900 90.8%
2015 57,071,900 96.6%
2016 54,750,000 84.6%
2017 65,844,100 82.0%
2018 66,728,700 85.8%
2019 58,246,800 70.1%
2020 63,122,000 71.4%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%
100.0%
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Fiscal Year Ending
General Fund Balance: Last Ten Years
287

HISTORICAL TRENDS

-

26 -

Figure
3 2
.

C
a
lPE
R
S Investm
e
nt

Yields

As reflected in this sidebar graph, there
have
been significant swings from year
-
to
-
year

over
the past
ten y
ears, ran
ging from
gains of 21% in 2010
-
11 to

0.1% just one
year later

in 201
1 -
12 .

City Pension Plans

The City currently has
two basic r
etirement plans with CalPERS:

•

Safety.

Sworn employees like
p
olice
o
fficers and
f
irefighters
.

•

Miscellaneous.

All other
regular
employees
.

Within each of group, there are “c
lassic
e
mployees
”
hired before
2013
; and “
PEPRA
e
mployees
”
hired after December 31, 2012

(see sidebar chart for a description of these two employee types).

Funding CalPERS Benefits

Along with investment earnings, CalPERS pension benefits are funded by contributions from both employees and employers.

The employer share has two components:

•

Normal
C
ost
.

The rate needed to meet current actuarial
obligations.

•

Unfunded
A
ctuarial

L
ia
bility (UAL)
.

Funding needed to
amortize any outstanding unfunded liabilities

(
amount
s

due to
e
m
pl
o
ye
e
s

w
hen they

re
tire th
a
t

are gr
e
at
er th
an
plan asse
t
s
),
typically over 30 years).

At this point,
the City
’
s
“normal” contributions have
largely
stabilized and are n
ot
expected to grow significantly

in the

Public Employees’ Pension Reform Act

Effective January 1, 2013,
the
Public Employees’
Pension Reform Act

(
PEPRA
)

created a

“two
-
tier”
retirement system
under which
benefits for
“new”
employees
hired
on or aft
er January 1, 2013
a
re
lower than those
employees

who were
vested
in
the system before then.

“
PEPRA
”

Employees.

With the goal of reducing
costs and future liabilities

for state and local
agency system members
, m
ajor changes for
“
new
”

system
(PEPRA)
members include lower
-
cost pension

formulas, increased retirement age
requirements, use of “three years of highest

average compensation” (rather than single
highest year) in calculating pensionable pay and
caps on maximum annual benefits.

“
Classic
”

Employ
ees.

Retirement benefits for
local agency employees hired before January 1,

2013

(
“c
lassic
”

employees) a
re not affected by
these “rollbacks
:
” they only affect
PEPRA
employees

hired after this date.

“
C
lassic
”

employees

also
include those
hired after
December 31, 2012
who
had
established
C
alP
ERS
membership
with another agency
before
then
, as long as any
break in

service
was
six months or less
.

These employees will
be
eligible for the new agency’s

benefit level that
was in place as of

D
ecemb
er 31, 2012.

f
uture
.

However, if there are adverse actuarial results, such as lower investment yields, this will be reflected in the UAL payment.

Over the past five years, CalPERS has phased
-
in increases in both the normal and UAL employer
contribution rates. As

noted above, normal
cost rates have stabilized, but UAL payments continue to rise.

CalPERS Investment Yields
Fiscal Year Ending Amount % Change
2011 21.7%
2012 0.1% -99.5%
2013 13.2% 13100.0%
2014 18.4% 39.4%
2015 2.4% -87.0%
2016 0.6% -75.0%
2017 11.2% 1766.7%
2018 8.6% -23.2%
2019 6.7% -22.1%
2020 4.7% -29.9%
Average Net Return
Last 5 Years 6.3%
Last 10 Years 8.5%
Last 20 Years 5.5%
Last 30 Years 8.0%
288

HISTORICAL TRENDS

-

27 -

The following summarizes
City
-
wide
trends in normal cost rates and
the UAL

(all funds combined)
.

Normal
C
ost

C
ontribution
R
ate
s
.

For “normal costs
,
” contributions are based on rates applied against actual payroll costs. (Payroll costs are based on “regular”
wages
, and as such
,

exclude
earnings
such as overtime.) The
following summarizes actual “normal cost” employer payroll contribution rates for S
a
fety
and
M
iscellaneous
employees)
for 2013
-
14 through 2021
-
22; and projected rates for 2022
-
23 through 2026
-

27. (Employees also
make contributions in addition to these rates).

As noted above, these rates have stabilized; and CalPERS project s

that they will decline slightly beginning in 2022
-

23. Figure
3 3
.

City
Nor
mal Ra
te: Safety

Source: CalPERS Actuarial Valuation
,
Ju
ly 2020

Figure
3 4
.

City
Nor
m
a
l
Rate:

Miscellaneous

Source: CalPERS Actuarial Valuation
,
Ju
ly 2020

UAL Cost
s
.

The annual UAL cost in amortizing unfunded liabilities is a fixed cost, The following summarizes actual UAL costs for 2017
-
18 through
2021
-
22; and projections for
2022
-
23 through 2026
-
27 .

As reflected
in
Figures

35 and 36
below, while normal costs have stabilized,
UAL cost
s

have

no
t
:

they have risen
significantly since phased
-
in rate increases began in 2017
-
18; and in accordance with CalPERS phase
-
in plan,
will continue to rise through 202
4 -
25 .

Subsequently,
202
5 -
26 reflects the first year of
“stabilize
d
”
rates.

Employer Normal Cost Rate: Safety
Fiscal Year Ending Rate
2014 22.0%
2015 22.1%
2016 22.1%
2017 22.2%
2018 22.6%
2019 23.1%
2020 23.4%
2021 24.7%
2022 25.2%
2023* 24.9%
2024* 24.5%
2025* 24.1%
2026* 23.8%
2027* 23.4%
* Projected
Employer Normal Cost Rate: Miscellaneous
Fiscal Year Ending Rate
2014 11.0%
2015 10.4%
2016 10.7%
2017 10.1%
2018 10.5%
2019 10.9%
2020 11.5%
2021 12.8%
2022 11.8%
2023* 11.4%
2024* 10.9%
2025* 10.4%
2026* 10.0%
2027* 9.5%
* Projected
289

HISTORICAL TRENDS
- 28 -
During this period, UAL costs will have risen by 77% for safety employees; and by 97% (almost doubling) for miscellaneous employees.

Figure 35. UAL Costs: Safety
Source: CalPERS Actuarial Valuation, July 2020
Figure 36. UAL Costs: Miscellaneous
Source: CalPERS Actuarial Valuation, July 2020
UAL Costs: Safety
Fiscal Year Ending Safety % Increase
2018 5,136,900
2019 5,852,300 13.9%
2020 6,584,800 12.5%
2021 6,971,100 5.9%
2022 7,787,900 11.7%
2023* 8,620,000 10.7%
2024* 9,497,000 10.2%
2025* 8,815,000 -7.2%
2026* 9,074,000 2.9%
2027* 9,313,000 2.6%
* Projected
Percent Increase: 2017-18 to 2025-26 77%
UAL Costs: Miscellaneous
Fiscal Year Ending Amount % Increase
2018 2,361,000
2019 2,701,900 14.4%
2020 3,065,900 13.5%
2021 3,303,800 7.8%
2022 3,824,400 15.8%
2023* 4,120,000 7.7%
2024* 4,309,000 4.6%
2025* 4,521,000 4.9%
2026* 4,651,000 2.9%
2027* 4,773,000 2.6%
* Projected
Percent Increase: 2017-18 to 2025-26 97%
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2018
2019
2020
2021
2022
2023*
2024*
2025*
2026*
2027*
Fiscal Year Ending
UAL Costs: Miscellaneous
290

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