Rialto City Council
June 11, 2024

2024-25
BUDGET

WORKSHOP
Memorandum
To: Mayor & City Council Members
From: Michael Milhiser, Interim City Manager
Tanya Williams, Assistant City Manager
Date: 6/5/2024
Subject: Preliminary Draft Fiscal Year 2024-2025 Budget Included in this binder is the high-level overview of the preliminary Fiscal Year 2024-2025 draft budget for your review and consideration. Overall, departments presented very conservative budgets with moderate increases.

The recent increases adopted through negotiations to the bargaining groups are incorporated into this budget.

Personnel Requests:

There are no new personnel included in this proposed draft. However, the City Manager’s office received several requests from the departments for the upcoming year. A summary of these personnel requests by department are enclosed on the attached summary sheet. Some of these requests do not impact the general fund- for
example those in the Fire Department. Where that’s the
case it has been noted.

The total request for all new positions in the General Fund is $2,049,139.

These position requests will be presented by the corresponding departments at next week’s budget workshop to provide insight into the justification for the positions and how they align with City Council priorities for the effective delivery of services to the community.

Budget Workshop
At the budget workshop on June 11th, the interim finance director will also provide the City Council with a high level overview of the current year to date actuals of Fiscal Year 2024, a snapshot of the general fund reserves, and a look ahead at the general fund forecast.
1 City of Rialto
2024-25 Budget - New Position Requests

DEPARTMENT PERSONNEL REQUEST COST
City Clerk/Management Services
Reclass 2 Office Specialists to Senior Office Specialist $16,274 Human Resources/Risk Management
Add HR/Risk Mgmt Manager $245,271
Add HR/Risk Mgmt Analyst $155,620
Eliminate Senior HR/Risk Mgmt Analyst ($205,547)
Eliminate Human Resources Specialist ($128,110)
Reclass HR/Risk Mgmt Assistant to Administrative Assistant $2,174 $69,409
Information Technology
Add 1 GIS Administrator $215,102
Community Development
Add 1 Office Specialist $92,851
Eliminate 1 Intern ($22,956)
Eliminate 2 Administrative Aides ($61,374)
Reclass 1 Administrative Assistant to Administrative Analyst $64,926 Reclass 1 Planning Aide to Planning Technician $0
$73,447
Fire Department
Add 1 Emergency Manager $191,977
Add 1 Training Captain - Fund 209 (Not General Fund) $205,061 Add 1 Senior Analyst - Fund 209 (Not General Fund) $205,547 Add 1 Plans Examiner $135,482
Add 1 Fire Inspector $135,482
Subtotal $873,548
Less: Non General Fund Costs ($410,608)
Less: 1 Emergency Medical Svcs Coor. moved out of General Fu ($207,864) $255,076
2 City of Rialto
2024-25 Budget - New Position Requests

DEPARTMENT PERSONNEL REQUEST COST
Maintenance and Facilities
Add 1 City Engineer $286,811
Add 2 PW Supervisors $338,596
Eliminate 1 Director of Engineering Services ($330,205) Reclass 1 Director of Maint and Facilities to Director of Public Works $53,502 $348,705
Parks, Recreation and Community Services
Add 1 Deputy Director of Parks, Rec & Comm Svcs $245,271 Reclass 2 Day Care Supervisors to Full-Time $115,745
Reclass 1 Recreation Supervisor to Recreation Manager $53,176 $414,192
Police Department
Add Information Systems Analyst $162,275
Add 2 Crime Analyst Assistants $255,811
Add 2 Lead Police Records Assistants * $238,847
$656,933
* O
ne of these positions funded through State reimbursement Total Cost - All Funds $2,667,611
Total Cost - General Fund $2,049,139
3 Rev. Budget Est Yr End Proposed
Description FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25 Revenues
Property Tax $36,430,160 $31,604,316 $37,887,366 $38,645,114 UUT $19,121,615 $12,435,600 $19,121,000 $19,121,000
Sales Tax $57,433,102 $50,293,709 $64,000,000 $57,500,000 Transfers In $814,898 $227,990 $227,990 $371,960
Other Taxes-Franchise Fees $7,406,956 $6,425,981 $7,425,981 $7,619,150 Charges for Current Services $12,481,825 $10,931,970 $11,000,000 $11,000,000 Revenue from Other Agencies $6,016,933 $5,244,840 $5,244,840 $5,436,340 RUA - lease & contract payments $3,164,023 $3,140,530 $3,140,530 $1,140,530 Licenses & Permits $6,655,851 $5,849,700 $6,300,000 $6,300,000 Use of Money & Property $4,018,239 $1,758,500 $1,758,500 $2,174,000 Other Revenues $2,051,305 $881,940 $1,000,000 $1,000,000 Fines, Forfeits & Penalties $1,105,610 $856,000 $1,000,000 $1,000,000 Total Revenues $156,700,517 $129,651,076 $158,106,207 $151,308,094 City of Rialto
Budget Year 2024-25

GENERAL FUND REVENUE AND EXPENDITURE SUMMARY
4 Rev. Budget Est Yr End Proposed
Description FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25 City of Rialto
Budget Year 2024-25

GENERAL FUND REVENUE AND EXPENDITURE SUMMARY
Expenditures
City Manager $1,915,942 $2,321,054 $2,000,000 $2,101,399 City Council $666,640 $914,237 $750,000 $998,944
City Clerk $738,830 $1,097,089 $800,000 $1,267,755
Management Services $730,263 $511,301 $500,000 $538,815 City Treasurer $634,217 $625,484 $550,000 $616,417
Human Resources/Rick Management $1,419,872 $1,384,675 $1,200,000 $1,684,304 Finance $4,097,721 $3,775,089 $3,210,000 $3,284,172
Information Technology $2,535,798 $3,511,661 $3,000,000 $3,686,551 Community Development $7,820,425 $9,902,106 $8,700,000 $9,345,112 Engineering $1,528,585 $1,408,995 $1,100,000 $1,796,541 Fire $26,665,053 $25,328,392 $22,000,000 $23,804,464
Police $44,370,022 $43,323,634 $40,800,000 $50,685,375
Public Works-General $9,949,164 $12,367,191 $11,000,000 $12,342,581 Community Services & Parks Maint. $7,024,706 $9,498,242 $8,600,000 $9,982,031 Non Departmental
Transfers Out - Fleet and LLMD $2,823,516 $6,154,602 $6,000,000 $1,139,430 Transfer Out - Capital Projects Fund $5,466,245 $18,468,384 $18,000,000 $1,938,440 Other Non Departmental $19,794,693 $14,909,593 $14,000,000 $23,075,045 OPEB Contirbution $0 $0 $0
Total Expenditures $138,181,692 $155,501,730 $142,210,000 $148,287,376 Surplus (Deficit) $18,518,825 ($25,850,654) $15,896,207 $3,020,718 5 City of Rialto
General Fund Revenues
Budget For 2024/25 Revenues by Source
$151,308,094
Property Taxes
26%
Licenses &
Permits
4%
Sales Tax
38%
Use of Money &
Property
1%
Utility
Users Tax
13%
Other Taxes
5%
Revenue from Other
Agencies
4%
Charges for Services
7%
Other Revenues
2%
6 City of Rialto
General Fund Expenditures
Budget Year 2024-2025
$148,287,376
City Manager/Council

2.1%
City Clerk/Mgmnt Svc 1.2% City Treasurer

0.4%
Human
Resources/Risk
Mgmnt 1.1%
Finance 2.2%
Information
Technology 2.5%
Community
Development 6.3%
Community
Compliance 0.6%
Engineering 1.2%
Fire 16.1%
Police 33.6%
Public Works

8.3%
Community
Services 4.1%
Park Maint 2.7%
Non Dept. 17.6%
Expenditures by Department
Personnel

68.7%
Services &
Supplies

28.0%
Vehicle
Replacement

0.7%
Others

0.5%
Legal

0.8%
Capital Projects

1.3%
Expenditures by Category
7 REVISED PROJECTED

ACTUAL ACTUAL BUDGET BUDGET
2021/2022 2022/2023 2023/2024 2024/2025
Total City Revenues By Category
Taxes $117,850,985 $126,222,990 $107,761,670 $130,799,117 Licenses and Permits $5,915,192 $6,655,851 $5,849,700 $6,011,500 Fines, Forfeitures & Penalties $978,085 $1,046,503 $858,000 $891,000 Use of Money and Property $3,718,982 $9,733,311 $5,112,170 $6,687,600 Revenue from Other Agencies $47,729,540 $19,842,814 $26,181,116 $15,345,607 Charges for Current Services $72,842,063 $77,087,734 $69,077,960 $69,634,836 Other Revenue $104,300,412 $34,997,335 $46,485,271 $24,625,425 RUA - lease & contract payments $3,141,212 $3,164,023 $3,140,530 $1,140,530 Cost Allocation Transfers $10,103,546 $814,898 $227,990 $371,960 Total $366,580,017 $279,565,459 $264,694,407 $255,507,574 Total City Revenues By Fund
General Fund $154,533,610 $156,700,517 $129,651,076 $151,308,094 Special Revenue Funds $62,576,039 $36,787,343 $35,366,101 $22,783,109 Capital Projects Funds $47,040,420 $9,314,963 $23,485,056 $5,303,940 Successor Agency Funds $9,300,139 $10,387,394 $8,161,320 $7,959,500 Enterprise Funds $199,149 $3,784,335 $5,758,905 $5,687,571 Internal Service Funds $24,973,916 $11,716,514 $11,265,510 $9,509,460 Rialto Utility Authority $50,237,354 $48,249,529 $49,225,699 $50,164,300 Successor Agency $68,230 $94,230 $72,580 $26,300
Debt Service Funds $17,651,160 $2,530,634 $1,708,160 $2,765,300 Total $366,580,017 $279,565,458 $264,694,407 $255,507,574 City of Rialto
Budget Year 2024-2025

REVENUE SUMMARY - ALL FUNDS
8 REVISED PROJECTED

ACTUAL ACTUAL BUDGET BUDGET
2021/2022 2022/2023 2023/2024 2024/2025
Total City Expenses By Category
Personnel $77,437,966 $90,837,159 $87,597,721 $101,309,069 Serv
ices & Supplies $94,015,490 $93,240,809 $114,710,630 $104,952,046 Legal Services $2,519,026 $1,798,007 $3,129,845 $2,131,405 Capital $12,439,508 $43,554,234 $194,768,750 $15,622,510 Debt Service $20,950,719 $20,578,324 $30,310,409 $31,543,882 Transfers $89,854,366 $13,550,409 $24,844,036 $5,404,740 Total $297,217,074 $263,558,942 $455,361,391 $260,963,652 Tot
al City Expenses By Fund
General Fund $177,454,001 $138,181,692 $155,501,730 $148,287,376 Special Revenue Funds $40,432,485 $28,272,461 $119,796,770 $24,017,961 Capital Project Funds $8,288,287 $24,198,187 $78,420,239 $7,079,540 Successor Agency Funds $9,026,378 $6,487,739 $10,845,210 $10,817,098 Enterprise Funds $98,187 $407,258 $8,408,644 $5,504,770 Internal Service Funds $14,302,452 $15,844,430 $11,250,666 $11,521,774 Rialto Utility Authority $39,744,459 $45,075,017 $70,165,248 $52,866,533 Rialto Housing Authority $73,285 $59,471 $172,224 $38,455 Debt Service Funds $7,797,539 $5,032,687 $800,660 $830,145 Total $297,217,074 $263,558,942 $455,361,391 $260,963,652 City of Rialto
Budget Year 2024-25

EXPENDITURE SUMMARY - ALL FUNDS
9 City of Rialto
Authorized Position Detail FY2024-25 by Department
Full-Time Employees by Department FY21-22 FY22-23 FY23-24 FY24-25

CITY COUNCIL
Mayor 1 1 1 1
City Council Members 4 4 4 4
5 5 5 5

CITY MANAGER'S OFFICE
Assistant City Manager 0 1 2 2
Assistant to the City Manager 0 1 0 0
City Manager 1 1 1 1
City Manager's Assistant 2 1 1 1
City Manager's Executive Assistant 1 2 2 2
Deputy City Manager 2 0 0 0
6 6 6 6

CITY CLERK'S OFFICE/MANAGEMENT SERVICES
City Clerk 1 1 1 1
Deputy City Clerk 1 1 1 1
Records Coordinator 1 1 1 1
Records Assistant 1 1 1 1
Director of Management Services 1 1 1 1
Office Specialist 2 2 2 2
Senior Office Specialist 2 2 2 2
9 9 9 9

CITY TREASURER'S OFFICE
Assistant Treasurer / Investment Officer 1 1 0 0
Assistant Treasurer / Accounting Specialist 0 0 1 1
City Treasurer 1 1 1 1
Office Specialist 1 1 2 2
Senior Accounting Assistant 2 2 1 1
5 5 5 5

COMMUNITY DEVELOPMENT
Administrative Analyst 1 1 1 1
Administrative Assistant 2 3 3 3
Associate Planner 1 1 1 1
Building Inspector 2 2 2 2
Business License Inspector 2 2 2 2
Chief Building Official 0 1 1 1
Community Development Manager 1 1 1 1
Development Services Specialist 0 1 1 1
Director of Community Development 1 1 1 1
Economic Development Manager 1 1 1 1
Permit Technician 2 2 2 2
Planning Aide 1 1 1 1
Plans Examiner 1 1 1 1
10 City of Rialto
Authorized Position Detail FY2024-25 by Department
Full-Time Employees by Department FY21-22 FY22-23 FY23-24 FY24-25 Principal Planner 0 0 1 1
Senior Building Inspector 1 1 1 1
Senior Permit Technician 1 1 1 1
Senior Planner 3 3 2 2
Senior Plans Examiner 2 2 2 2
22 25 25 25

ENGINEERING SERVICES
Accounting Technician 1 1 1 1
Administrative Analyst 1 1 1 1
Administrative Assistant 1 1 1 1
Assistant Civil Engineer 2 2 2 2
Associate Civil Engineer 2 0 0 0
Construction Inspector 2 2 2 2
Director of Engineering Services 0 1 1 1
Engineering Manager 1 2 2 2
Engineering Technician 2 2 2 2
Permit Technician 0 1 1 1
Principal Budget and Financial Analyst 1 0 0 0
Project Manager 1 1 1 1
Senior Civil Engineer 1 1 1 1
Senior Construction Inspector 1 1 1 1
16 16 16 16

FINANCE
Accountant 3 4 4 4
Accounting Supervisor 1 1 1 1
Accounting Technician 3 1 1 1
Administrative Analyst 3 1 1 1
Buyer 1 1 1 1
Deputy Director of Finance 1 1 1 1
Director of Finance 1 1 1 1
Mail and Warehouse Clerk 1 1 1 1
Payroll Analyst 0 2 2 2
Payroll Technician 0 1 1 1
Principal Budget and Financial Analyst 1 1 1 1
Purchasing Manager 1 1 1 1
Senior Accounting Assistant 3 3 3 3
Senior Administrative Analyst 1 0 0 0
Senior Buyer 1 1 1 1
Senior Payroll Analyst 0 1 1 1
21 21 21 21
FIRE
Accounting Technician 0 1 1 1
Administrative Assistant 0 1 1 1
Assistant Fire Marshal 1 1 1 1
11 City of Rialto
Authorized Position Detail FY2024-25 by Department
Full-Time Employees by Department FY21-22 FY22-23

FY23-24 FY24-25
Fire Community Relations/Education Specialist 0 0 1 1
Emergency Medical Services Coordinator 1 1 1 1
Emergency Medical Services (EMS) Specialist 0 1 1 1
Emergency Medical Services Quality Improvement Coordinator 1 0 0 0 Emergency Medical Technician (Non-Safety) 12 12 12 12
Executive Assistant 1 1 0 0
Fire Battalion Chief 4 4 4 4
Fire Captain 15 15 15 15
Fire Chief 1 1 1 1
Fire Division Chief 1 2 2 2
Fire Engineer 15 15 15 15
Fire Prevention Specialist 2 2 2 2
Firefighter Paramedic 18 24 24 24
Paramedic (Non-Safety) 12 14 14 14
Senior Administrative Analyst 0 1 1 1
Senior Office Specialist 1 1 0 0
85 97 96 96

HUMAN RESOURCES / RISK MANAGEMENT
Deputy Director of H.R. and R.M 1 1 0 0
Director of H.R. and R.M. 1 1 1 1
Human Resources Risk Manager 0 0 0 0
Human Resources/Risk Management Analyst 2 2 2 2
Human Resources/Risk Management Assistant 1 1 1 1
Human Resources/Risk Management Specialist 2 2 2 2
Senior Human Resources/Risk Management Analyst 1 1 2 2
8 8 8 8

INFORMATION TECHNOLOGY
Broadcast Production Specialist 2 2 2 2
Broadcast Production Supervisor 0 1 1 1
Director of Information Technology Systems 1 1 1 1
Information Technology Analyst 1 1 1 1
Information Technology Business Systems Analyst 1 1 1 1 Information Technology Manager 1 1 1 1
Information Technology Network Administrator 1 1 1 1
Information Technology Network Engineer 1 1 1 1
Information Technology Specialist 3 3 3 3
11 12 12 12

MAINTENANCE AND FACILITIES
Administrative Analyst 1 1 1 1
Administrative Assistant 1 1 1 1
Deputy Director of Maintenance and Facilities 1 1 1 1
Director of Maintenance and Facilities 1 1 1 1
Equipment Mechanic 2 4 3 3
Equipment Operator 1 1 1 1
12 City of Rialto
Authorized Position Detail FY2024-25 by Department
Full-Time Employees by Department FY21-22 FY22-23 FY23-24 FY24-25 Executive Assistant 1 1 1 1
Facility Maintenance Assistant 3 3 3 3
Facility Maintenance Technician 4 6 6 6
Field Service Worker 5 12 12 12
Fleet Maintenance Lead 1 1 0 0
Fleet Services Coordinator 1 1 1 1
Landscape Contract Specialist 1 1 1 1
Lead Facility Maintenance Technician 1 1 1 1
Lead Field Service Worker 1 1 1 1
Office Specialist 0 1 1 1
Principal Budget and Financial Analyst 0 1 1 1
Senior Equipment Mechanic 1 1 1 1
Senior Field Service Worker 4 6 5 5
30 45 42 42

PARKS, RECREATION AND COMMUNITY SERVICES
Administrative Analyst 1 1 1 1
Administrative Assistant 1 1 1 1
Director of Community Services 1 0 0 0
Director of Parks, Recreation & Community Services 0 1 1 1 Facility Maintenance Assistant 0 3 3 3
Field Service Worker 4 6 6 6
Lead Field Service Worker 1 1 1 1
Recreation & Community Services Supervisor 1 1 1 1
Recreation Programmer 7 7 7 7
Senior Field Services Worker 6 5 5 5
22 26 26 26
POLICE
Accounting Technician (PD) 1 1 1 1
Administrative Assistant (PD) 1 1 1 1
Animal Control Licensing Inspector 1 1 1 1
Animal Conttrol Officer I 0 0 0 0
Animal Control Officer II 4 4 4 4
Community Outreach Specialist 2 2 2 2
Crime Analyst Assistant 1 2 2 2
Crime Analyst Supervisor 1 1 1 1
Emergency Dispatch Supervisor 1 1 1 1
Emergency Dispatcher I 0 0 0 0
Emergency Dispatcher II 11 15 15 15
Executive Assistant to Chief of Police 1 1 1 1
Information Technology Supervisor 1 1 1 1
Information Techology Analyst 2 2 2 2
Law Enforcement Technician 5 5 5 5
Lead Emergency Dispatcher 2 2 2 2
Lead Police Records Assistant 1 1 1 1
Park Ranger 2 2 2 2
13 City of Rialto
Authorized Position Detail FY2024-25 by Department
Full-Time Employees by Department FY21-22 FY22-23 FY23-24 FY24-25 Police Captain 2 2 2 2
Police Chief 1 1 1 1
Police Corporal 12 13 13 13
Police Lieutenant 6 6 6 6
Police Officer 92 96 96 96
Police Officer Trainee 0 0 0 0
Police Records Assistant I 0 0 0 0
Police Records Assistant II 5 9 11 11
Police Records Supervisor 1 1 1 1
Police Sergeant 14 15 15 15
Police Transcriptionist 1 1 0 0
Property Evidence Technician 2 3 3 3
Senior Office Specialist (PD) 1 2 3 3
Community Compliance Division
Community Compliance Manager 1 1 1 1
Community Compliance Officer 4 4 4 4
Senior Community Compliance Officer 1 1 1 1
180 197 199 199

RIALTO UTILITIES AUTHORITY
Assistant to the City Manager 1 1 1 1
Administrative Analyst 1 0 0 0
Administrative Assistant 1 0 0 0
Utilities Manager 1 1 1 1
Senior Administrative Analyst 1 1 1 1
5 3 3 3
Authorized FTE's for the City: 425 475 473 473
14 • To put Rialto’s customer service above all else by responding with honest, open, and timely communication and information.
• To be fiscally responsible and accountable to Rialto’s residents, business owners, and community stakeholders in prioritizing resources.
• To take pride in Rialto’s image. Quality matters in how our community is viewed by ourselves and others.
• To value the input from Rialto’s community members and partners by including them in our decision-making process.
• To provide a vision for all to know and see that Rialto will be the premier destination point in the Inland Empire to live, work, and play.

City Manager's Office and City Council
Department Overview
The Second Century of Progress Continues
The City Manager will work to implement and maintain the City Council’s goals and objectives, policies and priorities as well as continue to develop and recommend programs to ensure the economic development, safety and security, and financial vitality of the City.

City Council
The City Council is responsible for establishing policy direction for City staff to follow so those services deemed essential by the electorate and taxpaying residents and businesses of the community are provided in a cost -effective and professional manner.

The City Council is mandated to provide an environmentally stimulating participation in the governing processes and to conduct the affairs of the City openly and responsively.

City Manager
The City Manager is appointed by the City Council to enforce municipal laws, direct daily operations of the City, make recommendations to the Council, prepare and observe the budget, appoint and supervise all City department heads and employees, and supervise the operation of all City departments. The City Manager is responsible for implementing policies adopted by the City Council, for preparing and submitting the annual budget, and for administering the day-to-day operations of the City.

City Council/City Manager’s Office Goals & Objectives
The City Council is committed to the following goals for fiscal year 2024-25:
15 The City Manager is committed to the following goals for Fiscal Year 2024-2025:
• Recruit, promot
e & retain highly qualified personnel for vacancies throughout the City.
• Enhance customer service throughout the City through intelligent process design leveraging innovation and technology to meet the community’s needs. • Ensure the sustained fiscal stability by approving recommendations for developing new revenues; controlling expenditures; and addressing the unfunded liabilities for pensions and retiree medical care.
• Develop strategies to identify and pursue multiple grant funding opportunities at the local, state, and federal level to support the completion of projects citywide. • Launch new technology to improve customer service and community engagement through a citywide application.
• Negotiate Memorandums of Understanding with six bargaining groups. • Oversee key economic development projects in line with City Council’s identified priorities throughout the City.
• Support and facilitate the design and construction of a new police station facility. 16 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $125,112 $138,897 $149,890 $127,187 $149,837
Part-Time $7,448 $38,137 $97,471 $77,417 $201,123
Overtime $0 $328 $0 $1,256 $0
Retirement $6,525 $5,581 $5,821 $4,769 $5,474
PERS UAL Payment $44,366 $73,288 $0 $0 $0
Worker's Compensation $2,576 $22,780 $18,088 $21,936 $33,628 Other Fringe Benefits $146,346 $150,103 $142,848 $135,920 $157,212 Total Personnel $332,372 $429,114 $414,117 $368,486 $547,274 Telephone $5,082 $9,303 $8,500 $0 $0
Cellphone/Ipad $0 $483 $0 $2,418 $0
Other Services & Supplies $5,581 $5,824 $4,000 $3,377 $4,000 Training and Membership $132,458 $152,934 $386,000 $136,980 $386,000 Council Expenditures $0 $39,211 $49,000 $30,875 $50,000 Special Events $0 $4,531 $9,500 $4,571 $9,500
Information Tech. Services $94,850 $0 $0 $0 $0
Simonson Center Department Fees $1,202 $1,213 $1,200 $926 $1,110 Building Maintenance $137,840 $0 $0 $0 $0
Postage $402 $286 $450 $27 $500
Liability Insurance $390 $23,740 $41,470 $0 $560
Total Services & Supplies $377,805 $237,526 $500,120 $179,174 $451,670 TOTAL CITY COUNCIL $710,177 $666,640 $914,237 $547,660 $998,944

CITY COUNCIL

DEPARTMENT BUDGETS
17 CITY MANAGER

DEPARTMENT BUDGETS

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $675,326 $847,253 $1,040,940 $673,935 $1,229,486 Part-time $109 $0 $0 $147,784 $0
Overtime $0 $0 $0 $908 $0
Retirement $77,026 $86,987 $124,856 $65,048 $49,823
PERS UAL Payment $147,886 $260,458 $0 $0 $0
Worker's Compensation $12,080 $80,970 $79,834 $84,575 $101,239 Other Fringe Benefits $130,824 $153,847 $191,694 $114,743 $156,114 Leave Cashouts $30,758 $130,801 $0 $16,381 $0
Total Personnel $1,074,009 $1,560,315 $1,437,325 $1,103,374 $1,536,662 Telephone $6,493 $4,093 $5,150 $0 $0
Cellphone/Ipad $0 $273 $0 $1,757 $3,500
Legal Services $2,970 $558 $0 $0 $2,500
Contract Services $178,331 $69,706 $269,810 $78,533 $370,000 Continuing Assessment $321,258 $165,802 $408,090 $40,850 $0 Other Services & Supplies $33,917 $10,972 $30,000 $17,439 $30,000 Training and Membership $12,303 $14,658 $30,000 $27,489 $30,000 Maintenance - Office & Machinery $3,982 $3,773 $6,000 $4 $6,000 Information Tech. Services $40,650 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $7,258 $0 $0 $0 $0
Simonson Center Department Fees $953 $1,139 $1,440 $876 $1,110 Building Maintenance $166,760 $0 $0 $0 $0
Postage $383 $272 $450 $0 $500
Liability Insurance $1,190 $84,380 $132,790 $0 $3,630
Total Services & Supplies $776,447 $355,627 $883,730 $166,948 $447,240 TOTAL ADMINISTRATION $1,850,456 $1,915,942 $2,321,054 $1,270,322 $1,983,902 TOTAL CITY MANAGER $1,850,456 $1,915,942 $2,321,054 $1,270,322 $1,983,902 18 Department Overview
Edward J. Carrillo's initial election took place on November 2, 2004, and was reelected on November 3, 2020, to serve another four-year term. The position of City Treasurer is subject to election every four years. In this capacity, the City Treasurer assumes the role of treasurer for the City, the Rialto Utility Authority, and the Successor Agency to the Redevelopment Agency.

Programs and Services
Ca
sh Position Reporting
The City Treasurer’s Office balances all City, Rialto Utility Authority and the Successor Agency to the Redevelopment Agency’s bank accounts and prepares, files, and submits the statement of cash position report monthly to the City Council Animal Licensing
The City Tr
easurer’s Office provides customer service and cash receipting for approximately three hundred animal licensing customers each month.

City Treasurer
The City Treasur
er’s Office is responsible for the receipt, custody, deposits, disbursement and investment of all City, Rialto Utility Authority and Successor Agency funds.
2023-2024 Major Accomplishments
• 5,124 T
yler receipts processed.
• 2,173 pet license receipts processed.
• 436 parking citation receipts processed.
• 1,761 direct deposits processed.
• $2,225,516.47 interest/gains earned on Treasurer’s investment portfolio. 2023-2024 Goals and Objectives
• Continually
evaluate the Department’s organizational effectiveness. • Maintain and update personnel records.
• Prepare required reports to governmental and other oversight agencies. • Process and conduct administrative investigations.
• Provide training and career development.

City Treasurer's Office
19 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

INVESTMENTS
Salaries $71,871 $43,282 $141,846 $84,533 $163,245
Part-time $26,852 $2,568 $0 $0 $0
Overtime $445 $0 $900 $9,717 $15,000
Retirement $8,575 $5,151 $14,792 $8,996 $15,239
PERS UAL Payment $63,003 $39,017 $0 $0 $0
Worker's Compensation $1,346 $8,287 $8,161 $10,505 $15,186 Other Fringe Benefits $37,611 $32,666 $72,725 $37,472 $75,327 Leave Cashouts $3,737 $2,848 $0 $0 $0
Total Personnel $213,440 $133,819 $238,424 $151,224 $283,997 Cellphone/Ipad $0 $76 $0 $422 $475
Legal Services $7,785 $7,875 $4,000 $1,225 $4,000
Contract Services $57,320 $107,136 $100,936 $40,156 $143,750 Other Services & Supplies $1,109 $1,601 $3,139 $523 $4,410 Training and Membership $754 $275 $12,819 $1,626 $7,310 Information Tech. Services $63,880 $0 $0 $0 $0
Simonson Center Department Fees $472 $334 $719 $462 $774 Building Maintenance $36,840 $0 $0 $0 $0
Postage $58 $94 $336 $0 $110
Liability Insurance $810 $12,640 $27,020 $0 $970
Total Services & Supplies $169,028 $130,031 $148,969 $44,414 $161,799 TOTAL INVESTMENTS $382,468 $263,850 $387,393 $195,638 $445,796

CASH RECEIVING/RECORDS
Salaries $130,352 $99,822 $123,363 $58,773 $96,732
Part-time $0 $0 $0 $12,348 $10,652
Overtime $1,578 $18,834 $1,170 $14,271 $15,000
Retirement $15,223 $11,394 $12,346 $5,885 $8,583
PERS UAL Payment $0 $56,680 $0 $0 $0
Worker's Compensation $2,281 $15,602 $6,989 $9,017 $9,834 Other Fringe Benefits $42,377 $28,945 $43,327 $15,614 $19,431 Leave Cashouts $8,614 $3,894 $0 $2,419 $0
Total Personnel $200,425 $235,170 $187,195 $118,328 $160,232

CITY TREASURER

DEPARTMENT BUDGETS
20 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

CITY TREASURER

DEPARTMENT BUDGETS
Cellphone/Ipad $0 $0 $0 $0 $475
Other Services & Supplies $6,279 $6,767 $9,188 $1,883 $8,920 Training and Membership $90 $299 $2,301 $1,180 $1,600
Maintenance - Office & Machinery $2,672 $1,900 $4,240 $0 $2,120 Simonson Center Department Fees $532 $383 $609 $209 $336 Postage $75 $122 $408 $0 $110
Liability Insurance $0 $18,360 $34,150 $0 $0
Total Services & Supplies $9,649 $27,832 $50,895 $3,271 $13,561 TOTAL CASH RECEIVING/RECORDS $210,073 $263,002 $238,090 $121,599 $173,793

ACCOUNTS RECEIVABLE
Salaries $50,258 $42,070 $0 $6,766 $0
Part-time $0 $0 $0 $12,348 $0
Other Post Employment Benefits $517 $11,012 $0 $5,585 $0 Retirement $5,910 $4,828 $0 $923 $0
PERS UAL Payment $0 $20,408 $0 $0 $0
Worker's Compensation $902 $6,340 $0 $2,552 $0
Other Fringe Benefits $13,070 $12,058 $0 $2,158 $0
Leave Cashouts $4,077 $3,894 $0 $2,419 $0
Total Personnel $74,733 $100,609 $0 $32,750 $0
Simonson Center Department Fees $180 $146 $0 $31 $0
Liability Insurance $0 $6,610 $0 $0 $0
Total Services & Supplies $180 $6,756 $0 $31 $0
TOTAL ACCOUNTS RECEIVABLE $74,913 $107,365 $0 $32,781 $0 TOTAL CITY TREASURER $667,455 $634,217 $625,484 $350,018 $619,589 21 City Clerk’s Office

Department Overview

The City Clerk is an elected official with a four (4) year term whose office maintains official records and documents, conducts all municipal and general elections, and prepares agendas and minutes for the Rialto City Council. Rialto’s City Clerk, Barbara McGee, was appointed on December 15, 1994, elected December 5, 1996, and recently re-elected on November 3, 2020, for another four- year term.

Programs and Services
Records - The City Clerk’s office provides a wide range of public services, such as fulfilling public records requests for documents and accepting subpoenas and summons for the City, as well as planning and managing the operations of maintaining official records and updating the City’s Municipal Code. The City Clerk’s office is responsible for maintaining Conflict of Interest forms and providing ethics training for all elected officials and designated employees for boards, commissions and other agencies and appointments. Additionally, the City Clerk’s office is responsible for maintaining the records retention schedule, archiving official city documents, deleting record titles that are no longer necessary, and all agreements and contracts with the City.

Elections - The City Clerk’s Office conducts all municipal, general, and special elections; provides voter registration information; participates in Countywide voter registration; and maintains all candidate and committee forms and filings. The City Clerk’s Office additionally assists the County Registrar of Voters with polling locations and combining smaller precincts during an election, as well as serves as an Early Ballot Drop-off Location.

Agendas and Minutes - The City Clerk’s Office is responsible for publishing and posting legal notices, scheduling public hearings, transcribing minutes from regular and special City Council meetings, and posting agendas on the City’s website. Moreover, the City Clerk’s Office supports the City Council, City staff, and the public by providing copies of agendas and associated reports and documents.

Special Events – The City Clerk’s Office/Management Services hosts special events such as the State of Women Event, Passport Day in Rialto, Memorial Day Tribute, Men’s Health Fair, Farmer’s 22 Market Birthday, Battle of the Badges Cook-Off with National Night Out, Pet-A-Palooza, Walk Like MADD, Farmer’s Market Thanksgiving Turkey Giveaway and Holiday Toy Giveaway.

2024-2025 Budget Highlights Significant Changes

The most significant change the City Clerk’s Office will see is implementing the scanning and archiving of all the large maps and properly housing them in the City Clerk’s warehouse. In addition, the City Clerk’s Office is establishing a quarterly scan schedule of large maps and documents.

2024-2025 Goals and Objectives
• Update All Commissions Ordinance.
• Accurate and timely records destruction once a month. • Annual Records purge.
• Continue to provide Notary Public Services to the City and public. • Continue to provide OnBase and Legistar training to all Departments. • Continue to be a mail ballot drop off location and a County Depot Location. • Work with the County on camera placement at ballot drop off locations. • Continue to provide quality events and services to the public. • Implement an updated Agenda Management System

23 Management Services Department

Department Overview

The Department of Management Services oversees the provision of passport services and notary services. Additionally, it is tasked with the development and administration of the esteemed Healthy Rialto Program.

Programs and Services
Healthy Rialto - The Healthy Rialto division offers health programs and services to the residents of Rialto. Our programs are designed to enrich and empower the lives of the people in our community. Healthy Rialto is dedicated in providing innovative and proactive solutions to everyone that has the desire to get fit , stay healthy, and pursue happiness. To accomplish this, Healthy Rialto – with the support of sponsors and grants– established the Rialto Certified Farmers Market, which accepts EBT, WIC, Senior Farmer Bucks and Kids Farmer Bucks to allow for broader access to healthy fruits and vegetables.

The Rialto Certified Farmers' Market (RCFM) has witnessed a considerable surge in CalFresh customers since joining forces with the Ecology Center during the peak of the pandemic in March 2020. At that time, many Californians were grappling with the inability to afford essential necessities, such as food, for their families. We estimate that the program led to the purchase of

14.6 million servings of fresh fruits and vegetables.

Market Match primarily relies on funding from federal, state, and private sources. Its purpose is to incentivize CalFresh recipients, also known as SNAP on a federal level, to utilize their benefits to buy fresh fruits and vegetables directly from farmers at farm-direct locations. Under this program, customers receive a dollar-for-dollar match on their CalFresh purchases, up to a daily maximum, at numerous locations spanning across 38 counties in California. Market Match represents California's healthy food incentive program, functioning as a means to augment customers' federal nutrition assistance benefits, such as CalFresh and WIC, at farmers' markets.

Notably, this initiative empowers individuals with limited financial resources to make nutritious food choices while simultaneously supporting numerous small and medium-sized agricultural producers in California.

24 Passport Services - The Management Services Department offers United States certified passport services to the public daily, while remaining compliant to federal regulations and guidelines. Customers benefit from digital passport photo processing and application assistance.

Passport Services have remained a steady and needed service provided to the community.

Notary Public Services - The Management Services Department currently has four staff members that provide State commissioned Notary Public Services to the public and internal departments.

Military Banner Program – The Military Banner Program provides a way for the community of Rialto to honor and recognize veterans and active military personnel who either currently reside in the City or were once residents. The military banners are placed on light poles along one of the city’s main arteries—Riverside Avenue.

2024-2025 goals and objectives
• Continue to provide U.S. Passport Services.
• Continue to provide quality events and services to the public. • Continue with the Market Match Incentive Program.
• Ongoing Kaiser Nutrition Program Grant –Nutrition Class. • Increase Nutrition Class attendance at the Farmer’s Market. • Continue to work with the County and non-profits to provide additional resources to the community at the Farmers’ Market.

25 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $216,819 $242,461 $415,979 $255,182 $435,548
Part-time $103 $0 $0 $0 $0
Overtime $2,191 $4,442 $4,000 $1,263 $4,000
Retirement $23,035 $25,095 $53,453 $33,668 $49,686
PERS UAL Payment $35,956 $68,561 $0 $0 $0
Worker's Compensation $3,658 $21,310 $28,639 $29,170 $39,001 Other Fringe Benefits $34,185 $35,713 $51,790 $39,389 $60,658 Leave Cashouts $8,849 $15,334 $0 $31,942 $0
Total Personnel $324,796 $412,916 $553,861 $390,614 $588,893 Cellphone/Ipad $0 $231 $0 $1,154 $0
Legal Services $0 $4,121 $0 $0 $0
Contract Services $53,139 $71,819 $216,000 $155,099 $242,100 Other Services & Supplies $14,382 $15,290 $85,230 $63,918 $88,500 Other Services & Supplies $18,016 $11,520 $0 $0 $0
Training and Membership $12,744 $5,467 $13,400 $5,303 $24,000 Advertising $10,548 $19,401 $22,000 $8,062 $25,000
Maintenance - Office & Machinery $54,565 $53,125 $17,356 $2,785 $18,200 Information Tech. Services $94,850 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $5,205 $0 $0 $0 $0
Simonson Center Department Fees $720 $722 $912 $459 $842 Building Maintenance $42,390 $0 $0 $0 $0
Postage $3,362 $2,385 $3,700 $0 $4,070
Liability Insurance $1,150 $22,210 $41,430 $0 $1,400
Total Services & Supplies $311,069 $206,290 $400,028 $236,779 $404,112 Principal $57,004 $58,959 $0 $0 $0
Interest $1,171 $934 $0 $0 $0
Total Debt Service $58,175 $59,893 $0 $0 $0
TOTAL ADMINISTRATION $694,039 $679,099 $953,889 $627,393 $993,005

COUNCIL/COMMISSION/SUPPORT
Contract Services $4,405 $1,956 $1,200 $0 $0
Other Services & Supplies $33,519 $37,252 $89,500 $36,843 $82,000 Postage $2,252 $1,597 $2,500 $0 $2,750
Total Services & Supplies $40,176 $40,806 $93,200 $36,843 $84,750 TOTAL COUNCIL/COMM./SUPPORT $40,176 $40,806 $93,200 $36,843 $84,750

CITY CLERK

DEPARTMENT BUDGETS
26 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

CITY CLERK

DEPARTMENT BUDGETS

ELECTIONS
Other Services & Supplies $289 $18,926 $50,000 $105 $200,000 Total Services & Supplies $289 $18,926 $50,000 $105 $200,000 TOTAL ELECTIONS $289 $18,926 $50,000 $105 $200,000
TOTAL CITY CLERK $734,505 $738,830 $1,097,089 $664,341 $1,277,755 27 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PASSPORT SERVICES
Salaries $131,207 $124,118 $146,456 $123,598 $176,213
Parttime $110 $0 $0 $0 $0
Overtime $5,796 $6,042 $7,000 $7,388 $7,000
Retirement $14,455 $13,369 $18,539 $14,152 $20,873
PERS UAL $0 $46,452 $0 $0 $0
Worker's Compensation $2,316 $14,440 $10,576 $15,253 $15,678 Other Fringe Benefits $33,299 $33,901 $55,652 $36,440 $71,773 Leave Cashouts $3,394 $7,857 $0 $3,582 $0
Total Personnel $190,576 $246,178 $238,223 $200,412 $291,537 Other Services & Supplies $10,724 $7,676 $20,000 $10,040 $20,000 Simonson Center Department Fees $670 $569 $780 $564 $721 Postage $17,330 $12,293 $20,000 $0 $22,000
Liability Insurance $380 $15,050 $27,350 $0 $530
Total Services & Supplies $29,104 $35,589 $68,130 $10,604 $43,251 TOTAL PASSPORT SERVICES $219,680 $281,767 $306,353 $211,017 $334,788

HEALTHY COMMUNITIES GRANT
Part-time $0 $0 $0 $0 $30,889
Other Fringe Benefits $0 $0 $0 $0 $448
Total Personnel $0 $0 $0 $0 $31,337
Other Services & Supplies $3,422 $22,733 $31,630 $3,936 $32,000 Total Services & Supplies $3,422 $22,733 $31,630 $3,936 $32,000 TOTAL HEALTHY COMMUNITIES GRANT $3,422 $22,733 $31,630 $3,936 $63,337

MANAGEMENT SERVICES

DEPARTMENT BUDGETS
28 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

MANAGEMENT SERVICES

DEPARTMENT BUDGETS

MANAGEMENT SERVICES ADMINISTRATION
Salaries $207,765 $218,739 $93,253 $107,718 $100,149
Overtime $989 $1,210 $2,100 $865 $1,500
Retirement $26,570 $27,463 $12,012 $16,172 $13,059
PERS UAL Payment $105,482 $77,958 $0 $0 $0
Worker's Compensation $3,643 $24,240 $6,293 $11,658 $8,668 Other Fringe Benefits $31,546 $32,959 $18,372 $19,581 $26,791 Leave Cashouts $15,752 $17,562 $0 $4,113 $0
Total Personnel $391,746 $400,130 $132,029 $160,107 $150,167 Simonson Center Department Fees $373 $373 $228 $206 $213 Liability Insurance $0 $25,260 $41,060 $0 $310
Total Services & Supplies $373 $25,633 $41,288 $206 $523 TOTAL MGMT SERVICES ADMIN. $392,118 $425,763 $173,317 $160,312 $150,690 TOTAL MANAGEMENT SERVICES $615,221 $730,263 $511,301 $375,265 $548,815 29 Department Overview
The Human Resources and Risk Management Department provides leadership and support to all City departments through delivery of professional services in a timely and cost -efficient manner. We are dedicated to fostering positive relationships and promoting a diverse workforce that is committed to serving our community.

In order to fulfill our mission, the Human Resources and Risk Management Department works cohesively with all City departments to administer a comprehensive personnel system and risk management program. The Department provides relevant and professional organizational development and training, assists in resolving complex and sensitive labor and employee relations matters and disputes, and manages a competitive benefits program designed to attract and retain quality employees.

Summary of Services Provided
The Human Resources and Risk Management Department consists of several sections that provide support services to City departments:

Administration and Compliance
Provides strategic leadership and policy interpretation to create best practices and limit liability while ensuring outstanding service delivery. Aligns the Department’s functions with the City’s mission, values, and goals while developing an d enforcing personnel policies and procedures based on Federal, State, and local legislation relating to employment matters.

Recruitment and Selection
Partners with Departments to hire and retain a qualified and diverse workforce utilizing recruitment and selection strategies that ensure equal opportunity in employment. Works closely with hiring managers to ensure successful transition of on -boarding new employees. Maintains the Human Resources Information Systems and employee records and ensures accuracy in personnel actions and data, and timeliness of service delivery.

Benefits
Oversees a comprehensive health benefits and wellness program designed to attract and retain qualified city employees. Services include medical, dental, vision, long -term disability, deferred compensation, and life insurance to eligible employees, dependen ts, and retirees. Coordinates leave usage and ensures compliance with Federal and State laws including FMLA/CFRA and the ADA interactive process.

Human Resources and Risk Management
30 Employee/Labor Relations
Works closely with Management and Executive Team on prevention and resolution of labor and employment issues. Negotiates and administers Memoranda of Understanding. Ensures equitable labor practices, policies, and procedures in compliance with numerous Federal, State, and local employment laws including the Equal Employment Opportunity Commission (EEOC) and the Department of Fair Employment and Housing (DFEH). Maintains the Classification Plan and works closely with Executive Management and Labor groups to modify, update, or create relevant classification titles and specifications that are accurately placed within the organizational structure to preserve and cultivate a professional workforce.

Training and Development
Spearheads the citywide employee training program and ensures compliance on mandated trainings. Provides training opportunities and development goals to meet specific departmental challenges.

Risk Management
Coordinates and manages citywide efforts to identify, mitigate, and prevent loss and keeps employees safe through a comprehensive industrial safety program. Works closely with Third Party Administrators for Workers’ Compensation and General Liability as we ll as the City’s risk pool, PRISM, to closely manage risk and excess insurance for the benefit of the City.

2023-2024 Major Accomplishments
• Through close collaboration with Departments and Hiring Managers, Human Resources and Risk Management opened 76 open and/or promotional recruitments and were able to fill 134 vacancies in a range of positions.
• Effectively implemented a non -biased, candidate friendly, third -party company to complete thorough and objective backgrounds in a timely manner.
• Held the Annual Health Benefits and Wellness Fair, in person, with benefit providers able to assist employees with open enrollment with more than 150 employees in attendance. • Implemented a constructive Benefit Committee, formed of employees in the City’s 6 labor groups who serve in an advisory capacity to all employees and assist in the analysis of existing benefits and advocate for comprehensive benefits that meet employee’s needs. • Completed negotiations for successor Memoranda of Understanding for the City’s 6 Labor Groups.
• Successfully implemented the use of an impartial third party to provide language proficiency assessments and evaluations with a live, certified rater to employees requesting bilingual pay. • Organized an employee city -wide, mandatory Professional Development, Customer Service Training to provide employees the necessary skills and knowledge to deliver exceptional customer service.
31 • Hosted a city -wide Mental Health Substance Use and Suicide Prevention Awareness webinar available to all employees to promote a supportive and resilient workplace culture.

Goals and Objectives
• Update the City’s Personnel Rules and Policies
• Integrate and interface with NeoGOV Perform, the City’s software for employee evaluations. • Complete Workplace Violence Prevention training for all employees to ensure a safe and secure work environment by equipping employees with the knowledge and skills to identify, mitigate, and respond effectively to potential acts of violence, thus reducing risks to both individuals and the organization as a whole.
• Conduct a Drug and Alcohol/Reasonable Suspicion Training to foster a proactive workplace culture and equip employees and management with the tools to identify potential substance abuse issues.
• Establish a Safety and Wellness Committee to serve as a proactive platform for fostering a culture of care, collaboration, and continuous improvement to ensure that the well -being and safety of employees is prioritized and effectively managed within the City. • Complete Injury and Illness Prevention training to empower employees with the knowledge and skills needed to safeguard their well-being, while promoting safer environments and reducing the risk of accidents and health issues.

32 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $272,331 $362,232 $401,749 $403,493 $620,044
Part-time $143,172 $57,299 $0 $0 $0
Overti
me $7,115 $7,912 $0 $0 $0
Retirement $34,163 $42,654 $51,404 $52,930 $79,532
PERS UAL Payment $151,795 $132,047 $0 $0 $0
Worker's Compensation $4,632 $41,050 $27,928 $44,472 $68,742 Other Fringe Benefits $50,391 $69,513 $87,781 $88,696 $137,852 Leave Cashouts $3,381 $12,586 $0 $24,006 $0
Total Personnel $666,981 $725,294 $568,862 $613,597 $906,170 Telephone $2,015 $593 $680 $0 $0
C
ellphone/Ipad $0 $52 $0 $354 $400
Legal Services $12,176 $0 $26,000 $14,521 $26,000
Contract Services $71,419 $192,897 $221,098 $106,233 $220,000 Other Services & Supplies $49,197 $22,590 $17,000 $12,620 $15,000 Training and Membership $1,448 $20,812 $27,000 $20,789 $35,000 Information Tech. Services $63,880 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $558 $0 $0 $0 $0
Simonson Center Department Fees $507 $727 $1,056 $854 $1,192 Building Maintenance $46,220 $0 $0 $0 $0
Postage $585 $53 $700 $11 $770
Liability Insurance $1,230 $42,780 $74,170 $0 $2,060
Total Services & Supplies $249,235 $280,502 $367,704 $155,382 $300,422 TOTAL ADMINISTRATION $916,216 $1,005,796 $936,566 $768,979 $1,206,592

HUMAN RESOURCES AND RISK MANAGEMENT

DEPARTMENT BUDGETS
33 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

HUMAN RESOURCES AND RISK MANAGEMENT

DEPARTMENT BUDGETS

RECRUITMENT
Salaries $144,650 $139,283 $178,424 $83,157 $155,207
Overtime $9,274 $7,086 $2,500 $2,206 $0
Retirement $15,552 $15,011 $25,093 $9,840 $9,705
PERS UAL $0 $61,581 $0 $0 $0
Worker's Compensation $2,426 $19,140 $14,312 $10,321 $14,035 Other Fringe Benefits $42,244 $41,099 $60,213 $23,763 $47,270 Leave Cashouts $3,476 $0 $0 $5,329 $0
Total Personnel $217,623 $283,200 $280,542 $134,616 $226,217 Contract Services $231,169 $57,214 $57,178 $42,946 $70,000 Other Services & Supplies $31,570 $52,079 $68,200 $43,108 $72,000 Advertising $919 $1,110 $10,000 $3,953 $10,000
Simonson Center Department Fees $553 $510 $720 $247 $442 Postage $154 $14 $200 $48 $220
Liability Insurance $0 $19,950 $31,270 $0 $0
Total Services & Supplies $264,365 $130,876 $167,568 $90,304 $152,662 TOTAL RECRUITMENT $481,988 $414,077 $448,110 $224,919 $378,879 TOTAL HUMAN RESOURCES & RISK MGMT $1,398,204 $1,419,872 $1,384,675 $993,899 $1,714,304 34 Department Overview
The Finance Department holds the
crucial responsibility of
implementing fiduciary oversight
over the assets of the City.

Simultaneously, it manages the
financial affairs of not only the City
itself, but also the Rialto Utility
Authority and the Rialto Successor
Agency. Additionally, the Finance
Department plays a central role in delivering vital services throughout all departments by closely monitoring and managing budgets. These efforts guarantee that each department remains within the designated spending limits while establishing strategic and goal-oriented financial plans for both short-term and long-term objectives of the City.

The department is committed to supporting the long-term growth and stability of the City through sound fiscal stewardship, innovative solutions, and results driven management.

Divisions
Finance Administration
Finance Administration efficiently manages and supervises the comprehensive financial plan and guarantees the proficient utilization of financial data to ensure that our City possesses the necessary resources to serve our community. Furthermore, Finance Administration serves as a reliable source for financial expertise, analysis, budgeting, strategic planning, and administrative assistance to both the Finance Department and the entire City.

Accounting
The Accounting division is entrusted with a range of accounting tasks. These responsibilities encompass the meticulous upkeep of the general ledger, ensuring the provision of precise and comprehensive financial information, and extending technical support to all departments within the City. Additionally, the division is responsible for managing the City's debt financing and fixed assets, generating financial reports, and accounting for the City's obligations. Apart from these duties, Accounting also plays a crucial role in supervising the coordination of the City's Annual Financial Audit and the publishing of the Annual Comprehensive Financial Report (ACFR).

Finance
35 2023-2024 Major Accomplishments
The Accounting Division successfully filed various mandated reporting with granting agencies, bonding agencies, and other government agencies on time and in compliance with the requirements.
• Administered 5,040 YTD expenditure accounts.
• Administered 614 YTD revenue accounts.
• Administered 4,232 YTD balance sheet accounts.
• Processed 5 30 YTD regular journal vouchers/24 YTD standard monthly journal vouchers (FY23).
• Reviewed 5,862 YTD Treasury cash transactions (FY23).

Budget
The Finance department plays a crucial role in supporting both the City Council and the Executive Management Team by efficiently managing the resources of the City. It is the Department’s responsibility for developing and maintaining the City's long-term financial forecasts and assessing the financial consequences of legislative and judicial actions that impact municipalities.

Moreover, the Budget team is accountable for overseeing and streamlining the process of developing the City's annual operating budget. They work closely with all departments to assist them in implementing necessary changes and effectively managing their budgets. This involves processing budget adjustments and transfers, as well as providing essential reports to ensure efficient budget monitoring.

2023-2024 Major Accomplishments
• Processed 146 YTD regular budget adjustments.

36 Annual Budget Lifecycle
Payroll
The Payroll division holds accountability for efficiently managing and processing the bi- weekly payroll for all full-time and part-time City employees. It also takes on the responsibility of reporting to CalPERS, the State and Federal Government, and Employment Development Department (EDD). Additionally, the Payroll division ensures all current laws, regulations, and 8 distinct employment Memorandum of Understandings (MOUs) are meticulously followed to maintain compliance. 2023-2024 Major Accomplishments
• Serviced 391 YTD full-time employees.
• Serviced 87 YTD part-time employees.
• Issued 550 W2 forms for 2023.
• Maintained compliance with Federal and State regulatory agencies:
o State of California
o Employment Development Department
o CA Public Employees Retirement System
o Department of Labor Code of Federal Regulations
March
Education,
Policies and
Principles
March
Forecast Polcies
and Principles
March/April
Budget
Developement
and Release
May/June
Public Forum,
Education
July 1
New Fiscal
Year
November -
December
Strategic Planning
January -
Febuary
Mid-
Year/Year-End
Update
37 o Fair Labor Standard Act
o Affordable Care Act
o Government Accounting Standards Board
o IRC Section 125, 401, 414, 415 and 457
Accounts Payable
Accounts Payable
is responsible for the weekly processing of all the payments made to vendors and sending out the annual 1099 forms.
2023-2024 Major Accomplishments
• Processed 11,520 YTD invoices for payment.
• Issued 183 1099 forms for 2023.

Utility Users Tax (UUT)
The Finance D
epartment manages the UUT exemption program, which aims to provide relief to senior citizens and eligible low-income individuals by exempting them from the 8% Utility Users Tax. The low-income qualification process is required to be renewed on a yearly basis, and a comprehensive list of qualifying citizens is diligently updated and shared with utility companies monthly, ensuring smooth implementation and accurate exemptions.
2023-2024 Major Accomplishments
• Renewed/Approved 63 Low Income applications.
• Approved 107 senior applications.
38 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $195,513 $394,542 $445,321 $330,781 $465,686
Part-time $0 $998 $0 $4,505 $0
Overtime $4,811 $541 $0 $0 $0
Retirement $22,110 $43,983 $55,443 $40,334 $57,410
PERS UAL Payment $295,772 $89,290 $0 $0 $0
Worker's Compensation $3,267 $27,450 $29,942 $37,826 $52,230 Other Fringe Benefits $39,183 $73,455 $74,874 $66,854 $84,179 Leave Cashouts $14,877 $0 $0 $34,320 $0
Total Personnel $575,533 $630,258 $605,580 $514,620 $659,505 Telephone $2,091 $2,347 $3,200 $0 $0
Cellphone/Ipad $0 $134 $0 $538 $0
Legal Services $30,846 $4,883 $10,000 $9,725 $10,000
Contract Services $160,214 $110,852 $176,399 $84,812 $137,450 Other Services & Supplies $6,535 $20,748 $21,469 $15,369 $14,680 Training and Membership $2,976 $4,148 $7,640 $6,598 $29,630 Maintenance - Office & Machinery $872 $978 $1,200 $0 $1,200 Information Tech. Services $102,600 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $1,092 $0 $0 $0 $0
Simonson Center Department Fees $453 $752 $804 $547 $739 Building Maintenance $111,140 $0 $0 $0 $0
Postage $1,230 $1,392 $1,500 $0 $1,650
Liability Insurance $3,720 $28,610 $40,170 $0 $6,310
Total Services & Supplies $423,769 $174,844 $262,381 $117,588 $201,659 TOTAL ADMINISTRATION $999,302 $805,102 $867,961 $632,209 $861,164

FINANCE

DEPARTMENT BUDGETS
39 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FINANCE

DEPARTMENT BUDGETS

ACCOUNTING
Salaries $319,891 $344,414 $388,314 $347,689 $439,350
Part-time $56,077 $998 $18,590 $0 $21,303
Overtime $904 $445 $1,000 $770 $1,000
Retirement $41,613 $39,126 $48,378 $42,754 $42,637
PERS UAL Payment $0 $155,529 $0 $0 $0
Worker's Compensation $5,834 $48,067 $28,762 $40,703 $42,414 Other Fringe Benefits $92,712 $99,346 $107,056 $92,654 $121,397 Leave Cashouts $20,817 $17,516 $0 $18,714 $0
Total Personnel $537,848 $705,440 $592,100 $543,284 $668,101 Other Services & Supplies $431 $0 $450 $0 $0
Training and Membership $4,636 $1,630 $2,541 $1,115 $0
Information Tech. Services $34,840 $0 $0 $0 $0
Simonson Center Department Fees $997 $971 $1,044 $889 $967 Liability Insurance $0 $50,390 $77,300 $0 $0
Total Services & Supplies $40,904 $52,990 $81,335 $2,005 $967 TOTAL ACCOUNTING $578,752 $758,431 $673,435 $545,289 $669,068

PURCHASING
Salaries $185,496 $217,372 $284,014 $194,286 $371,970
Part-time $35,935 $18,457 $0 $0 $0
Overtime $2,408 $3,096 $2,000 $1,115 $2,000
Retirement $17,981 $23,309 $35,051 $23,234 $31,645
PERS UAL Payment $0 $61,552 $0 $0 $0
Worker's Compensation $3,408 $19,130 $22,388 $22,255 $32,271 Other Fringe Benefits $21,553 $40,142 $61,073 $46,505 $80,938 Leave Cashouts $2,661 $11,198 $0 $10,988 $0
Total Personnel $269,442 $394,256 $404,525 $298,383 $518,824 Contract Services $7,000 $401 $3,000 $1,562 $4,500
Other Services & Supplies $5,763 $17,713 $7,015 $4,653 $5,300 Training and Membership $1,505 $8,134 $9,155 $6,383 $9,750 Maintenance - Office & Machinery $116 $0 $1,210 $0 $4,100 Simonson Center Department Fees $489 $667 $960 $527 $888 Liability Insurance $0 $19,940 $38,650 $0 $0
Total Services & Supplies $14,873 $46,855 $59,991 $13,125 $24,538 TOTAL PURCHASING $284,315 $441,111 $464,516 $311,508 $543,362 40 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FINANCE

DEPARTMENT BUDGETS

PAYROLL
Salaries $184,253 $251,303 $339,844 $300,103 $385,363
Part-time $112,935 $51,601 $0 $0 $28,548
Overtime $1,232 $517 $0 $267 $1,000
Retirement $19,432 $27,379 $42,906 $35,905 $47,746
PERS UAL Payment $0 $76,227 $0 $0 $0
Worker's Compensation $3,224 $23,700 $24,875 $31,702 $38,395 Other Fringe Benefits $37,677 $42,219 $69,569 $45,875 $84,488 Leave Cashouts $10,304 $12,025 $0 $8,167 $0
Total Personnel $369,056 $484,971 $477,194 $422,019 $585,540 Other Services & Supplies $1,489 $1,894 $1,500 $6,798 $0 Training and Membership $2,340 $2,757 $3,660 $301 $0
Simonson Center Department Fees $500 $681 $996 $755 $923 Postage $158 $171 $200 $0 $220
Liability Insurance $0 $24,700 $53,150 $0 $0
Total Services & Supplies $4,486 $30,203 $59,506 $7,854 $1,143 TOTAL PAYROLL $373,542 $515,174 $536,700 $429,873 $586,683

ACCOUNTS PAYABLE
Salaries $66,423 $222,944 $273,882 $224,713 $308,344
Part-time $18,329 $2,029 $6,227 $993 $6,474
Overtime $0 $518 $1,250 $6,115 $1,250
Retirement $7,753 $24,964 $34,633 $27,074 $29,953
PERS UAL Payment $0 $48,646 $0 $0 $0
Worker's Compensation $1,138 $15,120 $19,240 $27,336 $28,326 Other Fringe Benefits $28,685 $54,124 $53,436 $66,208 $76,173 Leave Cashouts $5,781 $5,073 $0 $9,415 $0
Total Personnel $128,109 $373,418 $388,668 $361,855 $450,520 Other Services & Supplies $1,799 $699 $6,250 $107 $0
Training and Membership $0 $0 $600 $0 $0
Simonson Center Department Fees $303 $872 $996 $717 $921 Postage $2,380 $2,577 $2,700 $0 $2,970
Liability Insurance $0 $15,760 $18,440 $0 $0
Total Services & Supplies $4,483 $19,908 $28,986 $824 $3,891 TOTAL ACCOUNTS PAYABLE $132,593 $393,326 $417,654 $362,679 $454,411 41 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FINANCE

DEPARTMENT BUDGETS

MAIL PROCESSING
Salaries $17,349 $41,787 $44,582 $37,993 $49,663
Part-time $8,245 $0 $0 $0 $0
Overtime $0 $160 $1,000 $100 $1,000
Retirement $1,923 $4,519 $5,644 $4,525 $5,913
PERS UAL Payment $0 $4,428 $0 $0 $0
Worker's Compensation $286 $1,380 $3,304 $4,368 $4,758
Other Fringe Benefits $5,197 $9,991 $10,290 $9,494 $12,612 Total Personnel $33,000 $62,264 $64,819 $56,480 $73,946 Contract Services $4,526 $5,578 $5,500 $3,957 $3,500
Other Services & Supplies $5,088 $8,271 $7,000 $3,597 $5,000 Maintenance - Office & Machinery $3,566 $0 $1,000 $0 $5,000 Fleet Maint/Replacement Chgs. $2,428 $0 $0 $0 $0
Simonson Center Department Fees $109 $241 $240 $185 $222 Liability Insurance $0 $1,430 $4,760 $0 $0
Total Services & Supplies $15,717 $15,520 $18,500 $7,739 $13,722 TOTAL MAIL PROCESSING $48,717 $77,783 $83,319 $64,218 $87,668 ARPA
Legal Services $0 $0 $0 $0 $0
Contract Services $2,294,527 $1,097,126 $709,431 $4,593 $0 Total Services & Supplies $2,294,527 $1,097,126 $709,431 $4,593 $0 TOTAL ARPA $2,294,527 $1,097,126 $709,431 $4,593 $0

UTILITY USERS TAX
Part-time $11,802 $4,805 $18,681 $2,979 $19,422
PERS UAL Payment $0 $3,268 $0 $0 $0
Worker's Compensation $0 $467 $1,381 $285 $1,861
Other Fringe Benefits $171 $70 $271 $42 $282
Total Personnel $11,974 $8,609 $20,333 $3,306 $21,565
General Liability $0 $1,060 $1,740 $0 $0
Total Services & Supplies $0 $1,060 $1,740 $0 $0
TOTAL UTILITY USERS TAX $11,974 $9,669 $22,073 $3,306 $21,565 TOTAL FINANCE $4,723,723 $4,097,721 $3,775,089 $2,353,674 $3,223,921 42 Department Overview
The Information Technology (IT) Department works collaboratively with internal Departments to support and proactively address all technology needs of the organization. In addition, the Information Technology Department evaluates the current and future needs of the City to develop customer service-oriented services. The Information Technology Department also facilitates and supports the growth of the City by ensuring that cost-effective solutions are implemented to support internal users in their efforts to improve services for constituents while enabling increased productivity.

The Networking and Security group ensures that the City’s infrastructure and data are protected from unauthorized access or misuse.

Service Desk
The Information Technology Service Desk team resolves business needs by addressing tickets, incidents, service requests, and being the primary point of contact with internal users. The Service Desk team is also responsible for ensuring that all requests are handled promptly in order to fulfill internal user needs.

Networking & Security
The Networking & Security team ensures that the City’s computer systems, software, and networks are developed and maintained efficiently to ensure that the City operations run smoothly and timely. In addition, the Networking team mitigates security risks from breaches, intrusions, and other threats by ensuring that processes, rules, and configurations are up to industry standards.

Project Management
The Information Technology Department utilizes project management tools and techniques to gather information, integrate systems, and automate processes to work with business users to implement new technologies, improve services and productivity while increasing efficiencies within the organization.

Geographic Information Services (GIS)
The Information Technology Department oversees contracted services that manage, organize, visualize the organization’s geospatial data to support internal departments that service various areas including Public Works, Engineering, Parks, and Community Development.

Information Technology
43 Rialto Network
The Rialto Network Division is responsible for the operation of the City of Rialto Public, Education and Government Channel, cable franchise oversight, public education and outreach, and providing a variety of other audio-visual and media-related services.

Significant Changes
The Information Technology Department has undertaken several initiatives to enhance services to constituents, optimize organizational efficiencies, and implement cost- effective solutions to strengthen the existing network infrastructure. This effort involves deploying industry-standard equipment, protocols, routing, and switching solutions.

Additionally, the IT department regularly conducts comprehensive internal and external vulnerability assessments, offering robust solutions to enhance our security measures.

Moreover, the IT department has begun delivering staff training on identifying and mitigating phishing emails and improving security awareness. Another significant achievement includes modernizing the outdated copier/printer fleet and increasing operational efficiency throughout the city’s departments. Looking ahead, the IT department plans to upgrade essential elements of the production studio equipment and technology in the Council Chambers. This upgrade aims to enhance both virtual and physical security measures while ensuring the reliability of services provided to the public.
2023-2024 Major Accomplishments
• Replaced outdated copier/printer hardware fleet. Improve availability of printing, copying, and scanning for business users. Facilitate access for staff to maintain and obtain equipment supplies.
• Improved business flow and automation by purchasing Electronic Plan Check software. Facilitate access to plans from constituents and business users and improve timeliness in reviewing and providing a comment list for revisions. • Completed upgrade of eligible mobile devices to maintain/improve reliability and keep up with existing technologies and improvements.
• Procured and configured a new mobile device management software to improve maintenance and deployment capabilities.
• Conducted an assessment to replace the city's badging and entry system to improve the city campus's reliability and physical security. Including monitoring, intrusion, and fire alarms.
• Improved network performance, added features, and increased security by replacing organizational network switches.
• Continued improvement in GIS services, processes, and procedures to enhance business efficiencies.
• Improved Asset Management system for technology deployment and inventory. 44 • Evaluated internal telecommunication consumption and consolidated accounts to improve transparency and accuracy of internal services. • Worked with business users to implement Finance, Payroll, and Human Resources management systems by evaluating existing business processes and utilizing industry-standard best practices to overhaul end-of-life systems. Create integrations among various systems to eliminate manual input and improve data accuracy.
• Successfully migrated the community service department from Mindbody to ActiveNet to consolidate systems and reduce expenses.
• Successfully set up a service to enhance the city's security posture by providing monthly training to end users on phishing and security awareness. • With the council’s support, we hired a consultant to thoroughly analyze all security aspects of our water and wastewater sites. This includes gate access, sensors, cameras, lighting, and fence requirements, to name a few. They also designed a wireless topology connecting all areas, including those in more remote places. • Worked with Frontier construction team to have new service brought into the data center.
• Leveraged new Frontier service to create a redundant internet connection to provide a more stable connection and protect us from outages from a single ISP failure.
• Continued to provide quality event coverage and services to the public. • Increased Local Programming.
2024-2025 Goals and Objectives
• Continue working with the contractor to progress with the Tyler ERP project. • Continue working with the contractor to progress with the EP&L project. • Replace the Spine & Leaf in our Data Center with a new technology utilizing modern features to enhance our security.
• Replace our current Windows deployment appliance with Microsoft Autopilot, which is included in our current license agreement, resulting in cost savings. • Replace our legacy access control system with a modern solution providing a stable uptime and available patching for security.
• Implementation of the design phase provided by the contractor for the integrated security solution, which includes building a wireless backbone to transmit data across all twenty-eight (28) city facilities sites. Provide video monitoring, tamper switches, Perimeter fencing, Gate/access control, Security lighting, Video/thermal imaging cameras, Intrusion switches, Audio Alarms, Flashing beacons, SCADA, Signage, and other security measures recommended by the consultant. • Implement a new paperless records management system for HR to assist with document searching and storing digital copies.
45 • Migrate newly eligible devices from the old mobile device management (MDM) system to the new MDM to enhance the devices' management through a single pane of glass and reduce future costs.
• Gather inventory of workstations that are five years or older and replace them with new models to prevent system failure and keep up to date with the latest security patches.
• Finalize replacements for departmental edge switches, providing the city with a robust solution that encompasses additional features needed to enhance uptime, standardize equipment, and provide compatibility between devices in compliance with modern industry standards.
• Continued improvement in GIS services, processes, and procedures to enhance business efficiencies.
• Replace aging equipment in the studio and council chambers to provide a quality service to the public for viewing meetings and recording shows. • Continue to provide quality event coverage and services to the public. • Increase Local Programming content.
46 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

INFORMATION TECHNOLOGY
Salaries $0 $784,803 $974,391 $574,441 $1,084,004
Overtime $0 $2,963 $8,000 $1,023 $12,000
Retirement $0 $85,961 $119,560 $68,917 $93,840
PERS UAL Payment $0 $114,423 $0 $0 $0
Worker's Compensation $0 $35,570 $69,301 $63,757 $100,300 Other Fringe Benefits $0 $155,381 $218,544 $110,257 $230,351 Leave Cashouts $0 $1,357 $0 $25,003 $0
Total Personnel $0 $1,180,459 $1,389,795 $843,398 $1,520,495 Telephone $0 $66,409 $78,430 $14,495 $17,820
Cellphone/Ipad $0 $2,620 $0 $17,060 $0
Cable/Internet Charges $0 $8,891 $0 $40,180 $0
Contract Services $15,316 $620,615 $1,227,945 $549,023 $1,520,378 Other Services & Supplies $0 $88,620 $132,690 $56,175 $80,000 Training and Membership $0 $22,890 $40,000 $7,146 $40,000 Maintenance - Office & Machinery $0 $1,700 $43,000 $14,850 $43,000 Simonson Center Department Fees $0 $1,825 $2,160 $1,259 $1,998 Postage $0 $0 $50 $0 $60
Liability Insurance $0 $37,070 $97,270 $0 $3,490
Total Services & Supplies $15,316 $850,639 $1,621,545 $700,188 $1,706,746 TOTAL INFORMATION TECH. SERVICES $15,316 $2,031,098 $3,011,340 $1,543,587 $3,227,241

COMMUNITY CABLE ACCESS
Salaries $165,144 $173,918 $223,515 $117,828 $276,125
Part-time $0 $0 $20,488 $0 $0
Overtime $21,740 $21,452 $20,000 $16,425 $22,000
Retirement $19,569 $20,184 $16,478 $14,714 $17,668
PERS UAL $0 $81,071 $0 $0 $0
Worker's Compensation $2,853 $25,200 $17,268 $15,592 $27,569 Other Fringe Benefits $50,649 $50,668 $70,793 $38,177 $66,644 Leave Cashouts $8,261 $15,606 $0 $4,857 $0
Total Personnel $268,217 $388,099 $368,542 $207,593 $410,006 Contract Services $8,103 $7,043 $54,910 $10,973 $47,000 Other Services & Supplies $8,438 $8,551 $27,700 $20,914 $22,200 Training and Membership $5,006 $2,326 $5,800 $4,798 $7,600 Maintenance - Office & Machinery $981 $2,301 $3,600 $0 $7,000 Information Tech. Services $58,070 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $793 $0 $0 $0 $0
Simonson Center Department Fees $529 $530 $720 $378 $666 Building Maintenance $24,870 $0 $0 $0 $0
Postage $375 $266 $500 $0 $550
Liability Insurance $490 $26,260 $38,550 $0 $800
Total Services & Supplies $107,656 $47,277 $131,780 $37,062 $85,816 TOTAL COMMUNITY CABLE ACCESS $375,873 $435,377 $500,322 $244,655 $495,822

INFORMATION TECHNOLOGY

DEPARTMENT BUDGETS
47 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

INFORMATION TECHNOLOGY

DEPARTMENT BUDGETS

PUBLIC EDUCATION GOVERNMENT (PEG) GRANT
Cable/Internet Charges $0 $0 $0 $3,050 $0
Contract Services $50,939 $50,961 $0 $0 $0
Other Services & Supplies $13,126 $18,362 $0 $5,792 $0
Total Services & Supplies $64,065 $69,323 $0 $8,843 $0
TOTAL PUBLIC EDUCATION GOV GRANT $64,065 $69,323 $0 $8,843 $0 TOTAL INFORMATION TECHNOLOGY $455,253 $2,535,798 $3,511,661 $1,797,084 $3,723,063 48 Department Overview
The Community Development
Department is responsible for
executing the city's strategic plan
to enhance and nurture a
secure, enjoyable, and thriving
community. This entails
delivering a range of services
including Planning, Building,
Housing, Economic
Development, and Business
Licensing.

Administration
Administration provides leadership and administrative support for all functions of the department.
2024-2025 Goals and Objectives
The primary objective of Administration is to provide support services to the Community Development Department to facilitate its success. Our goal for achieving this success is to ensure the free flow of communication and efficient use of resources throughout the department.
2023-2024 Major Accomplishments
• Ensuring the department maintains efficient and enhanced systems for record keeping.
• Improved productivity attained by consistently implementing and enhancing internal procedures for handling invoices, tracking budgets, and achieving other financial objectives within departments.

Building
The Building and Safety Division holds the responsibility of examining construction plans and subsequently carrying out inspections of authorized work in compliance with City guidelines and building codes. The Division not only conducts research, but also offers valuable information to customers via informative handouts. Their primary role is to regulate and ensure the smooth and orderly development within the City. 2024-2025 Goals and Objectives
• Inspections conducted within a 24-hour timeframe following the initial request for inspection.
• Ensure that all proposed construction plans are promptly reviewed in accordance with the Building - Plan Check Routing Procedure.

Community Development
49 • Develop and manage electronic plan review processes that maximizes efficiency for delivery of service in addressing the community’s development needs. • Coordinate with IT on implementation and transition to the City’s new land management system Tyler EnerGov.
• Continue implementation of successive timelines contained in the state- mandated California Accessibility Specialist Program (CASP), for compliance with State architectural accessibility requirements for existing and new buildings. 2023-2024 Major Accomplishments
Customer Service
The types of permits issued by Building and Safety Division continue to vary including 292 new single-family dwellings, 31 accessory dwelling units (ADU’s), 50 tenant improvements, 42 new commercial & industrial buildings and 757 solar permits.

Additional totals for this period include:
• 15,916 Inspections Completed
• 2,409 (BLD) Permits Issued
• 3,604 (BPC) Plan Check Applications Received
• $2,839,479.27 in Total Fees Collected

Development of the Building and Safety Process Flowchart Initially drafted in early 2021 with improvements still on-going, this flowchart serves as Building and Safety’s blueprint outlining each step in the process from plan submittal through final inspection. Aside from serving as a useful visual aid identifying each vital step of our processes, the flowchart’s main purpose is to illustrate the divisions overall framework and serve as a key reference guide as we prepare for our next major milestone – full electronic plan check services.

On-going Enhancements to the City’s TRAKit Permitting System Management and staff have continued to work closely with the IT Department to make incremental yet substantial improvements to our current permitting system, as well as creating new workflows that will further enhance our abilities as we migrate towards our new land management system.

Business License
The Business License Division is responsible for gathering taxes and fees associated with businesses to assist in balancing the expenses incurred by City services. 2024-2025 Goals and Objectives

• Continue to serve the business community and collect business related taxes and fees to help offset the cost of City services.
• Business License division is launching a self-service portal so the business community can apply for new licenses, renewals and make online payments.

50 2023-2024 Major Accomplishments

• Business Licenses processed: 562 new business licenses and 2,510 renewed business licenses. Business License continues to process new applications and renewals for 2024.

Economic Development
The prime focus of the Economic Development Division lies in attracting fresh enterprises and ensuring the preservation of current businesses, thus fostering job prospects for the local community of Rialto. Additionally, this division strives towards increasing public revenues.
2024-2025 Goals and Objectives
• Conduct business site visits.
• Renegotiate cell tower leases to increase revenue.
• Update Economic Development website to publish resources for small business. 2023-2024 Major Accomplishments
• Negotiated the disposition of three parcels in the amount of $68 million on the south side of Miro Way between Linden and Ayala for the future development of an industrial business park.
• City staff attended the Las Vegas and Western Region International Council of Shopping Centers (ICSC) events representing the City and all available properties within the City.

Housing
Administers housing programs to assist low-to medium income homeowners in making health, safety, and energy efficiency improvements to their homes.

Administers housing programs to assist low-to medium income homeowners in making health, safety, and energy efficiency improvements to their homes. 2024-2025 Goals and Objectives
• Continue to provide grants for mobile home rehabilitation to low-income households.
• Seek additional funding sources for single-family home loans and mobile home rehabilitation grants.
• Issue Request for Proposals (RFP) for the disposition of available Successor Agency and Housing Authority properties for the development of housing and mixed- use commercial/residential projects.
• Contract with an affordable housing developer to utilize the remaining Neighborhood Stabilization Program (NSP) funds.
• Continue to monitor affordable housing development projects for annual audits and compliance.

51 • Obtain annual compliance documents for all outstanding residential loans. • Update website to provide various resources for low-income residents. • Southern California Association of Governments Regional Early Action Planning (REAP) 2.0 Grant

2023-2024 Major Accomplishments
• Conducted the grand opening event for the Metrolink South affordable housing project. The project is now completed and has fully occupied the 54 affordable housing units south of the Rialto train station.
• Was awarded $193,000 in REAP 2.0 funding for the development of a real estate disposition plan to strategically solicit developers to build housing and mixed-use projects in the downtown Rialto areas.
• Issued six grants for Mobile Home Repair Program (MHRP). This program aims to assist low-to-medium income households with necessary repairs to their mobile home. MHRP is funded by a grant awarded through the Community Development Block Grant (CDBG).
• Updated all the affordable housing development compliance documents. • Obtained outstanding homeowners loan compliance documents for all programs.

Planning
The Planning Division oversees the City's cross-departmental project review procedure and assesses all fresh ventures to ensure their compliance with the City's General Plan, zoning regulations, and other policy documents. They undertake forward-thinking planning and conduct special planning studies, such as revising the General Plan and other long-term planning documents. Additionally, they actively engage in regional planning initiatives and execute the California Environmental Quality Act (CEQA). 2024-2025 Goals and Objectives
• Continue to provide exceptional customer service and timely responses to email and phone calls within a 24-hour period.
• Continue to review new projects at the Planning Review meetings and provide comments within four weeks of submittal.
• Continue to work with other divisions and departments on ways to better serve the community with updated procedures and review processes. 2023-2024 Major Accomplishments
Progress in development projects across various sectors, including commercial, industrial, and residential, exhibiting consistent momentum, The Department remained instrumental in assisting with the planning and building processes, and receiving 49 project submissions in the initial nine months of the fiscal year spanning from July 1, 2023, to March 31, 2024. Within the same nine-month timeframe, 26 Pre-Applications Meetings were scheduled for future proposed development in the City. Here, we will shed light on a few noteworthy projects among this collection.

52 Residential Projects
• A new 204-unit apartment complex comprised of seven three- story buildings with clubhouse building, recreational pool, barbeque area with grills, jacuzzi, firepits, shaded cabana, and pool-side lounge at 534 E Foothill Boulevard east of Acacia Avenue are under construction.
• A 429 detached single -family dwelling unit project on 41 acres of land located at the southwest corner of Ayala Drive & Scholl Way was approved in late 2023. The project is currently in the plan check process and anticipated to start construction in late 2024 by Lennar Homes.
• A 21 -unit apartment complex located on the east side of Cactus Avenue approximately 360 feet south of Foothill Boulevard was approved in 2023 and expected to start construction by the end of the year.
• The Lennar Homes River Ranch community within Lytle Creek Ranch Specific Plan is currently under construction for single -family homes with over 200 homes completed. Ongoing construction is expected for the next 2 years. • Century Communities development is completing construction on 56 detached single-family homes.

• A new 55-unit fully affordable apartment complex by California Related, located on the northside of Bonnie View, west of Riverside Avenue (south of the Metrolink) completed construction earlier this year and is fully occupied. • Richmond American is completing construction of 52 homes in Season of Acacia East located on the east side of Acacia north of Randall Avenue. • Homeowners continue to make improvements to their homes, including adding accessory dwelling units, room additions, patios, and other home improvements.

Commercial Projects
• A 5,388 square foot multi-tenant building within the Renaissance Marketplace was approved on the west side of Ayala Avenue south of Renaissance Parkway in 2023, completing this section of undeveloped land within the shopping center .

Cava Grill and Handel’s Ice- cream are anticipated to locate at this location. The project is currently under construction.
• The new Pilot Travel Center at Alder Avenue and Sierra Lakes Parkway that includes truck parking, fueling pumps, and related travel opened in April of 2023.

Arby’s fast -food restaurant and Cinnabon have also opened their doors at this location late last year.
• A new Chick -fil-A drive thru restaurant totaling 4,823 square feet was approved earlier this year on the northwest corner of Foothill Boulevard and Larch Avenue.

Construction is anticipated later this year.
• A new 44,758 square foot 4-story Best Western Hotel with 86 guestrooms located on the south side of Foothill Boulevard, and 485 feet east of Spruce Avenue, was approved in September of 2022 and is currently under construction. • Newmark Merrill opened in the new Rialto Marketplace in September of 2023 on the southwest corner of San Bernardino Avenue and Riverside Avenue. The shopping center consists of 75,000 square feet of in-line commercial stores

53 anchored by Sprouts Market and Burlington. Additional businesses in the center include the nationally branded drive-thru dining restaurants In-N-Out Burger, Ulta Beaty, Five Below, Arrowhead Credit Union, and Quick Quack Car Wash.

Industrial Projects
• Completion of the Newmark Merrill’s 83,272 square foot commerce center on 3.96 gross acres of land located on the east side of Willow Avenue south of San Bernardino Avenue is anticipated later this year.
• A 201,239 square foot Industrial commerce building approved in 2022 and located on the northeast corner of Cedar Avenue and Durst Drive is finishing construction and will be completed later this year.
• A 94,518 square foot industrial warehouse building on approximately 4.29 acres on the east side of Laurel A
venue and 400 feet north of Lowell Street was approved
in 2023 and is in the plan check process.
• A 100,845 square foot industrial commerce building on 4.77 acres on the east side of Willow Avenue approximately 1,000 feet north of Santa Ana Avenue was approved and in the plan check process.
• A new 470,000 square foot industrial commerce building on 23.82 gross acres on the south side of the 210 Freeway and east of Pepper Avenue was approved in 2023.
• T he Olive Grove commerce center was approved for a 430,581 square foot industrial building and a second building totaling 249,026 square feet on a 31.61 acre site. The site is located on Baseline Road 350 feet east of Fitzgerald Avenue. • The 299,780 square foot commerce center building on 13.8 acres of land was approved on the northeast corner of Rialto Avenue and Lilac Avenue. The site is currently under construction and in the grading stages. • A new 43,208 square foot addition to a 54,919 square foot industrial commerce building is currently under construction on approximately 4.77 acres of land. It is located on the south side of Santa Ana Avenue approximately 300 feet west of Riverside Avenue and was approved earlier this year.
• A commerce building totaling 159,700 square feet on 7.81 gross acres located on the northwest of Rialto Avenue and Cactus Avenue approved in 2023. • T he development of a 119,908 square foot commerce building on 6.5 acres located at the northwest corner of Willow Avenue and Jurupa Avenue was approved. • A 301,000 square foot industrial commerce building located at the southwest corner of Santa Ana Avenue and Lilac Avenue on 13.7 acres was approved earlier this year.

Construction documents are anticipated to be submitted later this year. • A new 49,400 square -foot commerce center on the southeast corner of Rialto Avenue and Spruce Street on 2.97 gross acres of land was approved in late 2022 and is currently going through the permit process.
• A new 82,000 square-foot industrial commerce center building on 4.10 gross acres of land located on the south side of Santa Ana Avenue approximately 2,345 feet east of Riverside Avenue was approved in late 2022 and construction is expected later this year.

54 • A new 70,006 square foot commerce building on approximately 4.69 acres of land located on the east side of the terminus of Spruce Avenue approximately 615 feet south of Rialto Avenue was approved this year with expected construction later this year.
• A new 99,636 square foot speculative industrial warehouse building on 4.81 acres of land and located on the southeast corner of Lowell Street and Locust Avenue was approved earlier this year.
• Construction of a 492,410 square foot industrial warehouse building on approximately 22.49 gross acres is located on the northwest corner of Valley Boulevard and Willow Avenue is well underway and anticipated to open by year’s end.
• Construction of a 116,060 square foot industrial warehouse building on approximately 6.02 acres of land is located on the northwest corner of Renaissance Parkway and Locust Avenue and was approved in 2022. • A n 82,698 square foot industrial commerce building on approximately 3.88 acres on the east side of Lilac Avenue approximately 1,100 feet north of Jurupa Avenue was approved in late 2022 and in the permit issuance stage. • An application for an Electric Truck Charging Center with seventy -four (74) charging stations
on 3.8 acres located at the southwest corner of Riverside Avenue and Santa Ana Avenue was submitted with anticipated approval in the next few months.

Advanced Planning
• The 6th Mid-Cycle Housing Element Update was initially tentatively accepted by the California State Department of Housing and Community Development. The City is working with HCD on revisions to the Housing Element to reflect new recent case law. As part of the update effort, ordinances for accessory dwelling units, manufactured housing, emergency, transitional and supportive housing, density bonuses, and reasonable accommodations were enacted. The City will continue to work on meeting compliance with rece nt changes to State law and facilitate more options for construction and modification of housing units within the community.
• Currently working with California Department of Housing and Community Development (HCD) for full compliance with Housing Element. • General Plan updates are underway to the Land Use Element to ensure consistency with the 6
th Cycle Housing Element and implement the City’s new
Regional Housing Needs Allocation (RHNA). In addition, updates to the Safety Element, Circulation Element, and new Environmental Justice Element will be added. The Environmental Justice Element will establish goals, policies, and objectives related to addressing the needs of disadvantaged communities, including reducing health risks associated with pollution and other hazards, facilitating access to a healthy lifestyle, promoting civic engagement, and prioritizing public improvement and programs that support disadvantaged communities.

55 • The Zoning code will be amended to establish development standards for alternative housing types that facilitate affordable and special needs housing and identify where those types of units may be located. Housing types such as small lot development, two master bedroom units, single- story units, cooperative housing, residential care facilities, group homes, farmworker housing, and similar concepts will be evaluated. In addition, procedural requirements for replacing lost affordable housing units will be included.
• As a result of a SCAG grant award, updates to the Foothill Specific Plan and Central Specific Plan are currently underway to facilitate additional housing and economic development opportunities and to update both specific plans.

Successor Agency
Administers the orderly dissolution of the former Redevelopment Agency in accordance with ABx1 26 and AB1484, including the retirement of debt and the disposition of acquired real estate.
2024-2025 Goals and Objectives
•
Issue Request for Proposals (RFP) for the disposition of available Successor Agency and Housing Authority properties for the development of housing and mixed- use commercial/residential projects.
• Seek County Oversight Board approval by Resolution of the Recognized Obligation Payment Schedule (ROPS) administrative budget for FY2024-2025. 2023-2024 Major Accomplishments
• Negotiated the disposition of three parcels in the amount of $68 million on the south side of Miro Way between Linden and Ayala for the future development of an industrial business park.

Grant Awards
The primary focus of Grant services lies in attracting new funding opportunities to enhance the City’s ability to leverage inhouse funding sources or fill funding gaps. Grant services strives towards increasing public revenues and/or offset the use of local public funds to perform work related to unfunded mandates or projects. 2024-2025 Goals and Objectives
The Community Development Department will continue to monitor grant funding opportunities, including a Sustainable Communities grant from SCAG to provide partial funding towards a comprehensive zoning code update.
2023-2024 Major Accomplishments
• Received $1.2 million in new CalHome grant funding for home rehabilitation improvements.
• Was awarded $193,000 in REAP 2.0 funding for the development of a real estate disposition plan to strategically solicit developers to build housing and mixed-use projects in the downtown Rialto areas.
56 • Implemented Southern California Association of Governments award for technical assistance at an estimated value of $600,000 for preparation of the Foothill Central Specific Plan.
• Implemented $500,000 Local Early Action Planning (LEAP) Grant from the California Department of Housing and Community Development for a focused

General Plan Update and implementation of the 2014-2021 Four Year (Mid-Cycle) Housing Element Update.
• Implemented Southern California Association of Governments award for technical assistance at an estimated value of $400,000 for preparation of the Smart Cities Plan to Mitigate Impacts of Warehousing and Logistics.
• Implemented $310,000 SB2 Planning Grant from the California Department of Housing and Community Development for zoning code updates (completed), 6 th
Cycle Housing Element Update (completed), TRAKiT Software Enhancements, and 6
th Cycle Housing Element Residential Overlay Strategy implementation.

57 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PLANNING COMMISSION
Stipend $0 $7,630 $21,300 $8,670 $17,040
Part-time $12,490 $1,010 $0 $0 $0
PERS UAL $0 $3,132 $0 $0 $0
Worker's Compensation $0 $97 $0 $0 $0
Total Personnel $12,490 $11,869 $21,300 $8,670 $17,040
Training and Membership $0 $687 $8,400 $468 $8,000
Liability Insurance $0 $1,010 $1,810 $0 $0
Total Services & Supplies $0 $1,697 $10,210 $468 $8,000 TOTAL PLANNING COMMISSION $12,490 $13,566 $31,510 $9,138 $25,040

ADMINISTRATION
Salaries $149,300 $141,739 $281,070 $205,322 $370,119
Part-time $26,751 $34,457 $0 $9,686 $25,896
Overtime $3,466 $0 $0 $0 $0
Retirement $17,276 $16,064 $36,424 $27,956 $39,775
PERS UAL Payment $464,282 $57,714 $0 $0 $0
Worker's Compensation $2,975 $17,940 $19,447 $22,180 $35,660 Other Fringe Benefits $32,213 $26,526 $61,232 $29,425 $61,378 Leave Cashouts $0 $0 $0 $6,022 $0
Total Personnel $696,264 $294,440 $398,173 $300,591 $532,828 Cellphone/Ipad $0 $176 $0 $2,336 $5,000
Legal Services $2,858 $0 $0 $0 $0
Contract Services $80,304 $50,542 $0 $0 $50,000
Other Services & Supplies $57,939 $69,462 $99,000 $42,186 $60,000 Training and Membership $380 $1,132 $3,000 $2,160 $10,000 Information Tech. Services $211,970 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $15,694 $0 $0 $0 $0
Simonson Center Department Fees $442 $358 $636 $288 $563 Building Maintenance $73,620 $0 $0 $0 $0
Postage $2,808 $6,940 $3,100 $0 $3,410
Liability Insurance $2,670 $18,700 $33,270 $0 $4,090
Total Services & Supplies $448,685 $147,310 $139,006 $46,970 $133,063 TOTAL ADMINISTRATION $1,144,949 $441,750 $537,179 $347,561 $665,891

COMMUNITY DEVELOPMENT

DEPARTMENT BUDGETS
58 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

COMMUNITY DEVELOPMENT

DEPARTMENT BUDGETS

ECONOMIC DEVELOPMENT
Salaries $67,660 $151,490 $190,036 $74,227 $235,477
Retirement $7,974 $17,506 $24,600 $10,419 $9,869
PERS UAL $0 $15,371 $0 $0 $0
Worker's Compensation $1,097 $4,780 $16,939 $7,906 $21,954 Other Fringe Benefits $6,384 $13,003 $15,228 $11,670 $13,818 Leave Cashouts $2,985 $0 $0 $3,826 $0
Total Personnel $86,100 $202,151 $246,802 $108,049 $281,118 Cellphone/Ipad $0 $0 $0 $0 $5,000
Legal Services $185,101 $98,311 $150,000 $27,131 $100,000 Contract Services $34,522 $59,090 $83,910 $38,758 $100,000 Other Services & Supplies $14,564 $4,738 $46,000 $15,194 $35,000 Training and Membership $28,589 $26,483 $30,000 $27,807 $60,000 Prior Period Adjustment $0 $15,000 $0 $0 $0
Simonson Center Department Fees $120 $285 $300 $149 $279 Liability Insurance $0 $4,980 $12,350 $0 $0
Total Services & Supplies $262,896 $208,886 $322,560 $109,039 $300,279 TOTAL ECONOMIC DEVELOPMENT $348,996 $411,037 $569,362 $217,088 $581,397

VACANT HOME PROGRAM
Contract Services $0 $0 $0 $0 $25,000
Total Services & Supplies $0 $0 $0 $0 $25,000
TOTAL VACANT HOME PROGRAM $0 $0 $0 $0 $25,000

PLANNING SERVICES
Salaries $470,620 $643,800 $689,986 $430,639 $791,506
Part-time $11,238 $0 $18,580 $0 $21,303
Overtime $11 $111 $2,500 $629 $2,000
Retirement $54,793 $72,785 $86,973 $53,477 $72,871
PERS UAL $0 $151,807 $0 $0 $0
Worker's Compensation $8,178 $47,190 $49,141 $46,915 $72,969 Other Fringe Benefits $141,416 $132,158 $142,727 $89,966 $152,114 Leave Cashouts $18,406 $23,377 $0 $32,635 $0
Total Personnel $704,662 $1,071,228 $989,907 $654,261 $1,112,763 59 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

COMMUNITY DEVELOPMENT

DEPARTMENT BUDGETS
Cellphone/Ipad $0 $0 $0 $0 $5,000
Legal Services $147,805 $171,328 $134,000 $62,856 $150,000 Contract Services $30,140 $74,844 $174,020 $70,894 $150,000 Other Services & Supplies $979 $7,930 $9,800 $464 $6,000 Training and Membership $150 $1,061 $7,000 $0 $5,000
Advertising $13,687 $16,088 $30,000 $17,545 $25,000
Simonson Center Department Fees $998 $1,358 $1,452 $821 $1,533 Liability Insurance $0 $49,180 $101,180 $0 $0
Total Services & Supplies $193,760 $321,789 $457,452 $152,581 $342,533 TOTAL PLANNING SERVICES $898,422 $1,393,017 $1,447,359 $806,842 $1,455,296

BUILDING SERVICES
Salaries $512,170 $633,783 $764,501 $471,928 $1,174,497 Part-time $6,295 $13,468 $18,768 $1,432 $57,096
Overtime $7,428 $18,125 $31,875 $20,845 $25,000
Retirement $56,998 $69,682 $119,080 $56,651 $80,429
PERS UAL $0 $180,461 $0 $0 $0
Worker's Compensation $9,605 $56,100 $74,001 $53,618 $91,318 Other Fringe Benefits $120,595 $118,389 $288,708 $89,687 $268,985 Leave Cashouts $10,071 $10,677 $0 $7,117 $0
Total Personnel $723,162 $1,100,686 $1,296,933 $701,278 $1,697,325 Cellphone/Ipad $0 $0 $0 $0 $7,500
Contract Services $834,636 $896,333 $1,290,000 $918,023 $950,000 Other Services & Supplies $2,286 $6,902 $11,098 $3,171 $5,000 Training and Membership $10,889 $16,723 $12,714 $4,307 $15,000 Prior Period Adjustment $43,610 $0 $0 $0 $0
Simonson Center Department Fees $1,722 $1,649 $2,880 $1,279 $2,220 Non Abated Reimbursement $0 $0 $0 $7,748 $0
Liability Insurance $0 $58,460 $103,670 $0 $5,990
Total Services & Supplies $893,144 $980,067 $1,420,362 $934,528 $985,710 TOTAL BUILDING SERVICES $1,616,306 $2,080,753 $2,717,295 $1,635,806 $2,683,035 60 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

COMMUNITY DEVELOPMENT

DEPARTMENT BUDGETS

BUSINESS LICENSING
Salaries $94,054 $135,958 $100,181 $81,833 $138,667
Overtime $1,911 $956 $3,044 $577 $2,000
Retirement $10,477 $14,778 $17,915 $9,766 $16,617
PERS UAL $0 $27,040 $0 $0 $0
Worker's Compensation $1,721 $8,410 $9,686 $8,808 $12,679 Other Fringe Benefits $19,485 $22,769 $23,006 $14,523 $26,543 Leave Cashouts $1,492 $863 $0 $0 $0
Total Personnel $129,140 $210,774 $153,832 $115,507 $196,506 Cellphone/Ipad $0 $0 $0 $0 $5,000
Legal Services $2,543 $181 $0 $0 $5,000
Contract Services $2,147 $2,130 $36,500 $36,252 $4,000
Other Services & Supplies $519 $1,997 $2,000 $1,275 $2,000 Training and Membership $0 $0 $0 $0 $3,000
Prior Period Adjustment $10,774 $0 $0 $0 $0
Information Tech. Services $12,780 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $676 $0 $0 $0 $0
Simonson Center Department Fees $416 $505 $504 $311 $465 Postage $1,611 $537 $1,800 $0 $1,980
Liability Insurance $360 $8,760 $18,520 $0 $330
Total Services & Supplies $31,826 $14,111 $59,324 $37,838 $21,775 TOTAL BUSINESS LICENSING $160,966 $224,885 $213,156 $153,344 $218,281 61 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

COMMUNITY DEVELOPMENT

DEPARTMENT BUDGETS

ENGINEERING - LAND DEVELOPMENT
Salaries $252,489 $480,078 $700,146 $348,281 $862,781
Overtime $99,888 $40,676 $45,000 $6,255 $45,000
Retirement $27,909 $51,563 $88,093 $42,000 $52,334
PERS UAL $0 $71,529 $0 $0 $0
Worker's Compensation $4,780 $22,240 $51,171 $39,629 $81,567 Other Fringe Benefits $55,716 $89,147 $152,089 $66,864 $126,947 Leave Cashouts $6,053 $5,992 $0 $13,866 $0
Total Personnel $446,835 $761,225 $1,036,499 $516,895 $1,168,629 Cellphone/Ipad $0 $155 $0 $1,063 $0
Legal Services $30,495 $79,149 $50,000 $18,650 $50,000
Contract Services $2,303,578 $2,373,264 $3,179,213 $1,299,995 $2,600,000 Other Services & Supplies $11,509 $16,146 $33,820 $5,925 $30,000 Training and Membership $0 $0 $10,000 $0 $5,000
Maintenance - Office & Machinery $1,997 $1,238 $10,700 $538 $6,000 Simonson Center Department Fees $662 $1,070 $1,794 $851 $1,543 Liability Insurance $0 $23,170 $64,220 $0 $0
Total Services & Supplies $2,348,242 $2,494,192 $3,349,746 $1,327,023 $2,692,543 TOTAL ENGINEERING - LAND DEV. $2,795,076 $3,255,418 $4,386,246 $1,843,917 $3,861,172 TOTAL COMMUNITY DEVELOPMENT $6,977,205 $7,820,425 $9,902,106 $5,013,696 $9,515,112 62 Department Overview
The Engineering Services Department
was formed in 2022 and strives to provide
quality engineering services that enhance
the safety and environment of the City of
Rialto. The Department is responsible for
managing public infrastructure, private
land development, and all engineering
and inspection activities relating to Private
Development, Capital Improvement
Programs (CIP), and traffic-related issues.

The Department provides a full range of
engineering services for the City’s capital investments in its various types of infrastructure, including transportation, City facilities, and parks. The Department is also responsible for procuring CIP-related activities in construction, minor repairs, and associated professional consulting services, as well as contract management functions to ensure that contracts meet the City’s needs and conform with the City’s Municipal Code. The Department assures the City’s infrastructure needs will meet the current and future needs of the residents of Rialto.

Significant Changes
The management of engineering services was bifurcated from the Community Development Department to establish a standalone Engineering Services Department.

This change included creating a Director of Engineering Services and two Engineering Manager positions to provide greater oversight of Capital Improvements and Land Development throughout the City.
2024-2025 Goals and Objectives
• Manage and oversee construction engineering and inspection services for the City’s capital improvement and private development projects. • Enhance the timely issuance of various permits within the public right-of-way. • Continue coordination with other City departments to provide conditions of approval associated with Building and Safety permits and Planning cases, such as lot line adjustment, rezoning, conditional use permits, street and right-of-way dedications, design review, site plan review, tract, and parcel maps, and more. • Create an all-inclusive 5-Year Capital Improvement Plan (CIP) by assessing suggested capital projects to ascertain their projected expenses, funding origins, and prioritization over the coming five years
Additionally, the City Engineering Department applies and secures grant funding from multiple sources, such as:
• Active Transportation Program (ATP) from the California Department of Transportation (Caltrans)
• Highway Safety Improvement Program (HSIP)
• Transportation Development Act (TDA) Article 3
Engineering
63 • Senate Bill 1 (SB1)
2023-2024 Major Accomplishments
Capital Improvement Projects – Completion
• Riverside Avenue – Central Reconstruction
• Riverside Avenue – South Reconstruction
• Cactus Trail
• Rialto Parks – Vehicular Gates
• Andreson Park Resurfacing
• Rialto Cemetery Rehabilitation
• City Wide – Curb, Gutter Sidewalk Improvements Reconstruction 2023 • Traffic Signal Modification and Median Reconstruction at Riverside/Senior Way • J&K Auto Body Demolition Project
• Traffic Signal Modification – Ayala/Fitzgerald
• Left Turn Signal Project
Grants Management
• Accepted the Cal
ifornia Department of Transportation Active Transportation Program ATP grant for the Rialto Pacific Electric Trail Expansion Project in the amount of $7,037,000
• Accepted the San Bernardino County Transportation Authority (SBCTA) Transportation Development Act Article 3 Grant for the Frisbie Middle School Safe Routes to School (SRTS) improvements project in the amount of $1,095,090
• Accepted the San Bernardino County Transportation Authority (SBCTA) Transportation Development Act Article 3 Grant for the Bemis Elementary Safe Routes to School (SRTS) improvements project in the amount of $716,745 Land Development
• PAIREF Rial
to Commerce Center (PPD 2022-0001)
• Angelus Block (PPD 2020-0010)
• Best Western – (PPD 2022-0058)
• Birtcher Logistics (PPD 2020-0012 )
• Frontier Foothill Apartments (PPD 2021-0043)
• Lord Constructors Industrial (PPD 2022-0044)
• Poblano Inland Empire Battery Storage Project (PPD 2020-0025) • Renaissance Marketplace Shop 6 (PPD 2022-0066)
• Renaissance Travel Center (PPD 2021-0004)
• Rialto Industrial (PPD 2022-0052)
• Sycamore Storage Yard (PPD 2020-0001)
• Thrifty Industrial (PPD 2021-0055)
• Xebec Realty Industrial (PPD 2021-0046)
64 • Projects Under Review – 81
• Pr
ojects Closed Out - 11
• Plan Checks Completed – 632
• Encroachment Permits Issued – 669
• Transportation (Overload) Permits Issued - 438
65 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ENGINEERING - PROJECTS
Salaries $416,520 $537,945 $936,232 $491,929 $936,362
Part-time $0 $0 $18,870 $0 $42,606
Overtime $64,407 $66,806 $75,000 $48,036 $75,000
Retirement $46,757 $59,259 $114,723 $64,770 $87,673
PERS UAL $0 $218,840 $0 $0 $0
Worker's Compensation $7,235 $68,030 $66,883 $64,686 $89,167 Other Fringe Benefits $103,390 $131,320 $191,216 $123,837 $190,607 Leave Cashouts $14,626 $33,672 $0 $28,346 $0
Total Personnel $652,935 $1,115,871 $1,402,923 $821,604 $1,421,415 Telephone $1,694 $909 $740 $0 $0
Contract Services $8,626 $329,874 $473,993 $156,623 $375,000 Other Services & Supplies $3,577 $7,691 $22,300 $9,875 $15,000 Training and Membership $0 $315 $4,685 $0 $2,500
Maintenance - Office & Machinery $1,997 $1,501 $8,400 $538 $5,000 Information Tech. Services $137,440 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $12,726 $0 $0 $0 $0
Simonson Center Department Fees $1,160 $1,515 $2,094 $1,219 $1,666 Building Maintenance $70,010 $0 $0 $0 $0
Postage $36 $8 $50 $0 $60
Liability Insurance $2,140 $70,900 $93,810 $0 $5,900
Cost Recovery $0 $0 ($600,000) $0 $0
Total Services & Supplies $239,407 $412,713 $6,072 $168,255 $405,126 TOTAL ENGINEERING - PROJECTS $892,342 $1,528,585 $1,408,995 $989,859 $1,826,541

ENGINEERING - PROJECTS

DEPARTMENT BUDGETS
66 The Fire Department of the City of Rialto is proud to present the Fiscal Year 2024- 25 Budget, an embodiment of our steadfast dedication to safeguarding the community and enhancing our service delivery. This year, we are excited to lean into our new Strategic Plan, which is designed to address opportunities identified through comprehensive community and personnel surveys. Our budget is meticulously crafted to support our mission of providing unparalleled emergency medical services, fire protection, and risk reduction, while also prioritizing the well - being and development of our personnel.

Services Provided
· Administration/Office of the Fire Chief
· Emergency Management
· Fire Prevention and Community Risk Reduction
· Fire and Rescue Operations
· Medical Services/Ambulance Transportation EMS
Department Overview
Fire
67 Key Areas of Focus:

1. Increased Outreach/
Education and Workshops:

We recognize the critical role that
community engagement and
education play in preventing
emergencies. In FY 2024 -25, we
will expand our outreach efforts with
a series of workshops aimed at
educating residents and businesses
on fire safety, emergency
preparedness, and first aid. Special
attention will be given to high -risk
and vulnerable populations to
ensure everyone has the
knowledge and tools to stay safe.

2. Personnel Development
and Succession Planning:

Our people are our greatest asset. This
year, we will further invest in personnel
development programs that not only
enhance the skills and knowledge of
our team members but also prepare
them for leadership roles within the
department. Our focus on succession
planning ensures the continuity of
expertise and leadership, which is vital
for the department's future success.

Important Numbers
Total Responses
25,212
Percent Increase
6%
Average Response
Time
8 min 41 Sec
68 3. Disaster Preparedness
and Training:

Given the increasing frequency and
severity of natural disasters, our
budget allocates significant
resources towards enhancing our
disaster preparedness capabilities.

This includes advanced training for
our personnel in handling
catastrophic events and ensuring
that our equipment and technology
are up to date and capable of
responding to any emergency.

4. Restructuring of the
Community Risk Reduction
Division:

To improve our responsiveness and
efficiency in working with business
partners, we are restructuring our
Community Risk Reduction Division.

This reorganization will enhance our
ability to ensure that fire protection
systems and facilities are regularly
inspected and meet safety standards.

Furthermore, it will enable us to provide
more targeted training and awareness
programs for the community, focusing
on preventing emergencies before they
occur.

Fire Riser and Fire Pump Testing
Important Numbers
EMS Calls

Number of
Transports

Percent Increase
of EMS Calls
7%
69 Reflecting on Our Achievements
As we look forward to FY 2024-25, it's crucial
to celebrate our notable achievements in the
past year:

Firefighter of the Year
Captain Theresa Rivera

Fire Chief's Commendation Award
Left: Captain Jake Ploehn
Improving the ISO Rating from 3 to 2:

Right: Captain Bryce Boyer
A major accomplishment that highlights our department's commitment to excellence and effectiveness in fire protection and emergency response. This improved rating reflects positively on the safety of our community and may help lower insurance premiums for residents and businesses.

Transformation of Employee Recognition Initiatives:

We revitalized our approach to recognizing the hard work and dedication of our team members. By implementing new, meaningful recognition programs, we've fostered a more motivated and engaged workforce.

Implementing a Culture of Accountability:

We've worked diligently to instill a culture of accountability across all levels of our department. Through clear communication, setting expectations, and regular feedback, we've seen significant improvements in performance and team cohesion.

The FY 2024-25 budget for the Fire Department is a testament to our commitment to excellence, community safety, and the professional growth of our team. We are excited about the opportunities that our new Strategic Plan presents and are confident that with the support of the City Council, our dedicated staff, and the community, we will continue to make significant strides in achieving our mission. Together, we will ensure that Rialto remains a safe and vibrant community for all residents and visitors.
70 Diversity and Inclusion
Conflict Resolution
Enhance Operational Efficiency & Transparency
Aim to streamline and refine administrative and operational processes to improve transparency, engagement, and customer service, ensuring our services are both efficient and aligned with best practices, reflecting our commitment to sustainability and cost-effectiveness.

Implement & Sustain Best Practices for
Comprehensive Emergency Services
Focus on enhancing our emergency response and training methodologies across fire, EMS, and rescue operations by leveraging data- driven insights and industry standards to ensure superior service delivery and readiness for future demands.

Strengthen Workforce Capability & Leadership
Invest in our personnel through focused leadership development, well -being initiatives, and employee recognition, to enhance our workforce's capability to lead with innovation and resilience, ensuring the long- term success and adaptability of our department.

Improve Community Safety & Risk Reduction
Expand our commitment to community engagement by offering value- added services that go beyond emergency response, focusing on fire prevention, public education, and disaster preparedness to build a safer and more informed and resilient community.

Optimize Resources & Infrastructure Management
Ensure strategic resource and infrastructure management to support our operational needs and focusing on the maintenance and upgrading of facilities and equipment to enhance our readiness and response capabilities.

Fire Department Strategic Initiatives

71 72

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $313,941 $428,792 $515,719 $384,622 $561,383
Part-time $16,060 $15,471 $0 $30,131 $104,000
Overtime $6,144 $3,264 $8,000 $7,562 $8,880
Retirement $64,224 $85,589 $72,132 $79,346 $75,898
PERS UAL Payment $3,106,245 $68,878 $0 $0 $0
Worker's Compensation $41,399 $29,400 $36,194 $37,988 $60,401 Other Fringe Benefits $80,172 $92,983 $102,891 $78,079 $61,085 Leave Cashouts $40,742 $31,120 $0 $50,332 $0
Total Personnel $3,668,926 $755,498 $734,936 $668,059 $871,647 Telephone $22,170 $22,218 $27,010 $15,392 $17,330
Electricity $70,486 $83,192 $88,250 $20,174 $107,300
Gas $13,164 $25,759 $22,000 $11,868 $22,320
Water/Wastewater $49,971 $26,770 $26,090 $16,080 $20,970 Cellphone/Ipad $0 $0 $0 $135 $0
Legal Services $23,243 $50,772 $125,000 $97,132 $80,000 Contract Services $826,728 $915,037 $1,301,841 $707,637 $1,091,748 Other Services & Supplies $5,771 $29,190 $40,920 $24,045 $40,920 Training and Membership $1,090 $2,017 $3,000 $1,969 $1,000 Maintenance - Office & Machinery $1,173 $0 $5,000 $0 $5,000 Allowance for Doubtful Accounts Expense $0 $3,961 $0 $0 $0 Allowance for Doubtful Accounts Expense $4,389 -$26,451 $0 $0 $0 Information Tech. Services $323,270 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $714,042 $430,219 $752,117 $367,095 $767,000 Simonson Center Department Fees $666 $739 $960 $723 $888 Building Maintenance $273,040 $0 $0 $0 $0
Postage $961 $1,054 $1,100 $0 $1,210
Liability Insurance $346,020 $30,640 $75,730 $0 $775,320 Total Services & Supplies $2,676,184 $1,595,117 $2,469,018 $1,262,253 $2,931,006 TOTAL ADMINISTRATION $6,345,110 $2,350,615 $3,203,954 $1,930,312 $3,802,653

PROFESSIONAL DEVELOPMENT
Overtime $0 $1,200 $10,000 $0 $11,100
Total Personnel $0 $1,217 $10,000 $0 $11,100
Other Services & Supplies $3,923 $5,914 $8,500 $3,123 $13,500 Training and Membership $3,107 $12,357 $14,500 $13,330 $12,000 Total Services & Supplies $7,030 $18,271 $23,000 $16,453 $25,500 TOTAL PROFESSIONAL DEVELOPMENT $7,030 $19,488 $33,000 $16,453 $36,600

FIRE DEPARTMENT

DEPARTMENT BUDGETS
73 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FIRE DEPARTMENT

DEPARTMENT BUDGETS

FIRE MANAGEMENT
Salaries $1,069,985 $1,149,601 $1,235,974 $1,060,677 $1,274,599 Overtime $38,480 $412 $59,588 $26,048 $33,300
Mandated Overtime $0 $0 $0 $21 $0
Overtime Mutual Aid $87,928 $1,478 $0 $0 $0
Min Staffing Augmentation $404,393 $243,921 $300,000 $173,119 $333,000 Retirement $259,695 $275,663 $193,942 $275,647 $281,219 PERS UAL Payment $0 $318,250 $0 $0 $0
Worker's Compensation $118,322 $135,830 $73,387 $74,759 $88,339 Other Fringe Benefits $153,282 $181,090 $172,142 $148,684 $78,485 Leave Cashouts $59,684 $75,325 $0 $20,647 $0
Total Personnel $2,191,768 $2,381,570 $2,035,033 $1,779,602 $2,088,942 Simonson Center Department Fees $1,167 $1,313 $1,440 $1,111 $1,332 General Liability $0 $141,550 $229,710 $0 $0
Total Services & Supplies $1,167 $142,863 $231,150 $1,111 $1,332 TOTAL FIRE MANAGEMENT $2,192,935 $2,524,433 $2,266,183 $1,780,713 $2,090,274

DISASTER PREPAREDNESS
Salaries $124 $0 $0 $0 $0
Retirement $14 $0 $0 $0 $0
PERS UAL Payment $0 $599 $0 $0 $0
Worker's Compensation $22 $0 $0 $0 $0
Other Fringe Benefits $1 $0 $0 $0 $0
Leave Cashouts $0 $0 $0 $0 $0
Total Personnel $162 $599 $0 $0 $0
Other Services & Supplies $2,906 $2,817 $0 $0 $0
Training and Membership $3,217 $7,111 $0 $0 $0
Liability Insurance $0 $270 $0 $0 $0
Total Services & Supplies $6,124 $10,198 $0 $0 $0
TOTAL DISASTER PREPAREDNESS $6,285 $10,798 $0 $0 $0
74 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FIRE DEPARTMENT

DEPARTMENT BUDGETS

FIRE PREVENTION
Salaries $252,892 $225,602 $254,254 $189,526 $367,994
Part-time $0 $17,845 $27,276 $22,996 $30,276
Overtime $9,415 $7,850 $10,000 $5,192 $11,100
Retirement $26,445 $22,933 $31,227 $22,433 $18,474
PERS UAL Payment $0 $86,890 $0 $0 $0
Worker's Compensation $31,403 $32,242 $19,350 $18,881 $33,674 Other Fringe Benefits $66,293 $62,396 $70,784 $44,301 $34,699 Leave Cashouts $0 $0 $0 $11,117 $0
Total Personnel $386,449 $455,760 $412,891 $314,445 $496,217 Contract Services $25,145 $48,075 $125,000 $40,816 $125,000 Other Services & Supplies $5,580 $3,962 $29,980 $6,694 $16,300 Training and Membership $1,930 $1,468 $10,000 $789 $10,000 Arson Investigation $0 $538 $10,000 $224 $10,000
Simonson Center Department Fees $721 $630 $720 $527 $666 Postage $39 $42 $50 $0 $1,000
Liability Insurance $0 $38,650 $51,580 $0 $0
Total Services & Supplies $33,415 $93,365 $227,330 $49,050 $162,966 TOTAL FIRE PREVENTION $419,863 $549,125 $640,221 $363,495 $659,183

FIRE PROTECTION
Salaries $5,900,540 $6,116,451 $6,053,885 $4,669,531 $5,630,135 Overtime $71,197 $76,173 $193,827 $1,747,056 $149,850
Mandated Overtime $123,066 $131,069 $121,684 $100,610 $135,069 Overtime Mutual Aid $223,436 $154,954 $0 $0 $0
Min Staffing Augmentation $4,160,223 $3,616,338 $4,150,000 $1,050,080 $4,606,500 Retirement $1,443,195 $1,455,497 $722,140 $1,178,077 $868,788 PERS UAL Payment $0 $1,902,596 $0 $0 $0
Worker's Compensation $726,216 $812,010 $85,307 $349,244 $403,948 Other Fringe Benefits $1,127,894 $1,170,156 $1,088,332 $834,717 $133,514 Other Post Employment Benefits $0 $0 $0 $0 $0
Leave Cashouts $30,012 $84,321 $0 $19,655 $0
Total Personnel $13,805,779 $15,519,564 $12,415,175 $9,948,970 $11,927,804 Cable/Internet Charges $0 $0 $0 $1,310 $0
Supplies OES Admin $0 $0 $150,000 $0 $102,160
Contract Services $73,251 $58,396 $285,342 $38,691 $339,500 Other Services & Supplies $268,038 $342,740 $622,245 $202,460 $350,040 Allowance for Doubtful Accounts Expense -$1,928 $586 $0 $0 $0 Simonson Center Department Fees $10,488 $10,383 $10,559 $7,835 $10,655 Postage $553 $607 $650 $0 $720
Liability Insurance $0 $846,200 $1,245,480 $0 $0
Total Services & Supplies $350,403 $1,258,912 $2,314,276 $250,296 $803,075 TOTAL FIRE PROTECTION $14,156,182 $16,778,476 $14,729,451 $10,199,266 $12,730,879 75 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

FIRE DEPARTMENT

DEPARTMENT BUDGETS

EMERGENCY MEDICAL
Salaries $807,722 $952,606 $1,082,926 $761,482 $1,447,980 Overtime $517,294 $592,440 $590,000 $852,841 $654,900
Min Staffing Augmentation $1,105,298 $848,255 $1,025,000 $266,194 $1,087,800 Retirement $89,057 $102,942 $135,112 $90,944 $118,865
PERS UAL Payment $0 $391,074 $0 $0 $0
Worker's Compensation $114,962 $166,910 $77,640 $66,610 $113,396 Other Fringe Benefits $328,490 $362,757 $398,740 $256,249 $181,690 Leave Cashouts $2,628 $9,097 $0 $9,278 $0
Total Personnel $2,965,451 $3,426,081 $3,309,417 $2,303,597 $3,604,631 Contract Services $446,262 $586,520 $521,757 $351,366 $518,600 Other Services & Supplies $215,787 $234,030 $359,759 $232,928 $382,200 Training and Membership $3,204 $6,617 $5,000 $2,582 $5,000 Simonson Center Department Fees $4,448 $4,847 $6,000 $3,864 $5,550 Postage $86 $94 $100 $0 $110
Liability Insurance $0 $173,930 $253,550 $0 $0
Total Services & Supplies $669,787 $1,006,038 $1,146,166 $590,740 $911,460 TOTAL EMERGENCY MEDICAL $3,635,238 $4,432,119 $4,455,583 $2,894,336 $4,516,091 TOTAL FIRE $26,762,644 $26,665,053 $25,328,392 $17,184,575 $23,835,680 76 Maintenance and Facilities
Department Overview – The P
ublic Works Department was bifurcated to form the Maintenance and Facilities Department and Engineering Services Department in July 2021. The formation of the new department is designed to better handle the management of the technical aspects of maintenance while improving customer concern response times and providing higher levels of proactive care for the City of Rialto.

The Maintenance & Facilities Department coordinates and provides services related to the public infrastructure, including facilities, fleet, streets, storm drains, capital improvement projects, waste management, landscaping, graffiti removal, street light maintenance, traffic signals, traffic signs, and striping throughout the City.

Programs and Services – It is the mission of the Maintenance & Facilities Department to create and promote programs and practices that improve the response to resident reports and concerns, provide quality service throughout the City, minimize impacts on the environment, and enhance the quality of life for the present and future generations.

The Maintenance and Facilities Department is comprised of the following functions:
• Facility Maintenance (City facilities maintenance)
• Street Maintenance and Traffic Safety (sidewalk repair, curb and gutter repair, traffic signal maintenance, traffic sign maintenance, street light maintenance, street maintenance, roadway markings, street sweeping, storm drain maintenance, and weed abatement)
• Administration (support to residents, businesses, and visitors of the City for requests for service and information, administration of programs to enhance sustainability , including energy savings and general green initiatives)
• Fleet Maintenance (City fleet maintenance)
• Solid Waste and Environmental Services (collection of residential and commercial green waste, refuse, and recyclables)
• Special Maintenance Districts (LMD I, LLMD II, and SLD) and Urban Forest 77 PROGRAM: ADMINISTRATION DIVISION
Program Details – The Administration Division provides program oversight and administrative support services for the Maintenance and Facilities Department while managing individual and unique projects to improve and maintain Citywide infrastructure. 2024-2025 Goals and Objectives
• Integrate new GIS software into daily activities to track key performance indicators and industry benchmarks
• Continually evaluate the Department’s organizational effectiveness and make adjustments as needed to serve the residents of Rialto better • Prepare required reports to governmental and other oversight agencies to ensure timely compliance with standards
• Provide training and career development to staff to promote workforce growth 2023-2024 Major Accomplishments
• Administered purchase orders and professional services agreements for services, equipment, and supplies totaling $7.4 million
• Received and responded to 2, 008 service request calls from residents and business owners
78 PROGRAM: WASTE & ENVIRONMENTAL MANAGEMENT DIVISION
Program Details – The Waste Man
agement and Environmental Division manages programs for the City to meet State mandates to reduce impacts from solid waste generated within the City.

Such programs provide residents with household hazardous waste disposal opportunities two times per month, quarterly Clean-up Day activities, and access to Community Gardens. The Division provides program information to residents at various community events.

The Division also administers the Storm Water Program according to the National Pollution Discharge Elimination System (NPDES) Program. NPDES is a federally mandated comprehensive pollution prevention program to protect rivers and streams under the Clean Water Act. The program is enforced through a Municipal Separate Storm Sewer System (MS4) Permit issued by the Santa Ana Regional Water Quality Control Board to the County of San Bernardino and co-permit cities, including Rialto.
2024-2025 Goals and Objectives
• Comply with all local, state, and federal regulatory requirements such as AB939, AB341, AB1826, SB1383, SCAQMD 1150.1 Clean Air Acts, and operating requirements • Provide cost-effective, high-quality service to all solid waste customers • Operate the City’s solid waste operations in an efficient and fiscally responsible manner to ensure regulatory compliance
• Ensure continued compliance with increasing State diversion/recycling requirements • Continue the City’s recycling efforts
2023-2024 Major Accomplishments
• 2,310 residents participated in the Household Hazardous Waste events • 31,074 pounds of used oil collected
• 131,670 pounds of hazardous waste collected
• 2,989 pounds of home-generated sharps collected
• 2,259 used tires collected on Community Clean-Up Days • 43,698 pounds of electronic waste collected
• 35,340 pounds of resident’s private documents shredded on Community Clean-Up days 79 PROGRAM: SPECIAL DISTRICTS

Program Details – The Special Districts Division administers the Landscape and Lighting Maintenance Districts for 3,750 streetlights in the City and approximately 150 acres of landscaping, including parkways, traffic medians , and 3,700 street trees. Benefiting property owners are assessed their proportional share of costs for maintaining these facilities, parkways, and medians.
2024-2025 Goals and Objectives
• Comply with the requirements of the "Landscaping and Lighting Act of 1972" • Comply with the requirements of the "Mello-Roos Act of 1982" • Provide satisfactory maintenance to CFD common areas, park areas, open spaces, and retention basins
• Provide landscape maintenance to meet the City's desire for well -maintained, attractive, and aesthetically landscaped areas to improve community quality of life • Provide appropriate street light maintenance to provide well -lighted and safe pedestrian and vehicular travelways
2023-2024 Major Accomplishments
The following developments were annexed into the Landscape & Lighting District 2, Non- Residential Annexations:
• PPD 2411: This proposed non‐residential development is located on the northwest corner of Renaissance Parkway and Alder Avenue. This development consists of three (3) parcels proposed for the development of a fuel station on 5.31 acres of land. • PPD 2020‐0015: This proposed non‐residential development is located on the northeast corner of Laurel Avenue and Renaissance Parkway. This development consists of four (4) parcels proposed for industrial development on 6.43 acres of land. • PPD 2019‐0010: This proposed non‐residential development is located south of West San Bernardino Avenue between South Lilac Avenue and South Willow Avenue. This development consists of three (3) parcels proposed for industrial development on 7.9 acres of land.

80 • PPD 2021‐0020: This proposed non‐residential development is located south of Santa Ana Avenue and west of South Willow Avenue. This development consists of one parcel proposed for industrial development on 2.0 acres of land. • PPD 2020-0012: This proposed non-residential development is located north of Valley Boulevard and west of Willow Avenue. This development consists of four (4) parcels proposed for industrial development on 20.88 acres of land. • PPD 2021-0004: This proposed non-residential development is located south of West Renaissance Parkway and east of North Alder Avenue. This development consists of one (1) parcel proposed for commercial development on 4.31 acres of land. • PPD 2021-0043: This proposed multi-family apartment complex development is located north of Foothill Boulevard and east of Acacia Avenue. This development consists of four (4) parcels proposed for multi-family apartment complex development on 8.06 acres of land.
• PPD 2021-0063: This proposed non-residential development is located north of Renaissance Parkway, south of Highland Avenue, and west of Locust Avenue. This development consists of one (1) parcel proposed for industrial development on 5.84 acres of land.

81 PROGRAM: FLEET MAINTENANCE
Program Details – Fleet staff m
aintain approximately 333 vehicles and supporting equipment, including cars assigned to Police, Fire, Maintenance and Facilities, Development Services, Community Services, and Administrative Services.
2024-2025 Goals and Objectives
• Expand the City’s fleet of electric and alternative fuel vehicles • Identify and process the second phase of vehicle and equipment replacement needs • Implement and maintain programs required by the State of California and other regulatory agencies
• Maintain continuous training for mechanics to ensure up-to-date skills and knowledge of computer and electronic technology on newer model, electric, and alternative fuel vehicles
• Provide effective and reliable customer service
2023-2024 Major Accomplishments
• Performed 3,026 services and repairs to City vehicles • Completed the surplus process for 41 vehicles and equipment • The fleet division has received 38 vehicles as part of the 5- year lease- purchase agreement with Enterprise Fleet Management
• In addition to the leased vehicles, Fleet also received four pieces of off-road equipment and four electric motorcycles
• Fleet coordinated training on specialized equipment and vehicles for all the maintenance divisions
• Fleet maintained regulatory compliance by successfully conducting and reporting the Smoke Opacity Testing, Government Fleet Smog Check, Off -Road Diesel Compliance (ROARs), and Hazardous Waste (CUPA)
• Installed an Electric Charging Station with four charging ports in the Fleet yard for the City’s electric vehicles
82 PROGRAM: FACILITIES MAINTENANCE DIVISION
Program Details – Facility Mai
ntenance personnel provide general maintenance for 64 City - owned buildings , including three historical landmarks. Employees complete a wide range of building maintenance functions such as carpentry, plumbing, electrical, HVAC, painting, and general cleaning services.
2022-2023 Goals and Objectives
• Train staff in changing environmental trends
• Conduct a holistic facility audit of all City facilities • Provide quality service when responding to calls from various departments regarding the maintenance and repair of City-owned facilities
• Reduce response time for maintenance/service calls
• Work synergistically with other divisions for various department and Citywide projects 2023-2024 Major Accomplishments
• Completed 1,963 work order requests for City facility improvements and repairs • Installed medical supplies vending machines at each one of the five Fire Station • Installed and upgraded the location of the water heater to prevent flooding at Fire 204 • Completed Fire 204 fire sprinkler main riser repairs
• Council Chambers remediation service
• City Hall mayor's office painting
• City Hall carpet installation
• Installed an emergency back door in the Mayor’s office, which included a concrete pad and outside safety light
• PD Trailer 1 office remodel project, removed an old window, added drywall, and repainted • New Cash drawer installed throughout the city, including Finance, City Clerk’s Office, and Police Department
• Completed the Pool heater system replacement project
• Upgraded and replaced the pool chemical tanks
83 • Installed a new pool cover and submitted and received a rebate from the Gas Company • Completed the installation of an HVAC system at Bud Bender Park’s snack bar building • Security enhancements at the HR/ Risk Management office that include a new door, badge reader access, and the installation of a partition glass • LED Lamp replacements, replacing old HPS lights at Rialto Park on the baseball Snack bar, Fergusson Park restrooms, and other various locations • Completed the Rialto Theater drywall repair and structural inspection • Constructed the multipurpose room at 246 S. Willow Ave ( Maintenance Yard) • Senior center roof repair
• Completed the Finance breakroom remodel project
• Completed the PD A/C coil replacement project
• Completed the Finance Department’s Carpet replacement project • Completed the IT Department’s Carpet replacement project • Completed the 4- Port Electrical Charging Station at Fleet • Remodeled and repaired both announcer's booths at Fergusson Park • Refurbished and repainted the exterior of the PD Office Trailer 1 • Completed the repair and replacement of the Rialto network interior north wall • Completed the replacement of the Rialto network ramp and staircase • Completed the Finance building paint and facia replacement project

84 PROGRAM: STREET & TRAFFIC SAFETY
Program Details – The Street & Tr
affic Safety Division oversees the repair of sidewalks, curbs and gutters, and potholes; and maintains public alleys by performing weed and trash abatement.

The Traffic Safety Section maintains over 25,000 traffic signs posted within City boundaries.

Traffic sign types are numerous and diverse, ranging from street name signs, regulatory signs (stop, speed limit, one -way, etc.), warning signs (stop ahead, railroad crossing, etc.), guide signs, and other specialized signs. Traffic Safety also oversees a proactive street striping program with periodic application of lane striping (solid white, skip white, double yellow, single yellow, etc.) and pavement legends (markings, turn arrows, etc.) within the City. 2024-2025 Goals and Objectives
• Patch and repair asphalt surfaces, including potholes, utility trenches, and cracks • Repair and ramping of sidewalks damaged by tree roots • General maintenance and repair to the storm drain system, including clearing of vegetation, repairs to open and rock channels, debris removal, clearing of blockages, and general inspections
• Operation of a weed abatement program to include shoulder grading and mowing, spraying, and removal to comply with Fire Department abatement requirements • Provide support to public safety departments for barricades, signs, and human resources in response to emergencies
• Install, replace, repair, and maintain all traffic signage within the public right-of-way • Install, restore, and maintain all roadway markings and striping, including painted curbs, street legends, crosswalks, centerline and lane-line stripes, and parking lot lines • The division’s field service coordinator is responsible for oversight of the City’s contracted street-sweeping services
• Service, repair, and maintain traffic signals and streetlights 2023-2024 Major Accomplishments
• Performed 14,930 work orders for service & repairs, which includes • 1,806 pothole repair services
85 • 353 sidewalk repair services at various locations
• 576 Storm Drain Maintenance work orders
• 3,764 work orders for the removal of trash & debris from streets and alley rights of way • The fabrication and installation of 686 new traffic signs • 203 work orders for weed abatement services, which includes the s praying of herbicide during weed abatement operations
• 4,084 graffiti abatement services at various locations • The installation of 28 ADA ramps throughout the City
• The replacement of 6 decorative streetlights in the Downtown area • The installation of six LED crosswalk systems
• The Downtown area Trellis renovation project
• The replacement of 20 Overhead Street Name Signs throughout the city • The reconstruction of the Flood control channel sidewalk and street on Willow Ave, South of San Bernardino Ave
• The Foothill & Larch stormwater trench
• The securing & distribution of 22,000 Sandbags and over 300 tons of Sand 86 PROGRAM: URBAN FOREST
Program Details - The Urban F
orest staff oversees the maintenance of approximately 47,109 tree sites located within the City’s right -of-way, City facilities, City -owned parking lots, City - owned parcels, and parks and trails. Of these sites, approximately 23,036 are home to living trees. This count includes about 1,937 trees within the City parks system. The City’s urban forest is a recognized asset and landmark of the City of Rialto valued at nearly $65,616,670. 2024-2025 Goals and Objectives
• Treepeople Agreement – the planting of an additional 800 trees throughout the City at preapproved planting sites and supplying an additional 500 donor/resident trees • The introduction of a new tree trimming grid cycle plan • To seek out and obtain grants for funding LMD repairs and upgrades • The selection of an irrigation control panel platform, creating standardization of all the irrigation systems
2023-2024 Major Accomplishments
• A
successful execution of an agreement with the Treepeople – which consisted of the planting of 200 trees throughout the City at preapproved planting sites and supplying and distributing an additional 125 donor/resident fruit trees • The City recently submitted its application to the Arbor Day Foundation to be designated a ‘Tree City USA.’ The City has not been acknowledged by the Foundation since 2002, and before 2002, the City held the designation from 1990-1993 • Cataloged and Inventoried the irrigation control systems throughout the LMD’s, City parkways and Facilities
87 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $286,059 $548,457 $576,579 $476,947 $811,720
Part-time $31,372 $40,543 $20,488 $13,497 $42,606
Overtime $1,790 $1,383 $5,000 $4,299 $5,000
Retirement $32,172 $65,853 $72,964 $64,939 $96,131
PERS UAL Payment $659,761 $132,781 $0 $0 $0
Worker's Compensation $4,888 $41,280 $42,361 $56,250 $78,517 Other Fringe Benefits $71,361 $125,099 $142,153 $108,491 $169,007 Leave Cashouts $9,561 $24,034 $0 $28,302 $0
Total Personnel $1,096,965 $979,431 $859,545 $752,723 $1,202,981 Telephone $2,395 $9,100 $8,060 $0 $0
Cellphone/Ipad $0 $2,418 $0 $15,428 $0
Legal Services $25,849 $56,740 $20,000 $8,270 $20,000
Contract Services $963 $1,000 $1,000 $913 $1,000
Other Services & Supplies $6,480 $4,269 $13,000 $3,420 $20,000 Training and Membership $29 $2,157 $2,500 $298 $2,500
Maintenance - Office & Machinery $1,934 $1,981 $7,290 $829 $7,290 Allowance for Doubtful Accounts Expense $15 $27,484 $0 $0 $0 Information Tech. Services $158,150 $0 $0 $0 $0
Simonson Center Department Fees $712 $1,090 $1,236 $825 $1,515 Building Maintenance $81,030 $0 $0 $0 $0
Postage $133 $30 $150 $0 $170
Liability Insurance $800 $43,020 $62,810 $0 $5,550
Total Services & Supplies $278,489 $149,289 $116,046 $29,982 $58,025 TOTAL ADMINISTRATION $1,375,454 $1,128,720 $975,591 $782,705 $1,261,006

BUILDING MAINTENANCE
Salaries $0 $552,347 $628,271 $473,374 $719,250
Overtime $0 $30,474 $45,000 $26,561 $45,000
Retirement $0 $59,446 $77,607 $55,476 $84,895
PERS UAL $0 $198,268 $0 $0 $0
Worker's Compensation $0 $61,640 $43,590 $59,252 $64,167 Other Fringe Benefits $0 $173,507 $223,013 $147,666 $187,168 Leave Cashouts $0 $23,626 $0 $20,977 $0
Total Personnel $0 $1,099,307 $1,017,481 $783,307 $1,100,480

MAINTENANCE AND FACILITIES

DEPARTMENT BUDGETS
88 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

MAINTENANCE AND FACILITIES

DEPARTMENT BUDGETS
Telephone $0 $366,328 $620,490 $48,239 $70,890
Electricity $1,363 $113,919 $112,670 $29,417 $146,930
Gas $0 $8,198 $8,000 $3,012 $6,610
Water/Wastewater $0 $79,230 $101,450 $62,811 $93,430
Legal Services $0 $3,645 $9,250 $1,450 $2,000
Contract Services $62,850 $1,949,701 $2,183,015 $1,255,699 $1,110,958 Other Services & Supplies $8,656 $268,890 $337,922 $198,955 $345,000 Training and Membership $0 $0 $4,000 $0 $4,000
Maintenance - Office & Machinery $0 $1,738 $2,000 $484 $2,000 Simonson Center Department Fees $0 $1,947 $2,400 $1,491 $2,217 Postage $0 $9 $100 $0 $110
Liability Insurance $0 $64,230 $114,070 $0 $0
Total Services & Supplies $72,878 $2,857,836 $3,495,366 $1,601,558 $1,784,145 TOTAL BUILDING MAINTENANCE $72,878 $3,957,143 $4,512,847 $2,384,865 $2,884,625 STREET MAINTENANCE (Formerly Fund 202)
Salaries $242,284 $418,212 $423,386 $436,960 $589,983
Part-time $11,615 $3,212 $22,594 $0 $25,895
Overtime $64,120 $76,332 $85,000 $48,623 $85,000
Retirement $27,504 $44,985 $52,548 $51,313 $69,451
PERS UAL $0 $231,069 $0 $0 $0
Worker's Compensation $4,630 $62,920 $31,315 $54,894 $55,950 Other Fringe Benefits $63,448 $114,173 $105,102 $122,798 $171,216 Total Personnel $414,911 $950,903 $719,945 $714,587 $997,495 Telephone $8,992 $6,085 $9,560 $0 $0
Electricity $3,404 $3,192 $3,820 $464 $4,120
Contract Services $23,898 $13,936 $55,244 $21,636 $50,000 Other Services & Supplies $78,730 $149,356 $201,713 $116,833 $223,757 Training and Membership $0 $0 $3,500 $0 $3,500
Maintenance - Office & Machinery $2,523 $3,596 $10,000 $0 $10,000 Information Tech. Services $154,860 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $130,151 $0 $0 $0 $0
Simonson Center Department Fees $985 $1,740 $1,680 $1,611 $1,998 Building Maintenance $13,430 $0 $0 $0 $0
Liability Insurance $770,120 $74,860 $59,610 $0 $1,725,580 Total Services & Supplies $1,187,093 $252,765 $345,127 $140,544 $2,018,955 TOTAL STREET MAINTENANCE $1,602,005 $1,203,668 $1,065,072 $855,131 $3,016,450 89 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

MAINTENANCE AND FACILITIES

DEPARTMENT BUDGETS

GRAFFITI
Salaries $54,253 $52,567 $0 $38,847 $0
Part-time $3,921 $0 $22,594 $0 $25,895
Overtime $5,258 $228 $1,000 $0 $1,000
Retirement $5,727 $5,680 $0 $4,623 $0
PERS UAL $0 $28,238 $0 $0 $0
Worker's Compensation $996 $6,339 $1,675 $4,087 $2,481
Other Fringe Benefits $18,009 $3,458 $328 $2,322 $376
Leave Cashouts $0 $4,253 $0 $2,100 $0
Total Personnel $88,165 $100,764 $25,596 $51,979 $29,752 Telephone $370 $493 $790 $0 $0
Other Services & Supplies $17,794 $18,953 $27,020 $8,106 $27,000 Simonson Center Department Fees $240 $241 $0 $144 $0
Liability Insurance $0 $9,150 $12,660 $0 $0
Total Services & Supplies $18,404 $28,836 $40,470 $8,250 $27,000 TOTAL GRAFFITI $106,569 $129,600 $66,066 $60,229 $56,752

FLEET MANAGEMENT
Salaries $0 $253,538 $359,529 $236,627 $394,909
Overtime $0 $11,074 $25,000 $11,151 $25,000
Retirement $0 $27,428 $44,140 $26,806 $36,410
PERS UAL Payment $0 $125,743 $0 $0 $0
Worker's Compensation $0 $35,399 $25,022 $26,615 $37,173 Other Fringe Benefits $0 $71,640 $99,350 $34,564 $58,453 Leave Cashouts $0 $5,899 $0 $4,883 $0
Total Personnel $0 $530,721 $553,041 $340,646 $551,945
Telephone $0 $1,593 $764 $544 $0
Electricity $0 $1,788 $2,210 $462 $2,310
Gas $0 $2,122 $1,200 $501 $1,540
Cellphone/Ipad $0 $0 $0 $0 $650
Contract Services $0 $1,739 $28,000 $12,685 $35,000
Other Services & Supplies $0 $35,809 $35,529 $19,757 $35,000 Training and Membership $0 $0 $3,200 $0 $3,200
Fleet Maint/Replacement Chgs. $0 $1,263,503 $2,550,976 $896,284 $2,000,000 Simonson Center Department Fees $0 $800 $1,200 $714 $1,110 Postage $0 $11 $100 $0 $110
Liability Insurance $0 $40,740 $63,080 $0 $0
Total Services & Supplies $0 $1,348,104 $2,686,259 $930,948 $2,078,920 TOTAL FLEET MANAGEMENT $0 $1,878,825 $3,239,300 $1,271,595 $2,630,865 90 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

MAINTENANCE AND FACILITIES

DEPARTMENT BUDGETS

TRAFFIC SAFETY
Salaries $158,047 $317,298 $538,665 $380,910 $630,998
Overtime $36,258 $58,825 $69,500 $66,125 $54,500
Retirement $17,730 $34,425 $67,458 $44,191 $66,912
PERS UAL $0 $82,366 $0 $0 $0
Worker's Compensation $2,814 $25,610 $38,153 $51,498 $57,196 Other Fringe Benefits $39,773 $117,900 $192,784 $114,136 $194,521 Leave Cashouts $13,050 $10,249 $0 $8,513 $0
Total Personnel $267,671 $646,672 $906,561 $665,374 $1,004,127 Telephone $2,043 $3,008 $4,750 $280 $0
Electricity $149,999 $161,088 $168,590 $29,526 $207,760 Cellphone/Ipad $0 $0 $0 $0 $340
Other Services & Supplies $214,978 $163,102 $251,843 $95,377 $250,000 Training and Membership $0 $0 $4,000 $400 $3,500
Maintenance - Office & Machinery $9,772 $896 $8,053 $1,127 $6,000 Vandalism $8,913 $0 $0 $0 $10,000
Allowance for Doubtful Accounts Expense $14,303 $91,303 $0 $0 $0 Allowance for Doubtful Accounts Expense $0 -$4,633 $0 $0 $0 Fleet Maint/Replacement Chgs. $41,732 $0 $0 $0 $0
Simonson Center Department Fees $629 $1,358 $2,400 $1,419 $2,218 Liability Insurance $0 $26,680 $38,480 $0 $0
Total Services & Supplies $442,368 $442,800 $478,116 $128,129 $479,818 TOTAL TRAFFIC SAFETY (Formerly Fund $710,039 $1,089,472 $1,384,677 $793,502 $1,483,945 TRAFFIC SAFETY (Formerly Fund 202)
Retirement $0 $0 $0 $0 $0
Other Fringe Benefits $0 $0 $0 $0 $0
Total Personnel $0 $0 $0 $0 $0
Telephone $2,625 $2,937 $2,140 $0 $0
Contract Services $0 $74,150 $92,655 $76,876 $80,000
Other Services & Supplies $349,679 $419,182 $504,146 $358,856 $503,700 Engineering $0 $0 $0 $0 $0
Postage $0 $0 $0 $0 $0
Liability Insurance $0 $0 $0 $0 $0
Total Services & Supplies $352,304 $496,269 $598,941 $435,732 $583,700 TOTAL TRAFFIC SAFETY (Formerly Fund $352,304 $496,269 $598,941 $435,732 $583,700 91 REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

MAINTENANCE AND FACILITIES

DEPARTMENT BUDGETS

STORM DRAIN PROGRAM
Salaries $0 $0 $10,241 $378 $0
Retirement $0 $0 $1,212 $44 $0
Worker's Compensation $0 $0 $670 $32 $0
Other Fringe Benefits $0 $0 $2,549 $101 $0
Leave Cashouts $0 $0 $0 $517 $0
Total Personnel $0 $0 $14,673 $1,072 $0
Contract Services $0 $0 $432,940 $314,829 $441,378
Fleet Maint/Replacement Chgs. $680 $0 $0 $0 $0
Simonson Center Department Fees $0 $0 $24 $1 $0
Total Services & Supplies $680 $0 $432,964 $314,829 $441,378 TOTAL STORM DRAIN PROGRAM $680 $0 $447,637 $315,902 $441,378

COMMUNITY BUILDINGS
Electricity $23,927 $26,785 $31,800 $4,573 $34,550
Gas $16,838 $24,278 $23,000 $10,982 $20,720
Water/Wastewater $14,491 $14,403 $19,760 $6,469 $8,590
Other Services & Supplies $0 $0 $2,500 $0 $0
Total Services & Supplies $55,257 $65,466 $77,060 $22,024 $63,860 TOTAL COMMUNITY BUILDINGS $55,257 $65,466 $77,060 $22,024 $63,860 TOTAL MAINT. AND FACILITIES $4,275,187 $9,949,164 $12,367,191 $6,921,684 $12,422,581 92 Parks, Recreation and Community Services
The Parks, Recreation & Community Services Department serves as the cornerstone of community engagement and enhancement, offering an extensive range of services, programs, and facilities tailored to enrich the lives of residents and visitors alike. Committing to elevating the quality of life within our
city, we provide ten meticulously maintained parks, three vibrant community gardens, and three Recreation
facilities catering to various
interests and age groups.

The Department comprises four
integral divisions – Administration,
Recreation, Community Services, and Parks Maintenance – our department
operates seamlessly to
deliver excellence in service provision.

With a skilled workforce of 26 dedicated full
-time professionals and over
65 part-time staff members, we diligently execute various programs, classes, events, facility rentals, and
the upkeep of our beautiful
parks and open
spaces. We've strategically positioned three portable fac ilities on school
district property. These facilities, including mobile
modular units
at Boyd
Elementary and Preston Elementary
(city-owned) and a portable modular
unit
at Hugh Banks Elementary (school district-o wned), further extend our reach
and impact within the community.

Our commitment to excellence is reflected in our staff's ongoing pursuit of professional development opportunities, including educational endeavors at universities and state colleges and participation in training
and enrichment programs statewide. Through these actions, we ensure our team remains equipped with the latest knowledge,
trends, and skills
necessary
to provide cutting-edge, modern, and
fiscally prudent solutions
while also reflecting our valued customers' and
colleagues' needs and
preferences.

Parks, Recreation & Community Services fosters partnerships with premier businesses and organizations. On average, the Department collaborates
with more than 35 esteemed entities, including local sports leagues, non-p rofit organizations, and various external partners. Among these partners
are esteemed entities such as Sunrise Church, Homeless
Services, Rotary Club, Rialto Kiwanis, Chipotle, Amazon, and CEMEX, to name just
a few. These collaborations underscore our
commitment to
engaging with and supporting the broader community, ensuring a rich tapestry
of offerings and opportunities for all residents of Rialto. The Department is unwavering in its
dedication to fostering collaborative relationships with community-based organizations to deliver innovative recreational experiences, social enrichment initiatives, and
essential community services
tailored to the evolving needs of our diverse populace. With a primary focus
on customer satisfaction, we prioritize delivering engaging, stimulating, and impactful programs
to foster meaningful community
engagement.
93 THE ADMINISTRATION DIVISION
The Administration division serves as the operational hub of the Parks, Recreation & Community Services Department, providing crucial administrative support to all internal divisions. Functioning as a central point of contact, this division manages a wide array of essential tasks, including creating and overseeing the department budget, park shelter reservations, and handling burial arrangements at the Rialto Park Cemetery. Additionally, the team plays a pivotal role in facilitating the smooth operation of the Recreation and Parks Commission meetings, ensuring seamless coordination and adherence to cooperative agreements, managing departmental purchasing, overseeing accounts payable and invoicing, preparing and monitoring budgets, collecting revenue, and contributing to the ongoing development of the city's people, parks, and programs.

Alongside the Special Events team, the Administration team works hard to produce the city's renowned Progress Magazine, collaborating with all city departments to ensure timely dissemination of relevant information to our residents and keeping them informed about Rialto's latest developments and initiatives.

Special Events
The Special Events team works all year to organize, cosponsor (with other departments), and oversee 31 special events. Through concerted efforts, Special Events in Rialto have seen a significant increase in attendance, with over 37,000 individuals participating in these community gatherings.

Among the diverse roster of city events are beloved traditional events such as Battle of the Badges, Spring Eggstravaganza, 4th of July celebrations, and the Holiday Festival & Parade, alongside newer additions like Viva La Fiesta, Juneteenth, and Rialto H eritage Days. The Special Events Planning Team (SEPT) diligently review s special events permits for all large scale activities in the City with the goal of providing vibrant and engaging community events in Rialto. This year, SEPT approved 68 Special Events in the City.

RECREATION AND COMMUNITY SERVICES DIVISIONS
The primary focus of these two Divisions is to provide quality services and programming to City residents looking to enhance their quality of life through recreation and leisure.

The following facilities offer various services: The Carl Johnson Community Center, the Fitness and Aquatics Center, and the Grace Vargas Senior Center. Our Child Development program has three classrooms on three different school properties and one location at the Carl Johnson Center. Each facility records tens of thousands of visi ts annually and will continue to grow and add new programs.

Child Development's new 300- wing building welcomes kids ages 3 -5. The Department uses the Project Approach Method, where the Rialto team learns about the enrollees' interests and focuses on finding ways to educate the kids, focusing on their interests , 94 while incorporating educational lessons and projects. With an updated curriculum with focused play, interaction, and communication, enrollment numbers have doubled .

Summer Camp, another division of Child Development, is designed to educate and entertain children 5-11 looking for summer activities when school lets out. The program offers field trips, sports, education, and activities, which also has an increase in enrollment.

After-school programming includes the T een Center and Rec N' Roll, which provide a place for teens who need after -school recreation programs like tutoring, recreational sports, engagement, and a safe and fun place to interact with fellow teens when school is out. The program also offers field trips and volunteer opportunities. This year, Rec N’ Roll has taken their program on the road to every city park and added a new stop, Willow Brook Apartments. The program continues to look for ways to provide Rialto’s youth with art, recreation, and games.

Our Sports division provides internal programming and collaboration with outside agencies through various sports leagues. Our City sports teams include co-ed basketball, girls' volleyball, and little-tots sports. The division will continue to look for opportunities to expand what is offered through collaborative partnerships to meet the needs of our active community. Our sports programs consistently fill up and produce a waitlist with around 100 kids hoping to participate each season.

Additionally, this Division joins forces with over ten (10) leagues offering competitive sports opportunities in Rialto ( Pony Baseball, Girls softball, Rialto Little League, Rialto Youth Soccer, and Junior All American football). Collaboratively, over 4,000 youth play in these leagues' sports programs. Our sports fields host over 1,326 games annually. The Department will continue focusing on athletic activities for our youth and adult residents.

The Recreation & Community Services Division provides over a dozen weekly programs for the community to select from. These include exercise programs, special interest classes (ballet folklorico, kung fu, dance, etc.), and sports. The aquatics center offers residents a place to escape the hot summer weather and engage in physical activity year- round. The pool provides many services yearly, including aqua fitness, open recreation and lap swimming, swim lessons, swim team, and pool rentals.

This past year, our senior center added several new programs, such as chair volleyball, tai-chi, advanced arts and crafts, an introductory class on computers, and an open computer lab. The original programs like Senior Social, Prom, and Bingo continue to gain popularity thanks to the hard work of the senior staff. This facility will continue to work to expand program and activity offerings to our Senior Community to keep them active and young at heart. Local businesses donated over $5,000 to keeping Rialto’s Senior Center exciting. Finally, the Senior Center served over 14,000 meals this fiscal year.

95 PARKS MAINTENANCE DIVISION
The Parks division encompasses Parks Maintenance, Outdoor Facilities, and the esteemed Rialto Park Cemetery. Overseeing more than 253 acres of parkland, this division diligently ensures the safety and upkeep of our community's outdoor recreational spaces. This responsibility entails regular inspections of playgrounds, promptly addressing any necessary repairs to uphold the structural integrity and safety of play equipment. Additionally, the division meticulously tends to landscape designated City facilities and manages ten parks, each offering an extensive array of amenities.

These amenities include but are not limited to 30 picnic shelters, 14 baseball fields, six softball fields, three football fields, 10.5 basketball courts, 10 soccer fields, 14 playgrounds, fitness equipment at five parks, two dog parks, three skate parks, two horseshoe pits, four tennis courts, three community gardens, 17 restroom facilities, an d eight snack bars. Our Parks Maintenance team also oversees specialized maintenance and repair tasks such as irrigation, plumbing, and minor electrical work across all City parks, ball fields, and sports venues.

Notably, the division's responsibilities extend to the historic Rialto Park Cemetery, a cherished institution in our community since 1902. Solemnly committed to respect and dignity, the Parks team maintains the seven acres and 17,000 burial sites at the site. This includes mapping points, preparing plots, conducting burials, assisting families, and, when requested, providing pallbearer services. Currently, the cemetery has fewer than 400 available internment spaces.

The division consistently demonstrates excellence in planning and executing in- house construction projects while lending invaluable support to Capital Improvement Projects (CIP) related to parks and open spaces. Moreover, the team assists during city -wide events, facilitating set -up and takedown operations for tables, chairs, tents, and decorations. They also ensure ground maintenance during such events and promptly address any arising maintenance concerns.

2023-2024 Major Accomplishments
• 532 Park Shelter rentals
• 13 Community center facility rentals
• 372 cemetery service requests
• Progress Magazine redesign
• Transitioned the sports leagues from Field permits to agreements • I mplemented park shelter rental deposits
• QR Scan code validation for park shelter rentals
• Department-wide training
• Continued partnership with Omni Trans
• Gym Software Transition
96 • Fourteen visits from the mammogram testing truck in Rialto • Created Girls Fire Camp enrollment and collected emergency contact information for those who registered
• Launched e-bike program, the first in the Inland Empire • Added Cemetery Division to the Department
• Hosted multiple Shelter Court Days (provided services to over # of people and services)
• Hosted Human Resources City-Wide customer service training • Established a computer lab for the Teen Center & Senior Center • Completed the 300-wing construction
• Hosted point-in-time count
• Received an additional $493,000 for the e-bike Share Program • Collected $6,250 in sponsorship revenue for Special Events • Processed 68 Special Events applications
• Collaborated on 15 cosponsored special events in Rialto • Planned and hosted the annual Halloween Staff Appreciation Luncheon • Hosted two new Special Events (International Food Festival and Rialto Heritage Day)
• Processed 306 Vendors (103 info vendors, 75 merchandise, 128 food vendors) • Brought in $61,403 (increase of $10,000) in Special Event Revenue • Revamped Frisbie Park's dog park
• Finished the Cemetery street paving and irrigation project • Installed park gates at all city parks and cemetery
• Installed ADA-approved rubber walking track at Andreson Park (grant-funded) • Hosted six park clean-ups
• Planted over 50 trees
• Repaired erosion zones with woodchips in our parks and city facilities • Installed large music playground toys at the Community Center • Handled 26 burials at Rialto Cemetery (res and non-res) • Completed 4,789 work orders
• Renovated over 100 park and open space acres
• Concrete repair at Andreson Park and Flores Park
• Updated the department name in the municipal code
• Sent three staff members to the Maintenance Management School • Sent Parks team to Dodger's Stadium for Turf Maintenance training • Sent three Parks staff to QWEL training
• Served 14,535 Senior Nutrition meals
• Worked with Feeding America to serve an additional 1,597 supplemental food boxes
• Had over 165,273 visitors to recreation facilities
• Received $5,000 in donations at the Senior Center
97 • Over 7,760 volunteer hours recorded during the fiscal year (for a variety of programs in our department)
• Processed more than 1,200 Summer Camp registrations (eight weeks) • Initiated ePACT software to maintain accurate health records and emergency contact information for all our Child Development participants • Child Development hosted seven field trips during summer camp • Hosted Camp Palm Springs for a play day at Rialto Summer Camp • Tiny Tots ran from August to May and registered 224 kids • Youth Sports Basketball Program had over 300 games with more than 2,700 players
• Youth Sports Volleyball had over 150 games with more than 1,450 players • Local leagues spent over 34,306 hours playing on our athletic fields at the parks • 48 field rental permits were approved
• League volunteers contributed more than 2,700 hours to sports leagues programming
• Contract classes had 132 classes for the year and registered 910 participants • Three new sports classes were welcomed (Ontario Furry Soccer Camp, open gym Basketball, and open gym Volleyball)
• Rialto's Fitness and Aquatic Center increased memberships by 7% • The gym organized more than 1,600 fitness classes
• The Aquatic Center taught 700 kids about pool safety and learning how to swim • Four lifeguards were recertified/ Twenty-five staff were recertified in CPR training

2024-2025 Goals and Objectives
• Continue to evaluate the Department's organizational efficiency and effectiveness. • Continue to create equitable programs for the community. • Provide facilities for the community, including Community Centers, Athletic Fields and Facilities, Parks, And Picnic Shelters, and ensure an equitable allocation process.
• Enhance community engagement by evaluating the expansion of our sports programs and establishing inclusive activities catering to all individuals. • Increase the Department's marketing and community outreach using a variety of outlets, such as social media outlets, the Rialto Network Channel, local radio, and Peach Jar in collaboration with Rialto Unified School District. • Collaborate with community partners for annual special events, including the 4th of July, Viva la Fiesta, Halloween, the Rialto Holiday Festival & Parade, and Eggstravaganza.
• Expand the Bike Share Program to include bike racks on the city's north side. • Add a new element to Rialto's Bike Share Program: Bike Library 98 • Improve and expand the Special Events information in our municipal code to assist departments in setting a consistent standard for our community and departments. • Continue collaborating with departments at Special Planning Events Committee (SEPT) meetings.
• Increase our collaborative partnerships with local non- profits to benefit our residents.
• Continue to provide recreational experiences to individuals to strengthen the community image and sense of place.
• Actively seek funding through grants and sponsorships to continue and enhance services and programs.
• Staff development through training and involvement in professional organizations • Increase volunteer opportunities for all ages to increase community involvement and engagement.
• Promote health and wellness through leisure education and activities encouraging an active and healthy lifestyle.
• Facilitate program scholarships for families facing financial constraints by procuring donations, sponsorships, and grants.
• Host quarterly park cleanups with local organizations to create a stronger sense of Rialto pride.
• Work towards accreditation of CAPRA (Commission for Accreditation of Parks and Recreation Agencies). This accreditation will assist the department in measuring our agency's overall quality of operation, management, and service to the community.
• Search for Grants to fund Art Education Programs
• Update Rialto Fitness Center with modern equipment
• Expand our STEM programming with local wildlife education • Extending Rec N Roll programming to four days a week
• Develop a working relationship between RUSD and their clubs to reach more Rialto students
• Develop preventative maintenance for the Fitness & Aquatics Center, and the parks to keep amenities and equipment up to date, decreasing the amount of funding needed all at one time.

Grant Submissions:
• Plus-U
p Funds from Clean Mobility options in the amount of $493,000 • OmniTrans Continuing partnership in the amount of $573,499 • NRPA Park Refresh Grant $20,000
• San Bernardino County ARPA funds for Birdsall Park Project $1,617,950 • CDBF FY 23-24 Rec N' Roll Trailer $33,000
99 2023-2024 Grant Awards
• Plus-Up Funds from Clean Mobility Options $493,707.48 • CDBG FY 23-24 Rec N' Roll Trailer $33,000
• NRPA Park Refresh Grant $20,000
• San Bernardino County ARPA funds for Birdsall Park Project $1,617,950 Total Amount of Grant fundi
ng = $2,164,657.48
100

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $416,830 $612,900 $764,218 $499,554 $744,454
Part-time $44,113 $36,606 $57,453 $33,474 $135,773
Overtime $291 $3,813 $5,000 $4,928 $5,000
Retirement $47,989 $70,349 $95,979 $65,190 $73,008
PERS UAL Payment $221,829 $160,865 $0 $0 $0
Worker's Compensation $7,083 $50,010 $57,942 $61,467 $80,048 Other Fringe Benefits $103,003 $146,064 $203,900 $119,711 $136,765 Leave Cashouts $18,256 $33,357 $0 $42,115 $0
Total Personnel $859,395 $1,113,965 $1,184,492 $826,439 $1,175,048 Telephone $10,846 $12,852 $13,680 $4,421 $5,040
Electricity $0 $0 $0 $0 $9,910
Water/Sewer $1,122 $1,024 $1,170 $0 $0
Cellphone/Ipad $0 $1,675 $0 $7,411 $0
Contract Services $797 $18,805 $19,145 $17,599 $3,200
Other Services & Supplies $24,928 $28,287 $58,000 $23,771 $35,000 Training and Membership $415 $6,315 $5,120 $5,814 $6,920 Maintenance - Office & Machinery $0 $0 $2,500 $0 $2,500 Advertising $18,658 $27,023 $30,583 $20,612 $32,000
Information Tech. Services $280,690 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $10,560 $0 $0 $0 $0
Simonson Center Department Fees $959 $1,443 $2,160 $1,088 $1,554 Building Maintenance $366,050 $0 $0 $0 $0
Postage $263 $122 $830 $0 $910
Liability Insurance $126,930 $52,120 $91,600 $0 $284,620 Total Services & Supplies $842,216 $149,666 $224,787 $80,716 $381,654 TOTAL ADMINISTRATION $1,701,611 $1,263,632 $1,409,280 $907,154 $1,556,702

COMMUNITY PLAYHOUSE
Electricity $8,875 $7,681 $8,830 $1,828 $0
Gas $1,942 $2,657 $2,500 $32 $1,520
Allowance for Doubtful Expense $500 ($500) $0 $0 $0
Building Maintenance $14,750 $0 $0 $0 $0
Total Services & Supplies $26,067 $9,837 $11,330 $1,860 $1,520 TOTAL COMMUNITY PLAYHOUSE $26,067 $9,837 $11,330 $1,860 $1,520

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS
101

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

COMMUNITY CENTER
Part-time $9,406 $14,728 $57,627 $19,725 $81,466
Overtime $81 $0 $0 $0 $2,000
PERS UAL Payment $0 $4,312 $0 $0 $0
Worker's Compensation $0 $1,340 $4,272 $1,890 $7,805
Other Fringe Benefits $138 $214 $835 $281 $1,183
Total Personnel $9,624 $20,593 $62,735 $21,896 $92,454
Electricity $48,728 $67,947 $85,150 $27,428 $87,630
Gas $4,806 $14,907 $15,000 $2,668 $10,070
Contract Services $0 $0 $1,000 $98 $1,000
Other Services & Supplies $5,712 $17,221 $53,813 $10,596 $22,100 Building Maintenance $178,780 $0 $0 $0 $0
Liability Insurance $0 $1,400 $1,400 $0 $0
Total Services & Supplies $238,027 $101,475 $156,363 $40,790 $120,800 TOTAL COMMUNITY CENTER $247,651 $122,068 $219,098 $62,685 $213,254

CHILD DEVELOPMENT
Salaries $40,055 $18,842 $73,216 $3,014 $0
Part-time $72,477 $117,130 $267,659 $138,006 $401,584
Overtime $2 $206 $0 $522 $1,000
Retirement $4,444 $2,048 $9,257 $379 $0
PERS UAL Payment $0 $35,402 $0 $0 $0
Worker's Compensation $755 $11,010 $24,946 $13,504 $38,474 Other Fringe Benefits $16,151 $10,077 $31,209 $2,848 $5,828 Total Personnel $133,884 $194,714 $406,288 $158,272 $446,886 Other Services & Supplies $7,558 $21,640 $30,409 $11,394 $23,500 Training and Membership $96 $1,510 $1,270 $975 $1,510
Maintenance - Office & Machinery $176 $541 $3,500 $0 $0 Advertising $30 $664 $500 $0 $500
Simonson Center Department Fees $216 $92 $240 $10 $0
Liability Insurance $0 $11,470 $19,340 $0 $0
Total Services & Supplies $8,077 $35,917 $55,259 $12,379 $25,510 TOTAL CHILD DEVELOPMENT $141,961 $230,632 $461,547 $170,650 $472,396 102

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

AFTER SCHOOL PROGRAM
Salaries $0 $107 $54,652 $0 $0
Part-time $45,233 $114,188 $243,860 $110,632 $243,596
Overtime $0 $0 $0 $0 $1,000
Retirement $0 $0 $6,915 $0 $0
PERS UAL Payment $0 $44,509 $0 $0 $0
Worker's Compensation $0 $11,106 $22,119 $10,599 $23,341 Other Fringe Benefits $656 $1,657 $14,823 $1,532 $3,535 Total Personnel $45,889 $171,566 $342,369 $122,763 $271,472 Contract Services $0 $0 $5,000 $0 $7,000
Other Services & Supplies $5,467 $16,764 $21,200 $11,888 $16,700 Training and Membership $64 $135 $300 $300 $1,700
Simonson Center Department Fees $0 $0 $240 $0 $0
Liability Insurance $0 $14,420 $6,660 $0 $0
Total Services & Supplies $5,531 $31,319 $33,400 $12,188 $25,400 TOTAL AFTER SCHOOL PROGRAM $51,420 $202,885 $375,769 $134,950 $296,872

SWIMMING POOL
Salaries $41,459 $54,813 $53,076 $74,790 $96,668
Part-time $112,209 $169,100 $424,905 $169,877 $561,252
Overtime $24 $532 $530 $591 $1,000
Retirement $4,459 $5,921 $3,412 $8,369 $11,502
PERS UAL Payment $0 $31,284 $0 $0 $0
Worker's Compensation $866 $9,730 $35,410 $24,961 $62,698 Other Fringe Benefits $13,489 $14,493 $16,031 $21,804 $43,121 Total Personnel $172,506 $285,873 $533,364 $300,392 $776,241 Telephone $1,509 $1,549 $1,880 $1,161 $1,190
Electricity $39,355 $34,330 $39,020 $0 $44,280
Gas $56,318 $77,044 $70,000 $25,956 $62,400
Water/Wastewater $12,961 $10,621 $12,400 $0 $0
Contract Services $7,112 $8,961 $8,300 $8,177 $8,400
Other Services & Supplies $28,429 $37,026 $44,158 $25,076 $40,480 Training and Membership $537 $822 $3,058 $898 $2,550
Maintenance - Office & Machinery $319 $603 $1,000 $0 $0 Advertising $0 $0 $2,000 $0 $1,000
Allowance for Doubtful Expense $108 ($108) $0 $0 $0
Simonson Center Department Fees $220 $250 $120 $268 $333 Building Maintenance $57,800 $0 $0 $0 $0
Liability Insurance $0 $10,140 $24,940 $0 $0
Total Services & Supplies $204,668 $181,238 $206,876 $61,536 $160,633 TOTAL SWIMMING POOL $377,173 $467,111 $740,240 $361,928 $936,874 103

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

RACQUET/FITNESS CENTER
Salaries $93 $0 $58,171 $24,301 $33,591
Part-time $166,259 $184,105 $443,999 $159,547 $587,479
Overtime $0 $0 $0 $1,011 $1,200
Retirement $1,918 $2,855 $6,719 $4,536 $4,015
PERS UAL Payment $0 $24,362 $0 $0 $0
Worker's Compensation $2 $7,570 $37,203 $18,298 $59,162 Other Fringe Benefits $2,442 $2,686 $16,390 $10,306 $19,924 Total Personnel $170,714 $221,578 $562,483 $217,999 $705,371 Telephone $1,508 $1,548 $1,880 $1,161 $1,190
Electricity $40,903 $35,319 $40,440 $12,319 $45,550
Gas $6,473 $8,856 $8,000 $2,993 $7,000
Water/Wastewater $4,364 $3,694 $4,280 $11,651 $14,820
Contract Services $21,254 $21,411 $35,229 $21,111 $33,120 Other Services & Supplies $27,943 $24,505 $36,062 $22,974 $31,000 Training and Membership $256 $1,280 $1,770 $990 $2,150
Maintenance - Office & Machinery $368 $400 $900 $0 $0
Depreciation $0 $0 $0 $0 $0
Advertising $486 $522 $2,278 $564 $1,400
Allowance for Doubtful Expense $0 -$37 $0 $0 $0
Simonson Center Department Fees $0 $0 $120 $94 $111
Building Maintenance $198,590 $0 $0 $0 $0
Liability Insurance $0 $7,890 $24,800 $0 $0
Total Services & Supplies $302,146 $105,389 $155,759 $73,857 $136,341 TOTAL RACQUET/FITNESS CENTER $472,859 $326,966 $718,242 $291,856 $841,712

SPECIAL EVENTS
Salaries $72,769 $76,038 $75,816 $64,531 $83,877
Part-time $58,924 $22,393 $124,673 $21,447 $127,374
Overtime $3,901 $4,507 $3,000 $3,337 $3,000
Retirement $8,610 $8,746 $9,585 $8,103 $10,604
PERS UAL Payment $0 $49,855 $0 $0 $0
Worker's Compensation $1,268 $13,923 $14,352 $10,136 $19,550 Other Fringe Benefits $25,519 $27,850 $29,256 $22,628 $27,919 Leave Cashouts $5,450 $5,833 $0 $5,833 $0
Total Personnel $176,442 $209,145 $256,682 $136,016 $272,324 Contract Services $0 $0 $221,500 $206,444 $247,800
Other Services & Supplies $177,631 $257,092 $105,423 $81,945 $98,900 Training and Membership $240 $54 $300 $300 $1,350
Advertising $0 $16,861 $22,850 $13,941 $29,000
Simonson Center Department Fees $240 $241 $240 $185 $222 Liability Insurance $0 $16,150 $25,450 $0 $0
Total Services & Supplies $178,111 $290,398 $375,763 $302,816 $377,272 TOTAL SPECIAL EVENTS $354,553 $499,543 $632,445 $438,831 $649,596 104

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

YEAR-ROUND SPORTS
Salaries $24,518 $0 $54,964 $2,228 $0
Part-time $57,087 $124,831 $303,608 $124,484 $208,120
Overtime $0 $7 $0 $696 $1,000
Retirement $2,718 $0 $6,954 $265 $0
PERS UAL Payment $0 $24,951 $0 $0 $0
Worker's Compensation $525 $7,760 $26,563 $12,139 $19,941 Other Fringe Benefits $7,710 $1,810 $24,262 $2,603 $3,020 Total Personnel $92,558 $159,360 $416,351 $142,416 $232,081 Contract Services $10,588 $16,562 $30,782 $17,050 $30,000 Other Services & Supplies $23,244 $37,676 $46,224 $36,071 $43,200 Training and Membership $0 $800 $800 $800 $1,600
Advertising $0 $995 $1,000 $0 $1,000
Simonson Center Department Fees $89 $0 $240 $10 $0
Liability Insurance $0 $8,080 $13,370 $0 $0
Total Services & Supplies $33,921 $64,113 $92,416 $53,931 $75,800 TOTAL YEAR-ROUND SPORTS $126,479 $223,473 $508,767 $196,347 $307,881

SEASONAL SPORTS
Salaries $0 $0 $0 $0 $0
Part-time $2,830 $131 $27,872 $1,382 $53,441
Overtime $0 $0 $0 $0 $0
Retirement $0 $0 $0 $0 $0
PERS UAL Payment $0 $251 $0 $0 $0
Worker's Compensation $0 $13 $2,060 $132 $5,120
Other Fringe Benefits $41 $2 $404 $20 $776
Total Personnel $2,871 $397 $30,336 $1,534 $59,337
Telephone $3,076 $3,014 $3,760 $2,513 $2,670
Electricity $116,449 $120,244 $120,940 $29,916 $155,080 Other Services & Supplies $0 $1,203 $3,847 $1,812 $5,000 Liability Insurance $0 $80 $410 $0 $0
Total Services & Supplies $119,526 $124,541 $128,957 $34,241 $162,750 TOTAL SEASONAL SPORTS $122,397 $124,938 $159,293 $35,776 $222,087 105

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

SENIOR CENTER
Salaries $69,187 $73,430 $0 $59,310 $81,277
Part-time $58,983 $100,821 $164,044 $130,833 $129,183
Overtime $70 $3,017 $1,200 $2,802 $1,600
Retirement $8,181 $8,447 $0 $7,403 $10,275
PERS UAL Payment $0 $38,940 $0 $0 $0
Worker's Compensation $1,268 $12,110 $12,154 $20,168 $19,723 Other Fringe Benefits $25,364 $28,801 $2,379 $23,436 $23,619 Total Personnel $163,053 $265,565 $179,776 $243,953 $265,677 Electricity $3,265 $43,664 $59,490 $585 $56,310
Gas $6,220 $14,812 $15,000 $6,643 $12,550
Water/Wastewater $9,389 $9,053 $10,560 $7,890 $10,030
Contract Services $9,139 $12,324 $33,773 $12,839 $22,200 Other Services & Supplies $9,806 $34,018 $52,201 $19,794 $36,900 Training and Membership $0 $959 $850 $715 $850
Maintenance - Office & Machinery $820 $1,036 $2,500 $644 $0 Simonson Center Department Fees $240 $241 $0 $175 $222
Building Maintenance $8,940 $0 $0 $0 $0
Liability Insurance $0 $12,620 $23,500 $0 $0
Total Services & Supplies $47,820 $128,725 $197,874 $49,287 $139,062 TOTAL SENIOR CENTER $210,874 $394,290 $377,650 $293,239 $404,739

CLASSES
Salaries $24,518 $0 $0 $0 $0
Part-time $1,791 $0 $0 $0 $0
Retirement $2,718 $0 $0 $0 $0
PERS UAL Payment $0 $16,145 $0 $0 $0
Worker's Compensation $525 $0 $0 $0 $0
Other Fringe Benefits $6,909 $0 $0 $0 $0
Total Personnel $36,461 $16,145 $0 $0 $0
Contract Services $10,432 $30,566 $30,000 $25,945 $45,000 Other Services & Supplies $1,693 $7,786 $9,213 $4,588 $8,500 Liability Insurance $0 $5,230 $5,220 $0 $0
Total Services & Supplies $12,214 $43,583 $44,433 $30,533 $53,500 TOTAL CLASSES $48,675 $59,727 $44,433 $30,533 $53,500
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REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

PARKS, RECREATION & COMMUNITY SERVICES

DEPARTMENT BUDGETS

SUMMER CAMP PROGRAM
Part-time $2,432 $0 $25,272 $17,800 $0
PERS UAL Payment $0 $967 $0 $0 $0
Workers Comp $0 $0 $1,875 $1,726 $0
Other Fringe Benefits $35 $0 $366 $248 $0
Total Personnel $2,468 $967 $27,514 $19,774 $0
Contract Services $0 $0 $0 $0 $45,000
Other Services & Supplies $3,781 $7,448 $20,561 $5,012 $15,000 Training, Meetings and Conferences $0 $0 $0 $0 $700
Advertising $0 $0 $500 $0 $500
General Liability $0 $310 $360 $0 $0
Total Services & Supplies $3,781 $7,758 $21,421 $5,012 $61,200 TOTAL SUMMER CAMP PROGRAM $6,249 $8,725 $48,935 $24,786 $61,200

PARK MAINTENANCE
Salaries $698,872 $677,032 $757,895 $660,597 $978,851
Part-time $31,933 $17,244 $46,192 $4,540 $51,790
Overtime $57,018 $71,697 $95,000 $102,020 $95,000
Retirement $78,697 $74,900 $93,948 $77,648 $98,829
PERS UAL Payment $0 $170,581 $0 $0 $0
Worker's Compensation $12,442 $53,030 $56,157 $89,171 $93,640 Other Fringe Benefits $236,705 $230,029 $273,120 $206,245 $259,599 Leave Cashouts $12,726 $17,384 $0 $38,995 $0
Total Personnel $1,128,392 $1,311,896 $1,322,312 $1,179,217 $1,577,709 Telephone $10,075 $8,293 $11,000 $280 $0
Electricity $85,370 $92,377 $97,490 $12,540 $119,140
Gas $281 $306 $280 $205 $310
Water/Wastewater $746,230 $580,437 $692,430 $585,819 $893,990 Cellphone/Ipad $0 $0 $0 $0 $340
Contract Services $650,722 $697,545 $1,111,735 $545,324 $970,370 Other Services & Supplies $149,235 $336,806 $351,635 $192,901 $314,350 Training and Membership $0 $4,447 $9,203 $2,843 $5,000
Vandalism $19,976 $0 $30,000 $1,075 $30,000
Allowance for Doubtful Expense $0 $875 $0 $0 $0
Information Tech. Services $81,300 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $88,650 $0 $0 -$19 $0
Simonson Center Department Fees $2,955 $2,637 $3,000 $2,403 $3,207 Building Maintenance $248,940 $0 $0 $0 $0
Liability Insurance $42,890 $55,260 $162,130 $0 $96,110 Total Services & Supplies $2,126,623 $1,778,983 $2,468,903 $1,343,371 $2,432,817 TOTAL PARK MAINTENANCE $3,255,015 $3,090,879 $3,791,215 $2,522,588 $4,010,526 TOTAL PARKS, REC, AND COM SVC $7,142,984 $7,024,706 $9,498,242 $5,473,184 $10,028,859 107
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108
Department Overview
The Rialto Police Department consists of
191 full -time employees , of which 136
are sworn peace officers . The Rialto
Police Department ’s goal, “Committed
to our Community,” focuses on
enhancing services throughout the city.

The Department is comprised of two
separate d ivisions, overseen by the
Police Chief. The Operations Division
consists of Patrol, Investigations, Traffic,
Crime Analysis, Narcotics, K-9’s, Street
Crime Attack Team, and Special
Weapons & Tactics. The Support
Services Division consists of Administration, Animal Services, Information Technology, Communications, Personnel & Training, Property & Evidence, Community Service, Park Rangers, Records, and Special Programs.

Programs and Services
The Rialto Police Departmen
t focused on increasing staff and programs to keep pace with the increased need for public safety services as the City continues to grow . The Department continues to devote personnel to the Community Service Bureau, tasked with bridging relationships with the community, developing close ties with businesses, and working with local non-profit organizations and community groups to develop lasting relationships. The Crime Free Multi- Housing and Neighborhood Watch Programs continue to be beneficial community engagement programs to enhance public safety and the overall quality of life in the city of Rialto.

Another beneficial relat
ionship building program is the Community Ambassador’s Program (CAP), which provides members of the
community an inside look at how the
Rialto Police Department operates
through interactive sessions with subject
matter experts within the Rialto Police
Department. CAP gives individuals who
live and work in the city a chance to be
more involved in their community and
gain a better understanding of the services
offered by the Department. The program
also provides our Department with an
opportunity to get to know our residents
on a more personal level. The goal of the
program is to foster positive relationships
Police
109
through transparency while encouraging
our participants to become ambassadors
for our Department and community.

The Department continues to partner
with the non- profit organization Social
Work Action Group (SWAG) in its
outreach efforts to the homeless
population. SWAG and members of the
Community Service ’s Bureau
proactively seek members of the
homeless population and provide
services and alternative solutions to
living life on the streets. This program
continues to make a difference in the
lives of those living on the streets along with providing assistance to residents and business owners affected by impacts associated with homelessness.

Notable Changes

Recent investments in the Traffic Bureau have yielded significant improvement s in the Department’s ability to provide for the safety of the motoring public. An increase in staffing of motorcycle, commercial, and DUI officers has caused an increase in proactive traffic- related work, resulting in the number of arrests for driving under the influence to more than double from calendar years 2020 to 2023.

Additionally, the D epartment implemented the Crossr oads online traffic collision reporting software system, which provides for detailed vehicle collision data analytics. This implementation provides for the ability to predict collision hot spots and deploy resources driven by accurate data. The implementation of Crossroads collision reporting software reflects an increase in overall traffic collisions, as the Department is now completing traffic collision reports for all collisions, including incidents without injury. In FY2023-2024, the Department will finalize the electronic citation writing component of this software system, allowing for increased enforcement analytics to ensure problem areas are being adequately addressed.

110
Program: Administration

Program Details
The Department’s administration is
comprised of the Chief of Police, the
Executive Assistant, Support Service s
Captain, Operations Captain,
Administrative Assistant, Administrative
Lieutenant, Administrative Sergeant,
Accounting Technician, Professional
Standards, Personnel & Training and
Logistics. The Departme nt’s two
Captains and the Executive Assistant
report directly to the Chief of Police. The
Professional Standards Bureau also reports to the Chief of Police. The Accounting Technician reports to both Captains and Administrative Lieutenant, and Community Service and Personnel and Training report to the Support Services Captain.

FY 2024/2025 Goals and Objective
s
• Work with the design and construction team to ensure deadlines are being met during the process of the construction of the new police department building • Manage quality and control of Property and Evidence
• Utilize updated professional standards software packages to ensure officer/employee investigations are completed in an efficient manner
• Ensure payroll and budgets are completed and executed in a timely manner • Manage grant funds by ensuring receipt and expenditures of funds are completed within the grant requirement periods
• Implementation of new technology to include a new Computer Aided Dispatch (CAD) and Records Management System (RMS)
• Continuous maintenance of the department’s fleet
• Continuous deployment of the Off -Highway Vehicle Team to assist with off highway vehicle enforcement and homeless outreach
• Work with the design and construction team to ensure deadlines are being met during the process of the construction of the new police department building

Major Accomplishments
• Deployed the Off -Highway Vehicle Team on multiple occasions to assist with patrols at our major shopping centers, directed enforcement on off highway vehicles and homeless outreach • Continuous maintenance and deployment of new vehicles through our Enterprise Fleet Program 111
• Successfully launched SPIDR Tech. SPIDR Tech enhances our customer service and communication with citizens who contact the police department for service • Managed the beginning stages of the new police facility construction • Purchased and deployment of new Motorola radios
• Ensured all officers and professional staff employees maintained and met POST requirements • Conducted a gun destruction project that led to over 500 firearms being destroyed 112
Program:

Information Technology

Program Details
The Information Technology Bureau
actively governs and supports t
he
technical needs of the police department.

Technology support is provided by an
Information Technology Supervisor and
two full -time Information System
Analysts. The technology team maintains
a full enterprise level network, providing
24/7 support for the departments CAD, RMS, and mobile systems. The bureau continually provides vital services and training to protect multiple devices and end users against cyber threats, while ensuring functionality and reliability for the department’s technical resources.

FY 2024/2025 Goals and Objectives
• Provide a robust and secure infrastructure.
• Improve and enhance security for mobile and remote resources. • Implement Office 365
• Maintain fleet of 125+ mobile devices, 100+ desktop workstations, and 30+ servers

Major Accomplishments
• Continue Implementation of Office 365
• Work with consulting team on new Police facility I.T. design. • Work with CAD/RMS group to recommend upgraded CAD/RMS software solution. • Provide upgraded data connectivity to Police facilities. • Continued virtualization of physical servers
• Enhanced GIS Services
• Assisted with the implementation of SPIDR.

113
Program: Crime Analysis

Program Details
The Crime Analysis Unit (CAU) falls under
the Operations Division and r
eports to the
Investigations Lieutenant. CAU is
responsible for the identification, analysis,
and dissemination of crime and offender
information to Patrol Teams, Investigations
and other bureaus of the department. CAU
assists by gathering and working intelligence
for crime prevention, criminal apprehension,
and resource allocation. CAU utilizes crime -mapping technology, police reports and other raw data to develop a better understanding of criminal behaviors and trends. CAU identifies crime hot spots as well as emerging patterns and trends and provides department personnel with criminal intelligence and recommendations for the allocation of police resources.

FY 2024/2025 Goals and Objectives
• Continue working with ESRI to implement secure police department GIS infrastructure, with links to RMS (Records Management Software) and CAD (Computer Automated Dispatch) databases, in order to deploy real -time hot spot analysis, crime trend thresholds, and other data analysis products for tactical and strategic decision-making purposes. This is a long-term project with annual implementation milestones.
• Work with LexisNexis to deploy Accurint Virtual Crime Center (AVCC), a unified data sharing platform that combines law enforcement data with public records, to support intelligence -led policing initiatives.
• Establish agency partnership with Law Enforcement Information Exchange (LInX) to expand the police department’s access to data across the nation, in order to increase efficiency and officer safety. Some of the key advantages to LInX access include locating fugitives within the Rialto area, quickly establishing links between subjects and Modus Operandi (MO) across jurisdictions, dispatch support during critical incidents, and cold case investigative support. • Expand the unit with the addition of a full-time Crime Analyst. • Begin establishing foundation for Real-Time Crime Center (RTCC) for new building.

Major Accomplishments
• Incorporated Power BI software to implement visual dashboards for calls for service, recent arrests and other data variables in an effort to support the agency’s evidence -based policing goals.
114
• Collaborated with Information Technology Unit to transition antiquated license plate reader (LPRs) hardware to modernized technology.
• Facilitated officer training of Law Enforcement Archival Reporting Network (LEARN), related analytics software, to assist in investigative efforts. • Provided dispatch training of Target Alert System (TAS) in order to monitor real -time stolen vehicle notifications and relay confirmed hits to field personnel. • Submitted 2023 stop data collection report to the Department of Justice in compliance of the state’s Racial and Identity Profiling Act
• Enhanced investigative capabilities of the Detective Bureau by mapping technology evidence in order to correlate suspect travel patterns using cell phone records, LPR (License Plate Readers) scans, GPS history from vehicles, social media location data, and other geographic references. • Continuously worked together with Community Services Bureau to identify target -rich retail establishments that have a higher likelihood of repeat victimization and utilize FUSUS as an avenue to identify potential leads for case solvability. • Expanded unit with addition of Crime Analysis Intern.

115
Program: Communications

Program Details
The Rialto Police Department's Communication s
Center operates 24 hours a day, 365 days a year.

Dispatchers are the communication link between
the community and police resources. They
answer emergency and non-emergency calls from
the public. Emergency Dispatchers receive,
evaluate, and prioritize emergency and non -
emergency calls for service and deploy resources
to those in need. Emergency Dispatchers assign
officers to handle calls for service and keep track of officers’ locations, utilizing police radios for communication and document field activities in a Computer-Aided Dispatch (CAD) system.

FY 2024/2025 Goals and Objectives
• Continue to hire new employees and reach full staffing levels. • Continue to work with National Police Safety Group reference the CAD/RMS/Mobile replacement process.
• Improve emergency dispatch time to 90 seconds or less for Priority 0 calls. • Improve emergency dispatch answer times from 98% in 20 seconds to 98% in 15 seconds. • Continue to audit calls for service utilizing feedback from SPIDR Tech. for quality control. • Continue to provide and send dispatchers to specific training courses to improve job knowledge, skills, and abilities.

Major Accomplishments
• Hired three new dispatchers.
• Began working with Kim Turner Consulting to provide expertise in all areas of dispatch operations, which include updating training manuals, modifying operations, staffing/ retention, and teambuilding.
• Participated in the research portion of the department’s new CAD/RMS project that will replace our current system by conducting demos with multiple companies that provide CAD/RMS products.

116
2022 Actual 2023 Actual 2024 Projected
Officer Initiated Calls for Service 35,797 35,147 34,497 Animal Service Calls 3,615 3,795 3,984
All Other Calls For Service 75,647 77,748 79,907
Priority 0 Dispatch Time (min) 1:26 1:26 1:26
Priority 1 Dispatch Time (min) 1:50 1:49 1:48
Total Non-Emergency Calls 110,218 98,321 99,269
Total 9-1-1 Calls 46,917 49,426 48,171
Total Text to 9-1-1 Calls 174 623 398
911 PSAP Ring Time 98% answered in
20 seconds
98% answered in
20 seconds
98% answered in
20 seconds

117
Program: Patrol

Program Details
The Patrol Bureau offers around-the-clock field pol ice services every day of the year and is organized into four teams
following a 3/12 schedule for its officers. These officers extend a wide range of emergency and non -emergency assistance to the community. They promptly respond to calls for service, aid those in need, and actively engage in community service activities. The Department firmly believes in the principles of "evidence-based policing," which places great emphasis on the importance of statistical analysis, empirical res earch, and ideally randomized controlled trials to inform effective law enforcement strategies.

2024/2025 Goals and Objectives
• Maintain sufficient field services staffing to ensure consistently high service levels. This includes sworn police officers, and civilian support staff such as Law Enforcement Technicians • Maintain quick priority call response times to bolster public trust and confidence. • Implementation of the Unmanned Aircraft System (drone) for use in the field. The use of a drone is an efficient and cost -effective crime-fighting tool. The drone can be deployed during those periods when a police helicopter is unavailable. The drone will be utilized to assist in locating crime suspects, missing persons, and surveying of crime scenes.

Major Accomplishments

2022 Actual 2023 Actual 2024 Projected
Calls for Service 77,731 78,423 79,121
Emergency Response Time (min.) 4:08 4:13 4:10
Arrests Made 5,728 4,837 4,375
Reports Taken 21,580 19,867 18,765

• The Department has deployed 40MM less lethal launchers in all of the patrol cars. This is an invaluable tool used to subdue violent suspects, resolving dangerous situations with less risk of substantial injury to the suspect. Its versatility allows for de -escalation of force, reducing the likelihood of harm to officers and suspects alike.
• The Department has deployed several WRAP restraint devices which are designed to safely restrain a resisting suspect, by immobilizing a person’s ability to further resist arrest, by way of kicking or thrashing about, all while allowing the person to remain in an upright seated position.

This is recognized as one of the safest positions for oxygen recovery while creating no pressure against the chest.
118
• The Department continues to equip all patrol personnel with life-saving tools. Over the past year, law enforcement agencies across our region have seen a rise in opioid -related overdoses.

Naloxone, a drug that can save the life of an individual who has overdosed on opioids, is carried by all Rialto Police Patrol Officers. Naloxone was administered by our patrol officers on several overdose calls for services, saving the lives of many young adults. • During this past year, there was a 33% decrease in at -fault, officer involved traffic collisions.

This is a testament to the department’s commitment to safe driving practices. • Maintained quick priority call response times by reducing response times from the previous year.

119
Program: Animal Control

Program Details
Animal Control promotes and ensures
public health and safety, provides
prompt and courteous service to the
community, humanely and responsibly
cares for animals, facilitates responsible
pet ownership, provides education to the
community on pet safety, spay and
neutering and vaccinations. Animal
Control is responsible for handling all
animal-related calls for the city,
enforcing pet licensing and leash law
enforcement. In addition, Animal Control conducts animal bite investigations and quarantines animals when bites occur; as well as picking up stray, sick and injured animals. Animal Control Officers are responsible for the collection of deceased animals, live animal traps and conduct animal cruelty and neglect investigations.

FY 2024/2025 Goals and Objectives
• Hire two new Animal Control Officers in order to be fully staffed and offer full services seven days a week.
• Addressing service requests and patrolling residential areas to safeguard the community by mitigating risks posed by hazardous animals, providing aid to sick or injured animals, and promptly removing deceased animals from public spaces. • Minimize the influx of animals into the shelter by implementing preventative initiatives. • Continue to improve the overall function of the Department in offering educational and voluntary methods to handle compliance issues.
• Continue reuniting missing pets with their rightful owners. • Enforce and educate the public on animal ordinances.
• Provide outreach, engagement, and education to Rialto residents through events and social media outlets.
• Provide spay and neuter clinics and vaccination clinics at no cost to Rialto residents. • Purchase two new Animal Control trucks.

120
Actual
2022-23
Actual
2023-24
Projected
2024-25
Number of Dog Bites Investigated 75 88 103
Stray Animals 1,098 1,244 1,405
Injured/Viscous Animals 816 795 774
Dead Animals 985 875 771
Educational Programs offered
to the public
4 4 5
Total Calls for service 2,974 3,002 3,053

Major Accomplishments
• Hired and trained two new Animal Control Officers.
• Animal Control promoted available services and responsible pet socialization. • Personnel provided learning workshops focused on the responsibilities of pet ownership to the community.
• Personnel continued outreach and education efforts to the public for wild animals, feral cats and trap and release programs through the Department’s contracted shelter. • Completed a large investigation that resulted in 70 dogs being seized and rescued from living in deplorable conditions.
• Assisted with coordinating a spay/neuter clinic that helped service hundreds of pet owners from Rialto.
• Established new animal shelter services with the city of San Bernardino Animal Shelter.

121
Program: Records

Program Details
The Records Bureau serves as the primary
storage facility for
police records, wherein
they handle the dissemination of police
reports and manage requests made under the
California Public Records Act. The
dedicated personnel in the bureau offer
assistance to the general public in
facilitating the release of impounded
vehicles and resolving correctable citations.

Additionally, they are responsible for meticulously editing video footage captured by police body-worn cameras. Furthermore, the bureau's personnel diligently manage citations and reports pertaining to criminal proceedings, collaborating with both the District Attorney's Office and courthouses.

FY 2024/2025 Goals and Objectives
• Once fully staffed, cross train each employee and rotate them through specialized units. • Implement a new Records Management System (RMS) and Report Writing System to make Rialto compliant with California Incident Based Reporting System (CIBRS), as well as assist records personnel and officers be more efficient.
• Have all personnel attend the POST certified Basic Records Clerk Course as well as a Public Records Act course.

Major Accomplishments
• 2023 CJIS/NCIC Database (California Justice Information System/National Crime Index Center) audit was completed, and the audit found that our agency was in compliance with the CJIS/NCIC requirements. The purpose of the audit is to verify the quality of entries into the DOJ/CLETS (Department of Justice/California Law Enforcement Teletype System) automated files.
• Increased Records and Front Counter personnel to meet the growing department needs. • Implemented SBCDA (San Bernardino County District Attorney) Law Enforcement Portal for electronic report submissions, which has brought the Department one step closer to being paperless.
• Implemented a rotating “Traffic” Records Assistant position and placed two Records Assistants in the traffic unit to assist with traffic reports, citations, report requests and traffic officer assistance.
• Overcame the San Bernardino County CLETS outage. Worked together with outside agencies to provide assistance to patrol. Was able to successfully work with multiple agencies to conduct day to day CLETS entries.
122

Year 2022
Actual
2023
Actual
2024
Projected
Reports Processed 22,918 20,190 22,000
Reports sent to the District
Attorney’s Office
4,100 3,900 4,500
Citations Processed 9,470 9,000 9,500

123
Program:

Personnel & Training

Program Details
The Personnel and Training Bureau plays
a critical role in the re
cruitment processes
of both sworn and professional staff
employees. They work closely with
several collaborative partners, including
background investigators, polygraphists,
psychologists, medical staff, and human
resources. From initial application to final
employment with the city of Rialto Police
Department, the Personnel and Training
Bureau is committed to selecting the most qualified individuals to join the Rialto Police Department.

The Personnel and Training Bureau manages all aspects of the recruitment and selection process, referred to as "Onboarding." The onboarding process begins with recruiting interested individuals, then contacting them, inviting them to apply with the city of Rialto, and preparing them for the upcoming selection process. The Personnel and Training Bureau strives to maintain dialogue with all applicants throughout the process to help facilitate a smooth hiring process.

To prepare police officer recruits for the academy, the Personnel and Training Bureau conducts a pre - academy designed to expose recruits to the rigors of academy life, including stressful environments, physical demands, proper uniform preparation, academy etiquette, self -discipline, scenario-based training, and in-depth study of California laws.

Furthermore, the Personnel and Training Bureau facilitates departmental training activities by ensuring its personnel complies with all Peace Officer Standards and Training (P.O.S.T) mandated training. The Perishable Skills Program, through the Continuing Professional Training trimester training, is critical to ensuring sworn personnel maintain proficiency with POST's standards of training. Additionally, the Personnel and Training Bureau meticulously tracks attendance and expenditures through the Department's Training Management System, arranging transportation and travel for training and submitting reimbursement requests for all qualified P.O.S.T. certified training programs.

FY 2024/2025 Goals and Objectives
• Fill remaining vacancies: Police Officer, Animal Control Officer, Emergency Dispatcher, Park Ranger, Records Assistant, Parking Enforcement Officer, Police Cadet , Community Outreach Specialist, Crime Analyst, Law Enforcement Technician, and Community Compliance Officer

124
Major Accomplishments
• Processed 187 training requests for Department employees. • 4,259 training hours completed.
• Ensured all sworn personnel are compliant with Peace Officer Standards and Training (P.O.S.T) Continuous Professional Training and Perishable Skills Program mandates. • Ensured all Peace Officer and Dispatch personnel Backgrounds are compliant in accordance with Peace Officer Standards and Training (P.O.S.T) mandates. • 69.12% increase in applicants processed.
• 103.54% increase in backgrounds processed.
• 96.5% increase in candidates hired.
• 42.85% increase in training requests processed.
• 22.18% increase in training hours.
• Processed 2,130 applicants, of those 15 candidates were hired.

Backgrounds processed:
• Police Officer: 14
• Emergency Dispatcher: 3
• Animal Control Officer: 3
• Park Ranger: 1
• Police Cadet: 4
• Records Assistant: 2
• Parking Enforcement Officer: 3
• Community Compliance Officer: 3
• Law Enforcement Technician: 1

125
Program:

Property & Evidence

Program Details
The Property and Evidence Bureau serves
as the designated f
acility for the storage
and management of evidence and
property. Its primary purpose is to
receive, document, securely safeguard,
and uphold the integrity of all evidence
and found items collected for
preservation. This plays a crucial role in
enabling the successful prosecution of
criminal offenders. As per its legal
responsibility, the department is obligated to both store and protect these items in its possession, while also ensuring their rightful return to their owners or disposing of them through legal means as soon as practically possible. Every item is meticulously cataloged, safeguarded, and meticulously tracked to maintain the irrefutability of the chain of evidence during legal proceedings.

FY 2024/2025 Goals and Objectives
• Conduct regular inspections of the Property Room to address and eliminate any potential safety hazards relating to the booking and storage of property and evidence. • Conduct regular audits of the property system.
• Conduct an annual review of policies and procedures relating to the booking and destruction of property to ensure compliance with changes in applicable laws. • Continue purging of property through the District Attorney’s office to comply with applicable retention schedules and court ordered destruction of evidence and property. • Upgrade of property tracking system through the D epartment’s new public safety technology solution.

Actual 2022 Actual 2023
Property Received 4,697 3,785
Property Released 330 228
Property Disposed 2,176 1,972
Property Retention Inquiries 6,200 11,278
Currency Received and Deposited $26,114.28 $94,630.33
Currency Released $10,180.65 $12,561.04
126

Major Accomplishments
• Hired one additional Property and Evidence Technician. The Property and Evidence Bureau is now fully staffed.
• Property and Evidence, in conjunction with department range staff, completed the destruction of over 500 firearms.

127
Program: Narcotics

Program Details
The Narcotics Unit is a team of officers who are
specially trained in narcotic investigations.

They focus on concentrating enforcement
efforts on those responsible for negatively
impacting our community through narcotics
manufacturing, sales, transportation, and
distribution. Narcotics i nvestigators utilize a
multitude of methods to apprehend narcotics
traffickers and manufacturers, with the goal of bettering the quality of life in our neighborhoods throughout the City.

FY 2024/2025 Goals and Objec
tives
• Be involved in joint investigations with Local, State, and Fede ral agencies to combat Fentanyl and other dangerous narcotics distribution in the City of Rialto. • Audit and maintain unit files to preserve accurate data and up to date information. • Share the training and information with patrol officers and other units.

Major Accomplishments
• The narcotics unit was involved in several large -scale joint investigations with the DEA Los Angeles Field Division, High Intensity Drug Trafficking Area Taskforces, and California Multi- Jurisdictional Methamphetamine Enforcement Team
• Record keeping for the unit was met with no issues during audits. • Training was provided to investigators within the unit, who shared the training and information with Patrol Officers and other units.
• The Narcotics Unit investigations were involved in joint investigations, which led to large scale seizures, to include over 2200 pounds of methamphetamine, 120 kilograms of cocaine, 100 kilograms of power fentanyl, over 400,000 pills of counterfeit Oxycodone pills containing fentanyl.
• The Narcotics Unit received the Rialto Police Department Unit Citation Award

128
Program:

Community Service

Program Details
The Community Service Bureau is
comprised of sworn and professional staff
employees dedicated to working with and
for our community. This group of
employees address quality of life matters
and manage community programs, such
as The Community Ambassador
Program, Coffee with a Cop, and Crime
Free Multi-Housing. Other programs managed by the Community Services Bureau include the Trespassing Enforcement Program, Neighborhood Watch, and the Volunteer and Explorer Programs.

This team also manages the Department’s various social media platforms, Retail Theft and Business Safety Programs and works with city departments such as Public Works, Community Compliance and the City Attorney’s Office to resolve business and residential issues which are negatively impacting our community. Staff is trained in dealing with protests and demonstrations, as well as acting as the Department’s public information officers. Also assigned to the team is one C.A.R.E. officer from the San Bernardino County Probation Department, one T .E.S.T. Social Worker from the San Bernardino County Department of Behavioral Health, as well as employees from S.W.A.G, a non- profit organization focused on outreach and assistance to the unsheltered population in Rialto.

FY 2024/2025 Goals and Objec
tives
• Utilize programs, including two annual Community Ambassador Program sessions to include a Spanish speaking session to educate our community and foster positive relationships. • Reduce crime in rental communities through the Crime Free Multi- Housing (CFMH) Program, and to increase the number of registered properties.
• Work with businesses to identify areas we can assist in keeping their properties safe and crime free through FUSUS and business safety groups.
• Develop crime prevention operations to combat organized retail theft by attending the Inland Empire Organized Retail Crime workshops and utilizing crime rep orts and trends provided by CAU.
• Utilize our social media platforms to communicate with our community about upcoming events, programs, enforcement accomplishments and traffic notifications. 129
• Assist the department with recruiting new, capable staff by promoting the Rialto Police Department through various social media campaigns.

Major Accomplishments
• Continue building stronger relationships with the community. • Increased the number of businesses registered with FUSUS to 36 bringing the total number of feeds/cameras to 364. FUSUS continues to assist Patrol Officers and Detectives with their investigations.
• Hosted the highest attended and most successful National Night Out event in Rialto PD’s history. • Partnered with the San Bernardino County Probation Homeless Outreach Unit and hosted two San Bernardino Superior Court Shelter Treatment Court events. One of the largest outreach resource events for a Shelter Treatment Court. A total of 97 Clients appeared for court and 278 cases were resolved.
• Increased our social media following across all platforms. • Attended the League of California Cities Annual Conference and Expo highlighting the Rialto Police Department’s Homeless Outreach Model

130
Program: Park Rangers

Program Details
Park Rangers supervise park usage and
perform a variety of pr
ofessional duties in
the day -to-day operation of city parks.

Park Rangers provide safety to the public
and ensure trails and open spaces are
adequately maintained, enforce park rules
and municipal ordinances, natural
resource protection and conduct
educational programs. They monitor
ongoing activities at parks and interact with the public. Park Rangers are Penal Code 832 trained and authorized to issue citations when required. This is a new budget program recently added due to the increase in size of the department.

FY 2024/2025 Goals and Objectives
• Build relationships with the community through community events and education of park rules. • Hire one Park Ranger
• Park Rangers will attend Penal Code 832 training, learning applicable laws. • Purchase necessary equipment and vehicles for park patrols.

Major Accomplishments
• Hired one Park Ranger
• The new Park Ranger has assisted the C ommunity Services Bureau by attending events and educating citizens about park rules.
• Purchase one new Park Ranger truck.

131
Program: Investigations

Program Details
The Rialto Police Department Investigations Bureau
handles a wide variety of complex criminal
investigations when crimes require more attention or
expand beyond the duties of patrol personnel.

Managed and overseen by the investigation’s
lieutenant, detectives are highly trained to
investigate extremely detailed and lengthy
investigations. They utilize investigative leads and
intelligence information from the D epartment’s Crime Analyst Unit (CAU) to solve crimes such as homicides, burglaries, robberies, serious assaults, sexual assaults, property crimes, thefts , elder, domestic and child abuse, sophisticated computer-related crimes and more.

FY 2024/2025 Goals and Objec
tives
• Continue to establish a Cold Case Homicide Unit to investigate unsolved cold case homicides using CAU as a resource in case review.
• Educate citizens of Rialto on the risks their children face through social media platforms. We will share information from ICAC approved material through our Social Media sites. • Increase homicide solvability rates.
• Increase number of detectives assigned to the unit to increase efficiency and effectiveness.

Major Accomplishments
• 100% compliant for Department of Justice (DOJ) reporting on missing persons and sex registrants
• The Department’s Internet Crimes Against Children Task Force has maintained forces with the U.S. Department of Homeland Security, which has resulted in the arrest of several suspects in the possession of/or distribution of child pornography. • Obtained formal training and specialty hardware through Cellebrite Mobile Forensics which allows for extracting data from cellular phones which aid in case solvability. • Traveled to the State of Arizona to apprehend a wanted attempted murder suspect who fled the state in 2022. Suspect was taken into custody and was booked into a San Bernardino County custodial facility.
• As a unit, attended more than 500 hours in formal training which better equip detectives to solve a multitude of investigations.

132
Program: Special Weapons and Tactics
(SWAT)

Program Details:

Inland Valley Special Weapons and Tactics Team is a
Regional SWAT Team comprised of sworn police officers
from the Rialto, Fontana, and Colton Police Departments.

Additional personnel include Tactical Medics from San
Bernardino County Fire Department and Trauma Surgeons
from Arrowhead Regional Medical Center. Inland Valley
SWAT (IVS) is comprised of 54 members: tactical operators, medics, doctors, and crisis negotiators.

IVS is a highly trained entity that responds to unusual occurrences and situations where special tactics, training, and equipment are required to protect life and property. Many of these situations arise without advance notice and require an immediate resp onse. It is not uncommon for IVS to be
summoned for high-risk search warrants, barricaded suspects, armed suspects, active shooters, hostage rescues, crisis negotiations, and civil unrest. IVS utilizes sophisticated equipment to dynamically breach doors and search buildings. This team of skilled officers has specialized training with weapons and armored vehicles.

FY 2024/2025 Goals and Objectives
• Effectively respond to high-risk incidents within the cities of Rialto, Colton, and Fontana. • Train the entire team on chemical agents and kinetic projectiles for protests pursuant to Assembly Bill 48.
• Establish a yearly tactical training regimen for department personnel, covering fundamental building searches, hostage rescue techniques, and armored vehicle operations. • Enroll newly appointed personnel in an 80- hour POST-certified Special Weapons and Tactics course.
• Enroll 2 tactical members in Chemical Munitions Instructor course. • Implement explosive breaching program.

Major Accomplishments
• Effectively responded to 17 high-risk operations within the cities of Rialto, Colton, and Fontana. • Participated in 18 community events.
• Appointed 2 explosive breachers.
• Appointed 3 tactical members.
• Incorporated 2 sniper rifle instructors
• 1 member completed a less-lethal munitions instructor course. • The Sergeant completed a 40-hour Team Leader course.
133
• 2 members completed a120-hour POST-certified Special Weapons and Tactics course. • Members completed over 240 hours of POST-mandated training.

134
Program:

Street Crime Attack Team

Program Details
The Street Crime Attack Team (SCAT)
is the D epartment’s gang enforcement
and fugitive apprehension team, which
reports to the investigation’s lieutenant.

The team’s primary mission is gathering
intelligence to help reduce neighborhood
and gang violence, impacting the quality
of life in our community through the
persistent application of innovative law
enforcement techniques. This concept is
based upon ethical practices and effective strategies that endorse the use of extensive prevention and suppression techniques. SCAT works in conjunction with other neighboring law enforcement agencies, County Probation, State Parole, and the District Attorney’s Office in their pursuit to apprehend and convict serious criminals.

FY 2024/2025 Goals and Objec
tives
• Conduct major operations that target dangerous suspects, gangs, and fugitive apprehension. • Participate in all County San Bernardino County Movement Against Street Hoodlums (SMASH) Operations
• Host a SMASH Operation in the city of Rialto.
• Host Parole and Probation Sweeps in the city of Rialto. • Present and maintain a visible presence within the c ity of Rialto that actively targets criminal street gangs and graffiti before they can establish territories in Rialto. • Obtain a $100,000 ABC Grant which will allow our department to enforce alcohol related crimes throughout the city. The grant will target businesses in violation as well as patrons purchasing alcohol for minors.
• Continue our progressive approach to combatting the illegal sales and operations of illegal fireworks in Rialto during the July 4th holiday.

Major Accomplishments
• SCAT conducted a parole/probation sweep within the City of Rialto to target violent and repeat offenders.
• SCAT responded and assisted our detective bureau as well as several outside agencies in the apprehension of felony suspects.
• Established monthly Bureau Trainings with Detectives, Narcotics, and SCAT on topics related to warrant service, firearms, and medical training.
• Established a specialized detail from June 18th through July 4th where the Street Crime Attack Team conducted numerous undercover investigations and seizures of sales of illegal fireworks. 135
• Actively targeted and shut down several illegal marijuana dispensaries and internet cafés (illegal gambling).

136
Program:

Special Assignments

Throughout the year, there are special
and refundable detail assignments that go
beyond our budgeted and refundable
services, in addition to noteworthy
project assignments. These special
assignments encompass various
community events, managing traffic to
cope with the surge in seasonal
workforce at prominent businesses and
warehouses, ensuring security during
holiday periods at shopping centers, as well as coordinating educational programs.

FY 2024/2025 Goals and Objectives
• Continue implementation of ZERO Electric motorcycles for a mutli- facetted approach to reducing crime and providing community engagement
• Utilize the Off-Highway Enforcement Team to address quality of life concerns in areas unable to be patrolled by conventional patrol vehicles.
• Work cohesively with local businesses contracting with the department for traffic control. • Develop educational programs for teen drivers that address safety concerns and foster community engagement.
• Utilize new innovative technology in cooperation with proactive patrols to provide high visibility at retail shopping centers during seasonal peak periods. • Public Information Officers to provide media interviews, press conferences, and public forums to address questions and concerns from the community and demonstrate our commitment to the community.
• Maintain a collaborative effort with the C ity of Rialto S pecial Events to review and provide feedback on special event applications.
• Utilize data from our Crime Analysis Unit to conduct retail theft operations to effectively engage and communicate with local business owners.

Major Accomplishmen
ts
• Implemented the Off -Highway Enforcement Team and utilized the equipment to address community concerns. From proactively enforcing off road violations to providing resources to our homeless population
137
• Utilized statistical data from the Crime Analysis Unit and effectively conducted several operations at local businesses to deter theft and address organized retail theft. • Used our electric ZERO motorcycles for extra patrols in various retail shopping centers during the holidays.
• Contracted with Rialto Unified School District to provide officers for special events. • Collaborated with the City of Rialto Parks and Recreation department to host events. (i.e. MADD Walk, Halloween Hi-Jinks, Holiday Parade, and Easter Eggstravaganza). • Partnered with outside agencies to conduct enforcement operations, educational programs, and promote public safety awareness. An emphasis was placed on in -person educational opportunities for our senior community.

138
Program:

Homeless Outreach

Program Details
Since July 1, 2020, The Rialto Police
Department's Community Service Bureau
has partnered with the Social Work
Action Group (SWAG), a nonprofit
organization with the mission of
advocating, educating, and inspiring
individuals and families in the Inland
Empire in order to achieve sustainable
independence through community
support. This newly formed and unique
partnership was initially funded by the San Bernardino County Homeless Emergency Aid Program (HEAP) grant. The grant, which ended on May 31, 2021, provided funding for SWAG outreach personnel, security deposits for homeless individuals, motel vouchers and administrative services. The City of Rialto now fully funds this program.

The Community Service Bureau also integrated a San Bernardino County Behavioral Health Specialist into the team to provide additional resources to those experiencing issues related to mental health. This team is comprised of multiple SWAG contractors, a mental health specialist, a probation officer and a police officer. The team works rigorously to aid and transition the homeless population into a better life and address quality of life matters within our community. With these innovative approaches, the program serves as a model for other government agencies to follow and continues to make a difference in our community.

Our community has seen a drastic improvement in the quality -of-life issues and homeless -related activities. Our program continues assisting the homeless to leave a life on the streets either to emergency shelters, transitional housing, family reunification, or permanent housing solutions with government subsidies.

FY 2024/2025 Goals and Objec
tives
• Reduce homelessness in the City of Rialto through outreach provided by SWAG. • Increase the number of properties enrolled in the Trespass Program to 200 by the end of the fiscal year.
• Utilize the Trespass Enforcement Program to reduce unsheltered individuals living on private properties creating a better quality of life for community members and business owners. • Partner with outside agencies and organizations to provide a wider range of resources and options to unsheltered individuals.

139
Major Accomplishments
• 13 of the newly identified unsheltered individuals transitioned from living on the streets and into permanent housing plans.
• 101 of the identified unsheltered individuals transitioned from living on the streets and into temporary housing plans.
• 170 encampments were located and cleaned with all unsheltered individuals being offered alternative solutions and services.
• 26 tons of debris were removed throughout the city.
• 314 resource referrals offered to unsheltered individuals. • 177 properties are enrolled in the Trespass Enforcement Program. • The CSB partnered with SB County Probation to host two Shelter Treatment Court events.

140
Program:

Explorer & Volunteer Program
Program Details
The Department has Volunteers and Police Explorers who
volunteer their time to make Rialto a better and safer place to live and work. These amazing individuals assist with community events, extra patrols and assist Department staff with various duties throughout the year. They are an
example of what it means to get involved and serve their community. The Police Explorer Program offers young
adults an inside look of the law enforcement profession through training, practical experiences, competitions, and other activities. Additionally, the program promotes
personal growth through character development, respect
for the rule of law, physical fitness, and overall good moral character. Police Volunteers assist with community events, extra patrols, and traffic control. This group of adult volunteers donate their time giving back to the community through civic engagement. These volunteers are passionate about making a positive impact on our community and
stand as role models among their peers. Each of these
programs requires coordinators/advisors to keep the program functioning.

FY 2024/2025 Goals and Objectives
• Expand the Explorer Program to 25 explorers and additional advisors. • Have at least 10 new Explorers attend the Explorer Basic Academy. • Have at least 3 Explorers attend the Explorer Leadership Academy • Compete and earn more trophies in multiple Explorer Police Competitions • Have a minimum of 5 teambuilding gatherings.
• Have all Explorers and Volunteers certified in CPR and medical aid. • Host an Oral Panel Interview Presentation to develop the needed skills to excel in police interviews.
• Provide opportunities for our community members to volunteer their time to serve in an area that compliments their interests and skills.
• Department Volunteers to serve as representatives and captains of their neighborhood watch groups.
• Restart the Volunteers “Citizen on Patrol” program within our retail business centers.

Major Accomplishments
• The Explorer Program has expanded from 10 to 15 explorers. • A total of 7 explorers completed the Fontana Police Department Explorer Basic Academy • A total of 3 explorers completed the Fontana Police Department Explorer Leadership Academy 141
• The explorers and advisors attended the Officer Down Memorial in Sacramento • The explorers attended the EXCON Explorer Competition in Las Vegas and received a trophy for third place in one category.
• The explorers attended the SoCal Law Enforcement Explorer Competition in San Diego and received two trophies in two separate categories.
• The explorers attend ed the Riverside Police Department ’s Explorer Competition and received three trophies for two separate categories as well as 5th place overall trophy. • One explorer is currently in the hiring process with Rialto PD to become a Parking Enforcement Officer. An additional explorer is in the process to be a Volunteer with Rialto PD • There was a total of 9 promotions within the post.
• One explorer received the Volunteer of the Year Award • Explorers have participated in several team bonding events to include laser tag, bowling, movies, rollercoaster, and go-kart racing.

142
Program: Traffic

Program Details
The Rialto Police Department Traffic
Bureau holds the responsi
bility of
examining traffic mishaps and crimes
connected to traffic. Its main objective is
to decrease the number of fatalities and
injuries caused by vehicular incidents.

This bureau consists of proficient
individuals such as traffic investigators,
motor officers, commercial enforcement
officers, and parking enforcement
officers. Some of these officers are certified to investigate fatal traffic accidents and are part of a specialized team known as the Major Accident Investigations Team (MAIT). In order to conduct thorough investigations of severe vehicle collisions, traff ic officers utilize a range of advanced technology and equipment. They employ land surveying tools and complex computer mapping systems to create precise and factual diagrams of collision scenes. These diagrams play a crucial role in determining the velocity and direction of travel of the vehicles involved. To perform these investigations, the traffic officers also utilize complex mathematical calculations involving algebra, geometry, and trigonometry. To enhance their understanding and aptitude in investigating collisions, the traffic officers undergo rigorous training and education.

FY 2024/2025 Goals and Objectives
• Reduce the Office of Traffic Safety (OTS) rating for “alcohol-involved” injury or fatal collisions while simultaneously increasing DUI arrests.
• Educate drivers through community engagement programs such as Every 15 Minutes, Ride to Live (civilian motorcycle safety), Smart Start (teen driver safety), and Senior Driver Safety & Mobility.
• Utilize parking enforcement officers to improve the quality of life for our community by enforcing State and City vehicle regulations.
• Implement new technological methods to allow community members to inquire and receive feedback from community members.
• Partner with outside agencies and organizations to provide a wider range of educational opportunities for our community.

143
Actual
2021
Actual
2022
Actual
2023
Projected
2024
Number of Citations:

Traffic 4,929 12,953 11,562 13,500
Parking 5,310 7,391 3,388 7,000
Traffic Collision Incidents:

Fatal 13 16 14 9
Injury 425 423 379 375
Non-Injury 1,379 1,702 1,543 1,400
Persons Injured 609 638 564 450
DUI Arrests 438 751 692 800

Major Accomplishments
• The department obtained a $424,000 grant from the California Office of Traffic Safety to enhance safety in the city of Rialto through continuous enforcement of impaired drivers, distracted driving, and pedestrian/bicycle violations.
• The Traffic Bureau hosted several traffic- related courses including Field Sobriety Tests, Advanced Roadside Impaired Driving, Collision Data Recorder Analytics, and Commercial classes for our personnel and surrounding agencies.
• Purchased Berla a vehicle forensic software program that is utilized to download a vehicle’s infotainment system. Berla allows forensic investigators to identify, acquire, and analyze critical information stored within vehicle systems to uncover key evidence. This software aided in the successful prosecution of murder cases.
• Effectively utilized LEICA scanning equipment for the Major Accident Investigation Team (MAIT), which allows MAIT officers to work collaboratively with the Detective Bureau to capture complete and accurate data of crash scenes, maintain integrity of evidence and quic kly re-open roads.
• Participated in several community engagement programs including Every 15 Minutes, Senior Driver Safety & Mobility, and Ride to Live.
• Worked in collaboration with Mothers Against Drunk Driver’s to host the annual 5K Walk/Run to honor victims.
• Six Rialto Police Officers were honored by Mothers Against Drunk Drivers for their efforts to stop impaired driving. Additionally, a Rialto Police Department Officer was recognized for having the highest number of DUI arrests.
• Successfully reduced injury traffic collisions by 11% and alcohol involved injury collisions by 24%.
• Implemented a multi- facet pedestrian safety initiative to provide education and high- visibility reflective vests to unhoused individuals to ensure safer roadways. 144
Program: PRIDE Platoon

Program Details
The primary goal of the Pride Platoon initiative
is to provide support to adol
escents in high
school who are considered to be "at -risk" and
require guidance, positive influences, and
assistance in redirecting their lives. The
program is specifically designed to address the
needs of these young individuals by instilling
leadership skills and transforming negative
behaviors. Pride Platoon employs proactive and innovative methods to redirect, educate, coach, and mentor students in need of positive encouragement.

Through its leadership role, Pride Platoon aims to instill core values such as Pride, Respect, Integrity, Discipline, and Enthusiasm (collectively known as PRIDE) in the participants. Law enforcement personnel play a crucial role in the program, as they are often the first point of contact for "at -risk" youth. The program operates in collaboration with law enforcement officials, the San Bernardino County Juvenile Courts, Juvenile Probation, the Rialto Unified School District, Inland Valley Recovery Services, and other community-based organizations. Mentors and facilitators from the Rialto Police are also involved in the program.

The Pride Platoon initiative has received several prestigious awards, including recognition from the California Peace Officers Association Award of Distinction, being a finalist for the James Q. Wilson Award of Excellence in Community Policing presented by the Regional Community Policing Institute, and the Service to Youth award from the Juvenile Justice and Delinquency Prevention Commission of San Bernardino County. The program is dedicated to nurturing positive leaders within the community and providing them with the necessary tools to make better choices throughout their lives.

FY 2024/2025 Goals and Objectives

• Increase community enrollment.
• Service our city’s youth providing them with the tools to become future leaders. • Foster better relationships between the Police Department and the youth of our community

Major Accomplishments
• Began Class #18 with an enrollment of 31 students.
• Class #18 partic
ipated in city beautification at local parks and the city’s Earth Day event. 145
• Students attended field trips to the San Bernardino County Coroner’s Office and West Valley Detention Center
• Students and parents were provided expert counseling in the areas of anger management and family interaction.
• The program has serviced over 700 youth since the program’s inception in 2010.

146
Program: Community Compliance

Program Details
Community Compliance is responsible for addressing
matters pertaini
ng to health, safety, and overall quality of life
in the City of Rialto. Their primary objective is to ensure that the city remains a pleasant and secure environment for its residents, workers, shoppers, and recreational activities.

To achieve this, the bureau focuses on educating and
promoting compliance with the Building, Planning, and
Municipal Codes. By doing so, they aim to reduce any
potential hazards and maintain a high standard of living within the community.

The bureau primarily investigates issues that are brought to their attention through complaints from concerned citizens.

However, their officers also take a proactive approach by identifying and addressing violations that may negatively impact the visual appeal and property values in the City. Examples of such violations include trash and graffiti on private properties, unauthorized construction, zoning violations, and unpermitted vendors.

Community Compliance takes pride in its dedicated and highly trained officers who prioritize customer service and aim to provide solution- oriented assistance to both residents and business owners. Their expertise and commitment contribute to creating a harmonious and thriving community in Rialto.

FY 2024/2025 Goals and Objectives
• Fill all division vacancies.
• Continue to work with and foster relationships with both internal and external custome rs to resolve community issues.
• Foster City pride among both residents and business owners through outreach events. • Promote safety and welfare and preserve quality-of-life.

Major Accomplishments
• The bureau worked with the County of San Bernardino Adult Protective Services Office where an elderly property owner was found living in deplorable conditions. Through the collaborative efforts of the two agencies, the resident is now living in a clean and safe environment. • Community Compliance Officers worked relentlessly with officers from the Community Service Bureau in ensuring that a vacant property near an elementary school remained secure and free of individuals who were breaking into the property. The bureau located a court appointed representative who has since ensured that the property always remains secured . In addition, the 147
property is currently undergoing renovations and is well on its way to returning to the beautiful home that it once was.
• The bureau worked with the Fire Prevention Division to shut down an unpermitted sober living facility in the Downtown District where several individuals were found living in make -shift rooms in unsafe conditions.
• One of the new Community Compliance Officers completed the Module 1 Basic C ode Enforcement Officer Academy
• Two of the new Community Compliance Officers completed their Penal Code 832 training. • The team attended an outreach event where team members engaged with residents and provided information regarding property maintenance best practices and services offered by the bureau. 148

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

ADMINISTRATION
Salaries $1,257,102 $1,514,028 $1,668,232 $1,425,587 $1,752,169 Part-time $0 $0 $0 $0 $21,303
Overtime $134,829 $132,682 $150,000 $190,380 $274,200
Retirement $281,229 $334,027 $225,707 $348,837 $420,181 PERS UAL Payment $5,457,777 $416,083 $0 $0 $0
Worker's Compensation $88,779 $177,580 $107,519 $169,477 $143,212 Other Fringe Benefits $224,877 $268,936 $292,550 $241,712 $298,190 Leave Cashouts $124,175 $102,077 $0 $93,874 $0
Total Personnel $7,568,769 $2,945,413 $2,444,008 $2,469,867 $2,909,255 Telephone $265,487 $324,255 $135,520 $112,014 $175,330
Electricity $119,542 $138,649 $153,700 $31,306 $178,820 Gas $3,473 $6,823 $6,500 $952 $4,460
Water/Wastewater $17,028 $12,603 $14,970 $19,970 $31,450 Cellphone/Ipad $0 $28,492 $280,000 $106,744 $340,000
Cable/Internet Charges $0 $0 $0 $560 $0
Legal Services $260,111 $260,863 $539,000 $314,762 $500,000 Contract Services $521,857 $190,707 $270,296 $180,230 $1,156,392 Other Services & Supplies $221,103 $187,495 $325,489 $158,288 $317,430 Training and Membership $13,047 $20,162 $28,926 $24,419 $24,000 Maintenance - Office & Machinery $8,049 $30,067 $40,748 $18,500 $37,200 Advertising $475 $0 $4,375 $0 $0
Allowance for Doubtful Expese -$3,308 $28,809 $0 $0 $0
Information Tech. Services $656,220 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $1,113,096 $0 $10,957 $422 $0 Simonson Center Department Fees $2,011 $2,166 $2,400 $1,787 $2,216 Building Maintenance $561,480 $0 $0 $0 $0
Postage $9,306 $11,122 $10,500 $7,621 $11,550
Liability Insurance $1,154,330 $185,061 $293,790 $0 $2,586,440 Total Services & Supplies $4,923,305 $1,427,273 $2,117,170 $977,573 $5,365,288 TOTAL ADMINISTRATION $12,492,074 $4,372,686 $4,561,178 $3,447,440 $8,274,543

INFORMATION TECHNOLOGY
Salaries $194,054 $320,944 $319,881 $286,174 $361,637
Overtime $444 $5,511 $20,000 $9,552 $22,200
Retirement $22,464 $37,560 $40,972 $37,330 $46,486
PERS UAL Payment $0 $52,542 $0 $0 $0
Worker's Compensation $15,548 $22,420 $22,517 $32,670 $32,900 Other Fringe Benefits $45,967 $72,034 $72,113 $65,217 $82,183 Leave Cashouts $6,911 $10,192 $0 $11,070 $0
Total Personnel $285,388 $521,204 $475,482 $442,014 $545,406

POLICE DEPARTMENT

DEPARTMENT BUDGETS
149

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS
Contract Services $17,759 $5,001 $0 $0 $0
Other Services & Supplies $380,337 $381,707 $682,127 $333,118 $769,498 Training and Membership $0 $5,330 $10,000 $6,962 $15,000 Maintenance - Office & Machinery $2,361 $2,021 $4,000 $492 $4,000 Simonson Center Department Fees $498 $722 $720 $556 $666 General Liability $0 $23,370 $39,210 $0 $0
Total Services & Supplies $400,954 $418,152 $736,057 $341,128 $789,164 TOTAL INFORMATION TECHNOLOGY $686,342 $939,356 $1,211,539 $783,141 $1,334,570

CRIME ANALYSIS
Salaries $182,575 $198,533 $258,170 $167,693 $306,290
Part-time $0 $0 $0 $4,899 $25,895
Overtime $16,861 $16,124 $20,000 $11,920 $22,200
Retirement $21,430 $22,689 $33,031 $22,545 $27,368
PERS UAL Payment $0 $55,520 $0 $0 $0
Worker's Compensation $13,483 $23,700 $17,121 $19,774 $28,901 Other Fringe Benefits $54,182 $54,593 $81,775 $44,383 $84,192 Leave Cashouts $892 $4,009 $0 $0 $0
Total Personnel $289,423 $375,168 $410,097 $271,213 $494,846 Other Services & Supplies $51,388 $73,617 $70,460 $70,367 $88,540 Training and Membership $13,314 $11,148 $17,000 $4,285 $17,000 Maintenance - Office & Machinery $135 $0 $0 $0 $0
Simonson Center Department Fees $481 $481 $720 $363 $666 Liability Insurance $0 $24,690 $40,090 $0 $0
Total Services & Supplies $65,318 $109,937 $128,270 $75,015 $106,206 TOTAL CRIME ANALYSIS $354,741 $485,105 $538,366 $346,228 $601,052

COMMUNICATION
Salaries $814,973 $956,500 $1,092,088 $741,180 $1,539,953 Part-time $0 $0 $33,384 $0 $38,258
Overtime $457,685 $360,559 $488,000 $301,703 $541,680
Mandated Overtime $10,873 $13,738 $0 $12,657 $0
Retirement $96,608 $109,502 $162,081 $94,378 $143,915
PERS UAL Payment $0 $372,977 $0 $0 $0
Worker's Compensation $59,991 $159,180 $90,627 $110,958 $143,036 Other Fringe Benefits $257,957 $294,679 $487,539 $200,711 $395,529 Leave Cashouts $14,378 $24,368 $0 $23,237 $0
Total Personnel $1,712,466 $2,291,503 $2,353,720 $1,484,824 $2,802,371 Contract Services $0 $0 $175,000 $99,950 $100,000
Other Services & Supplies $38,911 $30,818 $202,739 $17,524 $19,640 Training and Membership $7,517 $10,074 $9,000 $5,909 $10,000 Maintenance - Office & Machinery $39,803 $26,510 $64,820 $28,952 $56,400 Simonson Center Department Fees $2,829 $3,102 $4,320 $2,106 $3,996 Liability Insurance $0 $165,880 $238,500 $0 $0
Total Services & Supplies $89,060 $236,385 $694,379 $154,441 $190,036 TOTAL COMMUNICATION $1,801,526 $2,527,888 $3,048,099 $1,639,265 $2,992,407 150

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS
PATROL
Salaries $8,139,440 $8,074,262 $8,543,627 $7,308,285 $12,339,231 Part-Time $0 $423 $0 $0 $0
Overtime $1,476,249 $1,341,823 $1,400,000 $1,370,271 $1,609,500 Mandated Overtime $0 $0 $0 $1,202 $0
Retirement $1,881,696 $1,855,199 $1,170,800 $1,737,245 $2,301,452 PERS UAL Payment $0 $2,897,918 $0 $0 $0
Worker's Compensation $599,957 $1,236,810 $606,482 $914,547 $1,081,270 Other Fringe Benefits $1,697,295 $1,594,065 $1,991,494 $1,306,287 $1,794,275 Leave Cashouts $430,459 $404,492 $0 $389,470 $0
Total Personnel $14,225,096 $17,404,992 $13,712,403 $13,027,308 $19,125,728 Contract Services $1,194,076 $1,319,649 $1,597,487 $911,037 $1,619,465 Other Services & Supplies $176,162 $272,309 $226,865 $118,753 $294,600 Maintenance - Office & Machinery $5,559 $23,888 $20,000 $20,234 $34,200 Allowance for Doubtful Accounts Expense $4,636 $1,414 $0 $0 $0 Simonson Center Department Fees $18,972 $16,973 $21,377 $13,424 $23,772 Liability Insurance $0 $1,288,880 $1,979,500 $0 $0
Total Services & Supplies $1,399,405 $2,923,115 $3,845,228 $1,063,449 $1,972,037 TOTAL PATROL $15,624,500 $20,328,106 $17,557,631 $14,090,757 $21,097,765

ANIMAL CONTROL
Salaries $20,870 $65,174 $244,938 $68,249 $323,011
Overtime $13,824 $16,001 $20,000 $13,866 $22,200
Retirement $2,314 $7,013 $31,026 $8,086 $12,811
PERS UAL Payment $0 $25,038 $0 $0 $0
Worker's Compensation $2,020 $9,841 $18,150 $8,781 $30,701 Other Fringe Benefits $4,877 $14,560 $136,524 $15,632 $37,655 Total Personnel $43,905 $137,628 $450,638 $114,614 $426,378 Contract Services $355,339 $385,548 $554,860 $260,045 $685,500 Other Services & Supplies $10,364 $12,202 $18,509 $13,684 $44,300 Training and Membership $75 $285 $4,000 $3,332 $6,000
Allowance for Doubtful Accounts Expense $0 $973 $0 $0 $0 Non Abated Reimbursement $0 $44 $0 $90 $0
Simonson Center Department Fees $113 $322 $1,200 $288 $1,110 Postage $3,543 $7,007 $4,000 $797 $4,400
Liability Insurance $0 $11,140 $6,090 $0 $0
Total Services & Supplies $369,433 $417,521 $588,659 $278,237 $741,310 TOTAL ANIMAL CONTROL $413,338 $555,149 $1,039,296 $392,851 $1,167,688 151

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

RECORDS
Salaries $368,357 $454,132 $637,509 $390,588 $692,565
Part-time $41,264 $41,938 $196,098 $84,746 $386,014
Overtime $64,894 $77,774 $80,000 $97,609 $122,100
Mandated Overtime $19 $0 $0 $0 $0
Retirement $44,066 $52,137 $82,205 $49,657 $70,418
PERS UAL Payment $0 $150,927 $0 $0 $0
Worker's Compensation $28,897 $64,410 $60,496 $62,517 $99,707 Other Fringe Benefits $143,321 $187,241 $317,182 $128,160 $218,299 Leave Cashouts $7,585 $6,981 $0 $10,973 $0
Total Personnel $698,402 $1,035,540 $1,373,490 $824,250 $1,589,103 Contract Services $1,189 $650 $1,000 $115 $2,000
Other Services & Supplies $23,133 $25,048 $36,480 $20,364 $38,000 Training and Membership $5,849 $14,192 $17,000 $6,480 $17,000 Maintenance - Office & Machinery $5,576 $6,868 $19,923 $0 $11,000 Simonson Center Department Fees $1,643 $1,970 $2,880 $1,479 $2,442 Liability Insurance $0 $67,130 $97,260 $0 $0
Total Services & Supplies $37,390 $115,858 $174,542 $28,438 $70,442 TOTAL RECORDS $735,792 $1,151,398 $1,548,033 $852,688 $1,659,545

PERSONNEL & TRAINING
Salaries $126,049 $218,826 $299,664 $200,690 $251,149
Overtime $12,014 $31,158 $25,000 $43,056 $66,600
Retirement $31,793 $46,752 $42,867 $47,352 $57,673
PERS UAL Payment $0 $56,593 $0 $0 $0
Worker's Compensation $7,929 $24,150 $19,391 $25,399 $19,611 Other Fringe Benefits $23,555 $43,167 $74,094 $33,986 $41,021 Leave Cashouts $14,699 $7,851 $0 $12,186 $0
Total Personnel $216,039 $428,496 $461,015 $362,669 $436,054 Contract Services $57,225 $84,950 $187,000 $107,550 $301,600 Other Services & Supplies $13,077 $58,972 $161,109 $80,751 $72,500 Training and Membership $177,141 $188,276 $225,000 $187,054 $225,000 Maintenance - Office & Machinery $1,638 $2,299 $2,700 $0 $2,700 Simonson Center Department Fees $194 $462 $720 $366 $444 Liability Insurance $0 $25,170 $30,240 $0 $0
Total Services & Supplies $249,275 $360,127 $606,769 $375,721 $602,244 TOTAL PERSONNEL & TRAINING $465,314 $788,624 $1,067,784 $738,391 $1,038,298 152

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

PROPERTY & EVIDENCE
Salaries $0 $70,534 $196,588 $126,241 $226,337
Overtime $0 $19,531 $30,000 $37,265 $42,180
Retirement $0 $8,268 $25,036 $16,072 $29,170
Worker's Compensation $0 $3,842 $13,783 $19,607 $20,222 Other Fringe Benefits $0 $29,182 $84,493 $53,670 $94,452 Leave Cashouts $0 $1,397 $0 $10,623 $0
Total Personnel $0 $132,754 $349,900 $263,478 $412,361
Other Services & Supplies $0 $2,201 $14,940 $2,463 $6,940 Simonson Center Department Fees $0 $239 $720 $403 $666
Total Services & Supplies $0 $2,439 $15,659 $2,866 $7,606 TOTAL PROPERTY & EVIDENCE $0 $135,193 $365,559 $266,344 $419,967

NARCOTICS
Salaries $723,884 $782,217 $747,180 $557,670 $947,658
Overtime $298,770 $298,858 $55,000 $239,754 $370,740
Retirement $164,254 $175,446 $97,023 $136,610 $181,458
PERS UAL Payment $0 $385,950 $0 $0 $0
Worker's Compensation $50,750 $139,449 $46,202 $79,807 $78,105 Other Fringe Benefits $158,073 $150,500 $146,953 $98,754 $177,649 Other Post Employment Benefits $0 $0 $0 $0 $0
Leave Cashouts $72,502 $48,889 $0 $48,833 $0
Total Personnel $1,468,232 $1,981,308 $1,092,358 $1,161,428 $1,755,610 Telephone $6,832 $6,064 $7,180 $2,388 $2,270
Electricity $5,146 $4,935 $5,810 $1,363 $6,360
Gas $115 $180 $200 $0 $100
Contract Services $5,841 $5,430 $8,740 $0 $0
Other Services & Supplies $28,960 $26,837 $49,700 $14,387 $78,600 Training and Membership $11,249 $8,765 $16,000 $4,718 $16,000 Maintenance - Office & Machinery $911 $665 $4,800 $0 $4,800 Simonson Center Department Fees $1,476 $1,417 $1,440 $877 $1,554 Liability Insurance $0 $171,660 $205,930 $0 $0
Total Services & Supplies $60,530 $225,954 $299,800 $23,733 $109,684 TOTAL NARCOTICS $1,528,762 $2,207,263 $1,392,157 $1,185,161 $1,865,294 153

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

COMMUNITY SERVICE
Salaries $542,779 $505,739 $596,549 $301,794 $535,244
Overtime $159,910 $99,101 $125,000 $77,138 $138,750
Retirement $106,646 $94,357 $76,063 $62,221 $72,029
PERS UAL Payment $0 $147,804 $0 $0 $0
Worker's Compensation $39,750 $63,080 $39,564 $40,428 $47,613 Other Fringe Benefits $120,433 $112,625 $153,893 $61,933 $110,859 Leave Cashouts $26,655 $31,819 $0 $7,809 $0
Total Personnel $996,173 $1,054,527 $991,069 $551,323 $904,495 Other Services & Supplies $36,642 $33,944 $37,013 $21,419 $42,000 Training and Membership $17,956 $9,992 $20,000 $1,459 $20,000 Allowance for Doubtful Accounts Expense $253,990 $0 $0 $0 $0 Simonson Center Department Fees $1,073 $881 $1,200 $517 $1,110 General Liablity $0 $65,740 $138,950 $0 $0
Total Services & Supplies $309,661 $110,557 $197,163 $23,395 $63,110 TOTAL COMMUNITY SERVICE $1,305,834 $1,165,084 $1,188,232 $574,718 $967,605

PARK RANGERS
Salaries $0 $43,817 $111,283 $36 $0
Overtime $0 $3,992 $21,340 $0 $22,200
Retirement $0 $6,419 $6,982 $4 $0
Worker's Compensation $0 $1,455 $8,246 $3 $0
Other Fringe Benefits $0 $10,645 $40,766 $2 $0
Total Personnel $0 $66,328 $188,617 $46 $22,200
Other Services & Supplies $0 $0 $21,000 $856 $20,000
Simonson Center Department Fees $0 $175 $480 $0 $0
Total Services & Supplies $0 $175 $21,480 $856 $20,000
TOTAL PARK RANGERS $0 $66,503 $210,097 $901 $42,200
154

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

INVESTIGATION
Salaries $1,124,326 $1,218,543 $1,493,362 $949,249 $1,829,935 Overtime $233,792 $202,100 $260,000 $157,445 $288,600
Retirement $251,915 $266,615 $190,551 $213,229 $347,524 PERS UAL Payment $0 $385,757 $0 $0 $0
Worker's Compensation $79,477 $164,640 $94,025 $120,506 $152,799 Other Fringe Benefits $315,245 $252,757 $331,394 $193,723 $274,754 Leave Cashouts $78,149 $96,277 $0 $63,802 $0
Total Personnel $2,082,904 $2,586,689 $2,369,332 $1,697,953 $2,893,612 Contract Services $18,197 $13,826 $20,700 $14,010 $20,620 Other Services & Supplies $16,016 $37,233 $35,854 $10,558 $35,934 Training and Membership $13,509 $15,806 $24,000 $12,305 $24,000 Maintenance - Office & Machinery $1,405 $2,023 $3,450 $0 $3,450 Simonson Center Department Fees $2,347 $2,326 $3,120 $1,596 $3,330 Liability Insurance $0 $171,570 $291,060 $0 $0
Total Services & Supplies $51,474 $242,784 $378,183 $38,468 $87,334 TOTAL INVESTIGATION $2,134,378 $2,829,473 $2,747,515 $1,736,421 $2,980,946

SPECIAL WEAPONS AND TACTICS (SWAT)
Overtime $90,207 $63,777 $85,000 $90,599 $122,100
PERS UAL Payment $0 $10,779 $0 $0 $0
Worker's Compensation $0 $4,660 $0 $7,967 $0
Other Fringe Benefits $0 $0 $0 $1,488 $0
Total Personnel $90,207 $79,216 $85,000 $100,054 $122,100 Other Services & Supplies $29,284 $19,979 $37,600 $18,279 $62,500 Training and Membership $6,650 $12,119 $15,000 $8,173 $20,000 Simonson Center Fees $0 $0 $0 $81 $0
Liability Insurance $0 $4,800 $13,100 $0 $0
Total Services & Supplies $35,933 $36,899 $65,700 $26,533 $82,500 TOTAL SPECIAL WEAPONS/TACTICS $126,141 $116,114 $150,700 $126,586 $204,600 155

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

STREET CRIME ATTACK TEAM (SCAT)
Salaries $577,538 $509,615 $455,780 $314,428 $223,611
Overtime $163,823 $101,605 $140,000 $89,804 $155,400
Retirement $136,461 $119,380 $56,810 $75,795 $29,999
PERS UAL Payment $0 $223,819 $0 $0 $0
Worker's Compensation $41,214 $85,501 $30,327 $42,615 $21,106 Other Fringe Benefits $128,372 $106,184 $104,862 $60,361 $42,752 Leave Cashouts $46,579 $55,889 $0 $15,593 $0
Total Personnel $1,093,986 $1,201,994 $787,779 $598,595 $472,868 Other Services & Supplies $1,814 $22,615 $14,000 $191 $14,000 Training and Membership $765 $3,187 $7,500 $0 $7,500
Simonson Center Department Fees $1,113 $927 $960 $489 $444 Liability Insurance $0 $99,550 $152,950 $0 $0
Total Services & Supplies $3,693 $126,279 $175,410 $680 $21,944 TOTAL STREET CRIME ATTACK TEAM $1,097,678 $1,328,272 $963,189 $599,275 $494,812

SPECIAL ASSIGNMENTS
Salaries $0 $0 $0 $564 $0
Overtime $63,682 $306,120 $417,840 $441,256 $519,310
Retirement $0 $47 $0 $769 $0
PERS UAL Payment $0 $24,613 $0 $0 $0
Worker's Compensation $0 $10,500 $0 $35,420 $0
Other Fringe Benefits $859 $3,759 $0 $11,040 $0
Total Personnel $64,542 $345,038 $417,840 $489,049 $519,310 Allowance for Doubtful Expense $0 $42,118 $0 $0 $0
Simonson Center Department Fees $0 $0 $0 $381 $0
General Liability $0 $10,950 $9,370 $0 $0
Total Services & Supplies $0 $53,068 $9,370 $381 $0
TOTAL SPECIAL ASSIGNMENTS $64,542 $398,106 $427,210 $489,431 $519,310 156

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

HOMELESS PROGRAM
Overtime $10,248 $24,474 $65,000 $9,569 $72,150
PERS UAL Payment $0 $10,924 $0 $0 $0
Workers Comp $0 $2,376 $0 $737 $0
Other Fringe Benefits $143 $332 $0 $156 $0
Total Personnel $10,391 $38,106 $65,000 $10,463 $72,150 Contract Serivces $162,168 $437,245 $708,712 $495,268 $745,000 Other Services & Supplies $9,085 $27,212 $44,095 $9,785 $45,000 Training $0 $0 $1,000 $645 $1,000
Simonson Center Fees $0 $0 $0 $8 $0
General Liability $0 $4,860 $1,500 $0 $0
Total Services & Supplies $171,253 $469,316 $755,307 $505,706 $791,000 TOTAL HOMELESS PROGRAM $181,644 $507,423 $820,307 $516,168 $863,150

EXPLORER & VOLUNTEER PROGRAMS
Overtime $11,506 $42,308 $19,090 $16,281 $37,740
PERS UAL Payment $0 $2,282 $0 $0 $0
Worker's Compensation $0 $970 $0 $1,403 $0
Other Fringe Benefits $163 $596 $0 $271 $0
Total Personnel $11,669 $46,156 $19,090 $17,955 $37,740 Other Services & Supplies $4,262 $1,379 $8,000 $5,880 $8,090 Training and Membership $1,301 $12,542 $27,800 $23,955 $12,800 Liability Insurance $0 $1,020 $1,690 $0 $0
Total Services & Supplies $5,563 $14,941 $37,490 $29,850 $20,890 TOTAL EXPLORER & VOLUNTEER PROGRA $17,232 $61,097 $56,580 $47,805 $58,630 157

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

TRAFFIC
Salaries $1,265,860 $1,611,820 $1,811,009 $1,257,642 $1,752,633 Parttime $89,475 $73,899 $89,646 $55,494 $258,950
Overtime $312,334 $359,412 $325,000 $405,190 $444,000
Retirement $296,631 $369,561 $214,815 $305,257 $378,653 Worker's Compensation $84,306 $142,940 $122,594 $192,626 $166,810 Other Fringe Benefits $274,851 $341,139 $365,118 $242,065 $271,618 Leave Cashouts $59,125 $57,754 $0 $123,437 $0
Total Personnel $2,382,582 $3,291,441 $2,928,181 $2,581,711 $3,272,664 Contract Services $200,911 $158,038 $191,000 $51,974 $161,000 Other Services & Supplies $36,933 $48,137 $66,550 $56,697 $62,000 Training and Membership $11,486 $10,046 $19,500 $15,279 $14,500 Maintenance - Office & Machinery $8,811 $13,991 $17,340 $8,215 $16,500 Allowance for Doubtful Accounts Expense $5,695 $15,201 $0 $0 $0 Simonson Center Department Fees $2,547 $3,020 $3,360 $1,958 $2,886 Liability Insurance $0 $148,960 $333,900 $0 $0
Total Services & Supplies $266,381 $397,392 $631,650 $134,123 $256,886 TOTAL TRAFFIC $2,648,963 $3,688,833 $3,559,831 $2,715,834 $3,529,550

PRIDE PLATOON
Overtime $0 $33,593 $45,000 $38,779 $55,500
Retirement $0 $168 $0 $407 $0
Worker's Compensation $0 $65 $0 $1,614 $0
Other Fringe Benefits $0 $458 $0 $1,221 $0
Total Personnel $0 $34,285 $45,000 $42,021 $55,500
Simonson Center Fees $0 $0 $0 $47 $0
Total Services & Supplies $0 $0 $0 $47 $0
TOTAL PRIDE PLATOON $0 $34,285 $45,000 $42,068 $55,500
158

REVISED YTD PROJECTED

ACTUAL ACTUAL BUDGET ACTUALS BUDGET
EXPENDITURES 2021/2022 2022/2023 2023/2024 2023/2024 2024/2025

POLICE DEPARTMENT

DEPARTMENT BUDGETS

COMMUNITY COMPLIANCE
Salaries $197,730 $243,061 $450,659 $291,548 $531,275
Overtime $4,028 $4,502 $15,500 $21,409 $31,000
Retirement $21,377 $25,864 $47,779 $33,902 $42,656
PERS UAL Payment $0 $164,761 $0 $0 $0
Worker's Compensation $3,582 $31,913 $32,345 $35,533 $49,172 Other Fringe Benefits $44,644 $49,000 $107,105 $70,661 $125,328 Leave Cashouts $14,424 $10,758 $0 $14,099 $0
Total Personnel $285,784 $529,859 $653,388 $467,154 $779,431 Telephone $2,362 $2,401 $880 $0 $0
Cellphone/Ipad $0 $224 $2,000 $1,651 $2,880
Legal Services $45,457 $46,053 $50,000 $6,928 $50,000
Contract Services $34,984 $28,699 $48,500 $26,022 $58,000 Other Services & Supplies $9,951 $17,897 $21,000 $9,913 $24,000 Training and Membership $1,352 $2,529 $6,000 $4,583 $9,000 Maintenance - Office & Machinery $0 $86 $1,000 $0 $1,000 Allowance for Doubtful Accounts Expense $7,826 $2,497 $0 $0 $0 Information Tech. Services $108,400 $0 $0 $0 $0
Fleet Maint/Replacement Chgs. $26,701 $0 $0 $0 $0
Simonson Center Department Fees $468 $434 $960 $749 $1,332 Building Maintenance $31,070 $0 $0 $0 $0
Postage $492 $6 $600 $0 $660
Liability Insurance $1,910 $53,380 $41,000 $0 $1,640
Total Services & Supplies $270,972 $154,206 $171,940 $49,847 $148,512 TOTAL COMMUNITY COMPLIANCE $556,756 $684,065 $825,328 $517,000 $927,943 TOTAL COMMUNITY COMPLIANCE $556,756 $684,065 $825,328 $517,000 $927,943 TOTAL POLICE $42,235,557 $44,370,022 $43,323,634 $31,108,475 $51,095,375 159