Upland City Council
June 13, 2022

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
General Fund (continued)
4626 Police - 30 Day Vehicle Impound Fee 148,420 182,940 179,660 266,600 224,770 4627 Police - School Resources Officer 72,610 - 99,450 28,720 94,450 4629 Animal Services - Spay/Neuter Fees - 640 1,000 1,000 590 4630 Animal Services - Animal Control Fees 800 1,050 1,200 1,200 1,300 4642 Fire Merger Reimbursement 10,190 10,810 - - - 4645 Public Works - Department Fees 217,760 81,060 50,000 250,000 100,000 4646 Public Works - Engr Map & Plan Check Fees 403,570 337,740 300,000 125,000 300,000 4654 Sport Field Usage 21,130 32,420 22,500 30,000 40,000 4655 Recreation - Recreation Program Fees 21,040 80 37,500 - 37,500 4656 Recreation - Youth Sports 27,170 - 1,000 1,000 - 4657 Recreation - User Fees 154,350 49,470 200,000 200,000 200,000 4658 Recreation - Special Events 100,870 46,670 77,300 65,700 55,000 4659 Senior Center Program Fees 8,680 2,570 6,000 6,000 6,000 4660 Youth Partnership Program 3,870 690 - - - 4665 Library - Photocopy Revenue 3,750 600 500 500 500 4667 Landecena - Program Fees 2,660 - 3,400 1,500 3,000 4679 Library - Passport Services 27,430 5,610 20,000 36,000 30,000 4680 User Dept- OPEB 115,620 133,730 - - - 2,809,780$ 2,384,400$ 2,095,270$ 2,504,900$ 2,411,130$ 4701 Non-Vehicle Code Fines 320$ 180$ 210$ 90$ 130$ 4702 Vehicle Code Fines 183,870 95,540 130,000 130,730 130,000 4703 Red Light Code Fines 26,280 9,210 - 13,000 11,100 4704 Muni-Code- Code Enforcement Fines 175,670 6,990 13,000 8,400 13,000 4705 Muni Code- Animal Fines 3,650 5,480 5,200 2,050 2,500 4706 Muni Code- Parking Citation Fines 149,810 121,370 100,000 187,500 150,000 4707 Muni Code- Business License Fines 170,910 154,930 95,000 95,000 110,000 4708 Muni Code- False Alarm Fines 171,470 143,550 150,000 149,640 146,600 4709 Muni Code- Library Fines 11,990 5,350 3,750 3,750 2,500 893,970$ 542,600$ 497,160$ 590,160$ 565,830$ 4801 Interest Earnings 637,640$ 905,420$ 60,000$ 60,000$ 110,000$ 4802 Lease of City Property 758,420 782,960 806,570 806,570 807,030 4803 Rents - Recreation 20,730 2,200 12,000 2,000 12,000 4804 Rents - Park Sites 17,770 17,520 17,500 17,500 25,000 4806 Rental Income- Landecena (600) - - - - 4807 Rents - Library 2,310 - 3,000 3,000 3,000 4814 City Stop Sales 250 80 - - - 4872 Unrealized Gain/Loss 100,830 (106,950) - - - 4901 Sale of Assets - 31,220 - - - 1,537,350$ 1,632,450$ 899,070$ 889,070$ 957,030$ 4904 Donations - General 5,990$ 7,700$ -$ -$ -$ 4905 Donation - Police 6,310 580 - - - 4908 Miscellaneous Reimbursements 4,590 326,760 53,890 30 40,000 4909 Other Revenue 163,480 244,110 90,000 102,300 106,360 4910 Water - Administrative Service Fee 1,404,900 1,404,900 1,404,900 1,727,000 1,727,000 4911 Solid Waste - Administrative Service Fee 481,780 481,780 481,780 546,540 546,540 4912 Sewer - Administrative Service Fee 472,000 472,000 472,000 559,710 559,710 4913 Cash- Over/ Short 260 (10) - - - 4914 15% PBIA Admin Fee (Fire Merge)7,810 10,040 8,780 8,780 8,780 4915 Donations - Animal 250 290 250 150 150 4916 Misc. Reimbursements - Animal Services 1,650 460 300 150 - 4917 Litigation Reimbursement 24,310 - - - - 4918 Prior Year Revenue 15,630 - - - - 4919 Administrative Service Fee 482,890 482,890 482,890 615,580 615,590 3,071,850$ 3,431,500$ 2,994,790$ 3,560,240$ 3,604,130$ 45,548,730$ 49,165,380$ 44,891,140$ 48,863,370$ 50,181,580$ Revenue from Charges for Service
Revenue from Fines & Forfeitures
Revenue from Use of Money & Property
Other Revenue
Total General Fund
51

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
Housing Fund
4801 Interest Income 48,130$ 21,420$ 23,000$ 23,000$ 15,000$ 4805 Rents - Apartments Market - - 4,400,000 4,400,000 4,600,000 4872 Unrealized Gain/Loss 20,160 (21,810) - - - 4908 Miscellaneous Reimbursements 970 - 184,780 184,780 196,280 4909 Other Revenue 156,330 231,280 25,000 25,000 2,000 4918 Prior Year Revenue (136,630) - - - - 88,960$ 230,890$ 4,632,780$ 4,632,780$ 4,813,280$ 4106 Sales Tax- Prop 172 988,430$ 1,056,740$ 1,339,880$ 1,339,880$ 1,422,700$ 4801 Interest Income 2,400 1,220 - - - 4872 Unrealized Gain/Loss (280) - - - - 990,550$ 1,057,960$ 1,339,880$ 1,339,880$ 1,422,700$ 4450 Gas Tax Apportionment 2107.5 7,500$ 7,500$ 7,500$ 7,500$ 7,500$ 4451 Gas Tax Apportionment 2106 245,810 250,530 275,070 275,070 310,160 4452 Gas Tax Apportionment 2107 505,500 543,340 574,900 574,900 692,040 4453 Gas Tax Apportionment 2105 400,340 401,530 451,760 451,760 506,560 4456 Gas Tax Apportionment 2103 541,160 525,830 693,300 693,300 773,280 4457 Gas Tax Apportionment 2032 1,359,280 - - - - 4801 Interest Income 132,050 57,190 50,000 50,000 - 4872 Unrealized Gain/Loss 57,390 (60,360) - - - 4908 Miscellaneous Reimbursements 568,360 - - - - 4909 Other Revenue 88,250 2,330 - - - 3,905,640$ 1,727,890$ 2,052,530$ 2,052,530$ 2,289,540$ 4501 Measure I Apportionment 1,574,580$ 1,782,330$ 1,364,270$ 1,364,270$ 1,623,180$ 4801 Interest Income 108,270 44,350 45,000 45,000 - 4872 Unrealized Gain/Loss 47,280 (49,870) - - - 1,730,130$ 1,776,810$ 1,409,270$ 1,409,270$ 1,623,180$ 4457 Gas Tax Apportionment 2032 -$ 1,461,100$ 1,533,890$ 1,533,890$ 1,789,680$ 4801 Intereset Income - 4,000 - - - 4872 Unrealized Gain/Loss - 680 - - - -$ 1,465,780$ 1,533,890$ 1,533,890$ 1,789,680$ HOME Investment Partnership Program Fund
4801 Interest Income 23,780$ 12,150$ 800$ 800$ 800$ 4872 Unrealized Gain/Loss (2,570) - - - - 4918 Prior Year Revenue (150,350) - - - - 4921 Program Income- Admin 10%22,740 5,820 5,000 5,000 5,000 4922 Recaptured Income 128,770 - 5,000 5,000 1,000 4923 Program Income Revenue- HIP 140,050 16,380 25,000 25,000 1,500 4924 Program Income Revenue- FTHB 52,860 114,660 40,000 40,000 40,000 215,280$ 149,010$ 75,800$ 75,800$ 48,300$ Community Development Block Grant Fund
4310 CDBG Apportionment 367,690$ 359,110$ 1,426,860$ 1,965,190$ 794,680$ 367,690$ 359,110$ 1,426,860$ 1,965,190$ 794,680$ Parking Business Improvement Area Fund
4108 Park & Bus Imp Tax- Zone A 51,870$ 49,660$ 49,000$ 49,000$ 49,000$ 4109 Park & Bus Imp Tax- Zone B 9,930 9,130 9,500 9,500 9,500 4801 Interest Earnings 5,060 1,660 500 500 100 4872 Unrealized Gain/Loss (520) - - - - Public Safety Augmentation Fund
Total Public Safety Augmentation Fund
Gas Tax Fund
Total Gas Tax Fund
Measure I Fund
Total Measure I Fund
Road Maintenance Rehabiliation Account Fund
Total Road Maintenance Rehabiliation Account Fund
Total HOME Fund
Total Community Development Block Grant Fund
Total Housing Fund
52

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
Parking Business Improvement Area Fund (continued)
Total Parking Business Improvement Area Fund 66,340$ 60,450$ 59,000$ 59,000$ 58,600$ 4360 SCIP Grant 160,000$ -$ -$ -$ -$ 4502 Motor Vehicle AB2766 Fees 99,400 102,910 99,400 99,400 99,400 4801 Interest Income 1,760 1,130 - - - 4872 Unrealized Gain/Loss (450) - - - - 4909 Other Revenue - 860 - - - 260,710$ 104,900$ 99,400$ 99,400$ 99,400$ 4342 Homeland Security Grant- 2015 22,940$ 28,330$ -$ 11,400$ -$ Total Homeland Security Grants Fund - PD 22,940$ 28,330$ -$ 11,400$ -$ 4801 Interest Income 2,840$ 1,140$ 900$ 900$ -$ 4872 Unrealized Gain/Loss (330) - - - - 2,510$ 1,140$ 900$ 900$ -$ 4423 COPS 184,950$ 187,380$ 120,000$ 120,000$ 120,000$ 4801 Interest Income 15,690 7,460 - - - 4872 Unrealized Gain/Loss (1,500) - - - - 199,140$ 194,840$ 120,000$ 120,000$ 120,000$ 4355 State Reimbursements 51,830$ 12,110$ -$ 277,840$ 277,840$ 4415 State Revenue 1,870.00 13,080 - 310,000 377,500 4483 Library Literacy - Donations 270 - - - - 4507 County Grant Revenue - - - 585,000 - 4509 JPL NASA Grant 90 - - - - 4801 Interest Income 400 - - - - 4872 Unrealized Gain/Loss (30) - - - - 4908 Miscellaneous Reimbursements - - 225,070 225,070 - 4909 Other Revenue 380 150 41,910 41,910 - 54,810$ 25,340$ 266,980$ 1,439,820$ 655,340$ Office of Traffic Safety Fund
4432 OTS- Sobriety Checkpoint Grants 182,850$ 103,200$ 45,430$ 238,430$ 154,270$ Total Office of Traffic Safety Fund 182,850$ 103,200$ 45,430$ 238,430$ 154,270$ Other Public Safety Grants
4355 State Reimbursements -$ 157,620$ 11,320$ 11,320$ -$ Total Local Law Enforcement Block Grants Fund -$ 157,620$ 11,320$ 11,320$ -$ 4435 Asset Forfeiture- Federal -$ 15,110$ -$ -$ -$ 4801 Interest Income 9,230 3,950 - - - 4872 Unrealized Gain/Loss (1,130) - - - - 8,100$ 19,060.00$ -$ -$ -$ 4801 Interest Income 8,130$ 3,710$ 200$ 200$ 200$ 4872 Unrealized Gain/Loss (900) - - - - 4918 Prior Year Revenue (29,400) - - - - 4923 Program Income - HIP - 79,330 25,000 25,000 10,000 4924 Program Income - FTHB 65,690 89,900 5,000 5,000 25,000 43,520$ 172,940.00$ 30,200$ 30,200$ 35,200$ Total CalHOME Fund CalHOME Investment Partnership Program Fund
Homeland Security Grants Fund - PD
Proposition 30 Fund
Total Proposition 30 Fund
COPS Fund
Total COPS Fund
Other Grants Fund
Total Other Grants Fund
Asset Forfeiture Fund
Total Asset Forfeiture Fund
Total Air Quality Management District Fund
Air Quality Management District (AQMD) Fund
53

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
4801 Interest Income 180$ 80$ -$ -$ -$ 4872 Unrealized Gain/Loss (20) - - - - 160$ 80$ -$ -$ -$ 4321 H&S Police Forfeiture 2,200$ 60$ -$ -$ -$ 4422 Asset Forfeiture - State 12,490 320 - - - 4801 Interest Income 3,440 1,460 - - - 4872 Unrealized Gain/Loss (390) - - - - 17,740$ 1,840$ -$ -$ -$ 4801 Interest Income 1,540$ 620$ -$ -$ -$ 4872 Unrealized Gain/Loss (180) - - - - 1,360$ 620$ -$ -$ -$ 4439 Federal CARES Act Funding 324,380$ 2,141,160$ -$ -$ -$ 4801 Interest Income - 2,060 - - - 324,380$ 2,143,220$ -$ -$ -$ 4439 Federal OJP Funding -$ 41,500$ -$ -$ -$ Total Office of Justice Programs -$ 41,500$ -$ -$ -$ 4439 Federal ARPA Funding -$ -$ 7,960,000$ 7,960,000$ -$ 4801 Interest Income - 4,740 - - 35,000 Total American Rescue Plan Act -$ 4,740$ 7,960,000$ 7,960,000$ 35,000$ General Capital Improvements Fund
4219 General Capital Impact Fee 210,270$ 181,110$ 110,000$ 110,000$ 100,000$ 4220 Fire Capital Impact Fee 138,050 - 56,000 56,000 - 4221 Police Capital Impact Fee 253,240 164,640 101,000 101,000 95,000 4801 Interest Income 34,980 15,560 12,000 12,000 - 4872 Unrealized Gain/Loss 15,580 (15,850) - - - 652,120$ 345,460$ 279,000$ 279,000$ 195,000$ 4107 Construction Tax 1,577,370$ 1,660,910$ 1,192,920$ 1,192,920$ 800,000$ 4801 Interest Income 148,870 66,580 50,000 50,000 - 4872 Unrealized Gain/Loss 65,600 (67,410) - - - 4918 Prior Year Revenue - (87,820) - - - 1,791,840$ 1,572,260$ 1,242,920$ 1,242,920$ 800,000$ 4211 Storm Drain Permits 787,710$ 786,520$ 310,500$ 310,500$ 290,000$ 4801 Interest Income 72,900 32,370 26,000 26,000 - 4872 Unrealized Gain/Loss 31,170 (33,050) - - - 4902 Lease Proceeds 79,100 73,860 74,210 74,210 76,200 970,880$ 859,700$ 410,710$ 410,710$ 366,200$ Street & Traffic Facility Development Fund
4212 Street & Traffic Facility Permits 401,530$ 464,480$ 185,000$ 185,000$ 370,000$ 4218 Developer Agreement Fees 47,230 - - - - 4801 Interest Income 20,520 18,080 16,000 16,000 16,000 4872 Unrealized Gain/Loss 2,460 (21,900) - - - Total Street & Traffic Facility Development Fund 471,740$ 460,660$ 201,000$ 201,000$ 386,000$ Total Park Acquisition & Development Fund
Storm Drain Development Fund
Total Storm Drain Development Fund
Park Acquisition & Development Fund
Asset Forfeiture - Federal Treasury
Total Asset Forfeiture-Federal Treasury
Asset Forfeiture - State
Total Asset Forfeiture - State
BSCC Budget Act
Total BSCC Budget Act

CARES ACT
Total CARES Act
Office of Justice Programs
Total General Capital Improvements Fund
American Rescue Plan Act
54

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
Street & Alley Repairs Fund
4225 Street & Alley- Burrtec 211,710$ 216,350$ 220,680$ 220,680$ 240,000$ 4801 Interest Income 16,190 6,790 - - - 4872 Unrealized Gain/Loss 6,840 (7,410) - - - Total Street & Alley Repairs Fund 234,740$ 215,730$ 220,680$ 220,680$ 240,000$ Energy Efficiency Capital Improvement Project
4801 Interest Income 1,260$ 40$ -$ -$ -$ Total Energy Efficiency Capital Improvement Project 1,260$ 40$ -$ -$ -$ 4214 Water Construction Permits 611,690$ 690,510$ 400,000$ 400,000$ 350,000$ 4603 Damage to City Property 5,030 35,790 - - - 4681 Water Sales- Metered 25,716,830 27,401,300 27,800,000 27,800,000 30,302,000 4682 Water Sales- Flat Rate 59,720 58,750 55,000 55,000 55,000 4688 Water Sales- Recycled 444,030 511,010 540,000 540,000 - 4691 Water Meter Installation 133,090 137,230 105,000 105,000 105,000 4692 Lease of Stored Water 125,280 327,020 - - - 4697 Hydrant Flow Test 6,210 7,210 5,000 5,000 6,000 4698 Water Jumper Install Fee 17,430 19,040 - - - 4699 Joint Venture Net Income 1,919,880 1,908,830 - - - 4710 Municipal Code- Late Charges 150,040 30 - - - 4801 Interest Income 416,040 206,380 55,000 55,000 385,050 4802 Lease of City Property 15,900 - - - - 4872 Unrealized Gain/Loss 181,860 (185,170) - - - 4901 Sale of Capital Assets - 359,640 - - - 4904 General Donations/Owner Contributions 5,455,130 - - - - 4908 Miscellaneous Reimbursements 262,590 6,120 280,000 280,000 280,000 4909 Other Revenue 172,010 139,340 150,000 150,000 150,000 Total Water Utility Fund 35,692,760$ 31,623,030$ 29,390,000$ 29,390,000$ 31,633,050$ 4351 Beverage Recycling Grant -$ 2,480$ 19,480$ 19,480$ -$ 4352 Used Oil Block Grant - 21,150 21,160 21,160 - 4685 Solid Waste- Residential 5,026,500 5,550,690 5,701,370 5,701,370 6,600,000 4686 Solid Waste- Non-Residential 8,586,900 8,930,750 10,398,460 10,398,460 9,500,000 4689 HHW Transfer In 158,790 162,260 165,510 165,510 180,000 4801 Interest Income 40,070 13,020 15,000 15,000 5,000 4872 Unrealized Gain/Loss 16,570 (19,040) - - - 4908 Miscellaneous Reimbursement 200 - - - - 13,829,030$ 14,661,310$ 16,320,980$ 16,320,980$ 16,285,000$ 4210 Sanitary Sewer Permits- City 301,760$ 337,650$ 150,000$ 150,000$ 130,000$ 4213 Wastewater Permits 45,330 77,050 60,000 60,000 60,000 4683 Sewer Collection Charges 3,398,320 3,429,350 3,212,200 3,212,200 2,600,000 4684 Sewer Treatment- IEUA 6,801,500 6,894,970 7,034,430 7,034,430 7,400,000 4687 Sewer Connection Fees 690 22,750 16,600 16,600 16,600 4694 Sewer- Pass-Thru- Montclair 280 250 500 500 500 4695 Sewer- Pass-Thru- Ontario 42,600 40,570 48,000 48,000 50,000 4696 Sewer- Pass-Thru- LA County 15,380 15,210 18,000 18,000 18,000 4801 Interest Income 399,600 167,650 - - 155,500 4872 Unrealized Gain/Loss 116,990 (131,760) - - - 4901 Sales of Capital Assets 16,000 29,350 - - - 4904 General Donations/Owner Contributions 4,427,850 - - - - 4909 Other Revenue 950 1,130 - - - 15,567,250$ 10,884,170$ 10,539,730$ 10,539,730$ 10,430,600$ Water Utility Fund
Solid Waste Utility Fund
Total Solid Waste Utility Fund
Sewer Utility Fund
Total Sewer Utility Fund
55

Object 2019-20 2020-21 2021-22 2021-22 2022-23
Code Actual Actual Adopted Amended Proposed
2022-2023 SCHEDULE OF REVENUE DETAIL BY FUND
4801 Interest Income 8,760$ 3,520$ -$ -$ -$ 4872 Unrealized Gain/Loss (1,020) - - - -
7,740$ 3,520$ -$ -$ -$
4610 Subrogation- Insurance Reimbursement -$ 1,455,010$ -$ -$ -$ 4671 User Departments- Workers Compensation 1,529,550 1,924,880 1,997,290 1,997,290 2,069,310 4672 User Departments- Unemployment 123,430 64,870 64,970 64,970 63,680 4673 User Departments- Long-Term Disability 123,210 125,140 125,000 125,000 90,990 4674 User Departments- Liability 2,275,280 2,443,260 2,503,830 2,503,830 2,978,470 4675 User Departments- Loss Prevention 126,060 124,980 127,260 127,260 72,460 4801 Interest Income 1,890 3,510 - - -
4908 Miscellaneous Reimbursements 3,390 1,710 - - -
4909 Other Revenue - 1,560 - - -
4,182,810$ 6,144,920$ 4,818,350$ 4,818,350$ 5,274,910$ 4676 User Departments- Vehicle Replacement 1,169,290$ 655,990$ 1,376,390$ 1,376,390$ 746,080$ 4801 Interest Income 13,030 5,580 - - -
4872 Unrealized Gain/Loss (1,730) - - - -
4901 Sale of Assets 32,250 66,650 59,000 59,000 34,000 4909 Other Revenue 120 - - - -
1,212,960$ 728,220$ 1,435,390$ 1,435,390$ 780,080$ 4125 PEG Fees 144,780$ 145,480$ 132,820$ 132,820$ 130,000$ 4669 User Departments- Information Systems 1,835,380 1,594,560 2,372,860 2,372,860 2,697,970 4801 Interest Income 27,180 15,520 - - - 4872 Unrealized Gain/Loss (2,890) - - - -
1,763,630$ 1,996,380$ 2,505,680$ 2,505,680$ 2,827,970$ 4670 User Departments- Building Maint & Operations 1,078,670$ 929,710$ 1,127,220$ 1,127,220$ 995,340$ 4801 Interest Income 27,030 9,920 - - -
4872 Unrealized Gain/Loss (2,500) - - - -
4909 Other Revenue - 300 - - -
1,103,200$ 939,930$ 1,127,220$ 1,127,220$ 995,340$ 4680 User Departments-UAL & Employee Benefits -$ -$ 10,168,860$ 10,226,640$ 7,583,450$ -$ -$ 10,168,860$ 10,226,640$ 7,583,450$
4430 SA Administrative Allowance 250,000$ 172,890$ 250,000$ 250,000$ 250,000$ 4431 SA RPTTF 3,181,460 3,048,860 3,141,660 3,141,660 3,123,160 4801 Interest Income 32,550 1,130 17,300 17,300 1,000 4891 Repay SA Loans Interest - 8,550 - - -
4892 SA Loan Repay 49,920 18,750 - - -
4908 Miscellaneous Reimbursements - 250 - - -
3,513,930$ 3,250,430$ 3,408,960$ 3,408,960$ 3,374,160$ 135,027,430$ 132,678,410$ 148,024,860$ 153,970,440$ 145,292,510$ Successor Agency Fund
Total Successor Agency Fund
Grand Total
Fleet Management Fund
Total Fleet Management Fund
Information Systems Fund
Total Information Systems Fund
Building Maintenance & Operations Fund
Total Building Maintenance & Operations Fund
UAL & Employee Benefits
Total UAL and Employee Benefits
Total Self-Funded Insurance Fund
Fire Annexation Worker's Compensation
Total Fire Annexation Worker's Compensation
Self-Funded Insurance Fund
56

2022-2023 SCHEDULE OF EXPENDITURES BY FUND
Fund 2019-20 2020-21 2021-22 2021-22 2022-23
No.Actual Actual Adopted Amended Proposed
101 General Fund 40,900,700$ 41,918,660$ 45,763,110$ 77,073,220$ 52,256,120$ Total General Fund 40,900,700$ 41,918,660$ 45,763,110$ 77,073,220$ 52,256,120$ 201 Housing 2,459,340$ 2,276,270$ 3,941,910$ 3,955,210$ 3,982,440$ 203 Public Safety Augmentation 990,550 1,057,960 1,339,880 1,339,880 1,512,900 204 Gas Tax 1,908,330 3,002,730 9,135,880 9,075,510 9,506,730 205 Measure I 546,840 1,641,420 6,631,740 6,660,870 2,399,460 206 Road Maintenance Rehabiliation Account - 40,070 1,420,510 1,432,340 952,830 208 HOME Investment Partnership Program 305,870 119,230 760,000 760,000 355,000 209 Community Development Block Grant 367,690 864,800 1,426,860 1,975,210 796,200 210 Parking Business Improvement Area 91,390 108,060 191,810 213,560 219,050 211 Air Quality Management District 309,540 141,180 177,410 194,570 163,660 214 Homeland Security Grants - PD 22,940 28,340 - 32,400 - 215 Prop 30 - - 150,000 150,000 150,000 216 COPS 47,900 47,000 985,150 985,150 1,157,660 217 Other Grants 54,450 79,610 266,980 1,418,340 635,380 218 Office of Traffic Safety 130,100 124,940 49,730 242,730 5,810 219 Other Public Safety Grants 11,660 288,920 11,320 11,320 - 222 CalHOME 70,750 167,490 295,000 295,000 675,000 224 Asset Forfeiture State 1,000 1,500 - - - 226 Federal Grant - CARES Act 571,080 679,910 - 34,020 - 227 Office Of Justice Programs - 41,500 - - - 229 American Rescue Plan Act - - - 2,811,660 4,141,210 Total Special Revenue Funds 7,889,430$ 10,710,930$ 26,784,180$ 31,587,770$ 26,653,330$ 420 General Capital Improvements -$ 265,640$ 555,000$ 592,750$ 81,000$ 421 Park Acquisition & Development 26,570 151,680 664,500 650,190 1,290,040 422 Storm Drain Development 20,490 116,760 3,692,200 3,600,900 2,006,100 423 Street & Traffic Facility Development - 1,541,250 1,914,060 1,428,510 537,850 425 General Capital Projects 411,030 515,220 1,334,330 1,423,350 655,840 426 Street & Alley Repairs 10,250 511,500 584,100 572,120 892,510 427 Energy Efficiency Capital Imp Project 78,920 28,640 - - - Total Capital Project Funds 547,260$ 3,130,690$ 8,744,190$ 8,267,820$ 5,463,340$ 639 Water Bond Capital Projects -$ -$ -$ -$ 4,849,000$ 640 Water Utility 22,094,390 26,908,090 45,162,860 45,900,100 39,414,700 641 Solid Waste Utility 13,329,270 14,408,090 15,113,800 15,175,620 15,819,440 645 Sewer Utility 9,849,710 9,795,880 13,353,490 13,506,340 15,066,320 Total Enterprise Funds 45,273,370$ 51,112,060$ 73,630,150$ 74,582,060$ 75,149,460$ 751 Self-Funded Insurance 5,693,510$ 4,656,140$ 4,818,350$ 5,369,560$ 5,282,230$ 752 Fleet Management 1,366,390 1,215,670 1,376,390 2,225,970 966,520 753 Information Systems 1,564,430 2,005,240 2,506,440 3,581,200 2,866,350 754 Building Maintenance & Operations 980,650 966,970 1,428,970 1,439,050 1,478,720 755 UAL & Employee Benefits - - 10,168,860 10,293,860 7,583,450 Total Internal Service Funds 9,604,980$ 8,844,020$ 20,299,010$ 22,909,640$ 18,177,270$ 805 Successor Agency 945,020$ 929,150$ 3,374,630$ 3,375,960$ 3,369,650$ Total Private Purpose Trust Fund 945,020$ 929,150$ 3,374,630$ 3,375,960$ 3,369,650$ Grand Total 105,160,760$ 116,645,510$ 178,595,270$ 217,796,470$ 181,069,170$ Transfers not included in the Schedule of Expenditures by Fund. 57

2022-2023 SCHEDULE OF EXPENDITURES BY FUND & CATEGORY
Fund
No.

Salaries &
Benefits
Maintenance &
Operations
Capital
Projects &
Equipment Total
101 General Fund 22,373,190$ 29,872,930$ 10,000$ 52,256,120$ Total General Fund 22,373,190$ 29,872,930$ 10,000$ 52,256,120$ 201 Housing 627,230$ 3,355,210$ -$ 3,982,440$ 203 Public Safety Augmentation 1,512,900 - - 1,512,900 204 Gas Tax 191,510 685,800 8,629,420 9,506,730 205 Measure I 149,470 279,040 1,970,950 2,399,460 206 Road Maintenance Rehabiliation Account 45,430 62,430 844,970 952,830 208 HOME Investment Partnership Program - 355,000 - 355,000 209 Community Development Block Grant 47,280 748,920 - 796,200 210 Parking Business Improvement Area - 88,500 130,550 219,050 211 Air Quality Management District 4,660 11,000 148,000 163,660 214 Homeland Security Grants - PD - - - - 215 Prop 30 - - 150,000 150,000 216 COPS - - 1,157,660 1,157,660 217 Other Grants 125,900 509,480 - 635,380 218 Office of Traffic Safety - 5,810 - 5,810 219 Local Law Enforcement Block Grants - - - - 222 CalHOME - 675,000 - 675,000 224 Asset Forfeiture State - - - - 226 Federal Grant - CARES Act - - - - 227 Office Of Justice Programs - - - - 229 American Rescue Plan Act 1,089,650 - 3,051,560 4,141,210 Total Special Revenue Funds 3,794,030$ 6,776,190$ 16,083,110$ 26,653,330$ 420 General Capital Improvements -$ -$ 81,000$ 81,000$ 421 Park Acquisition & Development - - 1,290,040 1,290,040 422 Storm Drain Development - - 2,006,100 2,006,100 423 Street & Traffic Facility Development 9,890 2,440 525,520 537,850 425 General Capital Projects - - 655,840 655,840 426 Street & Alley Repairs 49,500 12,200 830,810 892,510 427 Energy Efficiency Capital Imp Project - - - - Total Capital Project Funds 59,390$ 14,640$ 5,389,310$ 5,463,340$ 639 Water Bond Capital Projects -$ -$ 4,849,000$ 4,849,000$ 640 Water Utility 4,440,320 24,540,200 10,434,180 39,414,700 641 Solid Waste Utility 697,100 15,002,830 119,510 15,819,440 645 Sewer Utility 1,616,420 9,877,060 3,572,840 15,066,320 Total Enterprise Funds 6,753,840$ 49,420,090$ 18,975,530$ 75,149,460$ 751 Self-Funded Insurance 300,070$ 4,982,160$ -$ 5,282,230$ 752 Fleet Maintenance & Replacement 319,490 381,780 265,250 966,520 753 Information Systems 516,690 2,259,160 90,500 2,866,350 754 Building Maintenance & Operations 540,960 897,760 40,000 1,478,720 755 UAL & Employee Benefits - 7,583,450 - 7,583,450 Total Internal Service Funds 1,677,210$ 16,104,310$ 395,750$ 18,177,270$ 805 Successor Agency 177,370$ 3,192,280$ -$ 3,369,650$ Total Private Purpose Trust Fund 177,370$ 3,192,280$ -$ 3,369,650$ Grand Total 34,835,030$ 105,380,440$ 40,853,700$ 181,069,170$ Transfers not included in the Schedule of Expenditures by Fund and Category.

58

2022-2023 EXPENDITURES BY DEPARTMENT PROGRAM
2019-20 2020-21 2021-22 2021-22 2022-23
Actual Actual Adopted Amended Proposed
General Government
City Council 105,410$ 93,410$ 118,200$ 118,200$ 155,490$ City Treasurer 1,690 1,400 2,090 2,090 2,950 Administration 294,450 490,020 796,150 716,950 727,780 City Attorney - - - 500,000 500,000 City Clerk - - - 617,770 614,290 Total General Government 401,550$ 584,830$ 916,440$ 1,955,010$ 2,000,510$ Administrative Services
Finance 2,277,580$ 1,361,910$ 1,545,730$ 1,529,280$ 1,703,250$ Non-Departmental 3,242,020 3,871,030 2,160,470 1,772,370 6,773,520 Library 1,483,100 1,589,920 1,368,040 1,759,230 1,918,420 Human Resources 767,770 616,720 616,470 616,470 643,830 City Attorney 411,670 630,020 500,000 - - City Clerk 231,430 492,540 416,250 - - Recreation Administration 726,660 749,130 850,820 855,530 996,500 Recreation Classes 164,790 30,850 159,350 127,300 165,750 Recreation Facilities 125,290 176,180 254,250 304,250 309,940 Recreation Parks 65,510 19,990 66,940 91,940 119,700 Senior Center 285,650 387,260 354,370 354,380 370,370 Special Events 120,540 55,690 99,940 154,290 189,270 Community Outreach Services 63,370 940 - - - Landecena Center 29,070 33,710 - - - Carnegie Library Operation 92,150 96,130 - - - Library Literacy Program 190 - - - - Passports 15,590 8,170 - - - Recreation Grants 740 110 - 585,000 - Risk Management 5,705,030 4,656,140 4,818,350 5,369,560 5,282,230 Information Technology 1,572,980 2,262,840 2,506,440 3,715,220 2,866,350 UAL & Employee Benefits - - 10,168,860 10,293,860 7,583,450 Total Administrative Services 17,381,130$ 17,039,280$ 25,886,280$ 27,528,680$ 28,922,580$ Development Services
Building & Safety 859,990$ 953,080$ 1,197,600$ 1,238,600$ 1,558,900$ Weed Abatement 31,110 14,650 77,330 111,830 93,590 Economic Development 300,760 323,520 293,710 364,300 412,560 Planning Commission 12,200 13,880 19,150 19,150 20,650 Planning 611,690 576,710 691,960 752,500 582,270 Santa Fe Depot 27,700 12,000 8,000 8,000 6,000 Housing 2,459,810 2,276,270 3,941,910 3,955,210 3,982,440 HOME Program 305,870 119,230 760,000 760,000 355,000 CBDG 367,690 864,800 1,426,860 1,975,210 796,200 PBIA 91,390 108,060 191,810 333,560 219,050 Development Grants 1,870 34,570 - 566,360 635,380 CalHOME Program 70,750 167,490 295,000 295,000 675,000 Energy Efficiency Capital Imp Project 78,920 28,640 - - - Successor Agency 945,020 929,150 3,374,630 3,375,960 3,369,650 Total Development Services 6,164,770$ 6,422,050$ 12,277,960$ 13,755,680$ 12,706,690$ Fire
Fire Station I 13,850$ -$ -$ -$ -$ Fire Station II 21,690 - - - - Fire Station III 20,220 - - - - Fire Station IV 20,410 - - - - Air Ambulance 4,930 - - - - Total Fire 81,100$ -$ -$ -$ -$ 59

2022-2023 EXPENDITURES BY DEPARTMENT PROGRAM
2019-20 2020-21 2021-22 2021-22 2022-23
Actual Actual Adopted Amended Proposed
Police
Police Administration 5,248,240$ 5,572,370$ 10,861,660$ 11,717,080$ 10,086,820$ Investigations 2,778,670 3,113,740 2,893,120 7,066,480 2,876,550 Animal Services 606,340 586,940 692,210 694,710 725,730 Patrol 14,375,200 14,820,950 13,335,990 39,917,020 14,078,970 Police Special Events & Community Outreach 10,000 1,830 17,660 17,660 20,670 Police Reserves 670 1,460 6,300 6,300 6,780 Code Enforcement 739,690 580,610 671,350 813,850 815,590 Police Grants 265,440 577,130 1,238,110 1,463,510 1,313,470 Total Police 24,024,250$ 25,255,030$ 29,716,400$ 61,696,610$ 29,924,580$ Public Works
Public Works Administration 692,960$ 798,000$ 1,413,370$ 1,840,370$ 1,426,040$ Engineering Administration 458,200 368,390 203,480 207,480 204,710 Development/Traffic Engineering 487,410 503,490 629,870 629,870 919,000 Street Maintenance 533,600 623,400 940,720 1,167,220 838,840 Street Sweeping 18,200 19,590 15,800 15,800 17,060 Sidewalk Maintenance 184,260 172,490 177,080 883,080 162,500 Street Lighting 919,510 893,040 776,860 787,360 807,550 Traffic Control 150,690 165,980 144,010 149,010 138,870 Traffic Facility Maintenance 281,230 272,370 257,300 257,300 274,300 Weed Abatement 47,370 28,240 21,940 21,940 23,770 Flood Control 7,000 4,000 2,000 2,000 3,000 Street Tree Maintenance 826,220 733,640 713,510 880,510 793,800 Public ROW Maintenance 460,890 513,430 440,190 545,190 962,830 Maintenance - Main Street 55,790 58,230 47,910 47,910 42,190 Maintenance - Metrolink 47,180 61,540 204,640 204,640 187,730 Graffiti Abatement 54,030 70,020 80,000 80,000 80,000 Damage to City Property 47,770 50,860 55,000 55,000 66,000 Park Maintenance 638,010 561,420 794,240 804,240 982,860 Sports Field Maintenance 229,990 225,270 221,370 247,370 415,050 Civic Center 307,740 320,820 192,560 192,560 199,460 Fire Fuel 19,730 12,450 14,000 14,000 14,000 Fire Station II Building 85,320 21,010 48,070 48,070 64,940 Historic Fire Station Building 15,750 13,690 36,440 36,440 38,890 Street Projects 2,455,170 4,684,220 17,188,130 17,168,720 12,859,020 General Capital Improvement - ARPA - - - 92,000 2,934,360 General Capital Improvement - 36,830 555,000 560,260 81,000 Park Acquisition & Development 26,570 151,680 664,500 650,190 1,290,040 Storm Drain Development 20,490 116,760 3,692,200 3,600,900 2,006,100 Street & Traffic Facility Development - 1,541,250 1,914,060 1,428,510 537,850 General Capital Projects 400,610 515,220 1,334,330 1,423,350 655,840 Street & Alley Repairs 10,250 511,500 584,100 572,120 892,510 Water Utility 22,094,390 26,908,310 45,162,860 45,900,100 44,263,700 Solid Waste Utility 13,329,270 14,408,090 15,113,800 15,175,620 15,819,440 Sewer Utility 9,849,710 9,796,450 13,353,490 13,506,340 15,066,320 Fleet Maintenance & Replacement 1,366,390 1,215,670 1,376,390 2,225,970 966,520 Building Maintenance & Operations 986,260 966,970 1,428,970 1,439,050 1,478,720 Total Public Works 57,107,960$ 67,344,320$ 109,798,190$ 112,860,490$ 107,514,810$ Grand Total 105,160,760$ 116,645,510$ 178,595,270$ 217,796,470$ 181,069,170$ Transfers not included in the Schedule of Expenditures by Department Program. 60

Fund No.Fund Name Transfers In Transfers Out
101 General Fund 2,444,620$
229 ARPA 2,444,620$
To Fund Public Safety Expenses and Budget Shortfall.
425 General Capital Projects 240,000
101 General Fund 240,000
To Fund Capital Improvement Projects.
645 Sewer Utility 265,000
641 Solid Waste Utility 265,000
To Transfer for Landfill Costs.

Total 2,949,620$ 2,949,620$
FISCAL YEAR 2022-23

SUMMARY OF TRANSFERS
61

PROPOSED BUDGET
FY 2022-23

GENERAL GOVERNMENT

GENERAL GOVERNMENT
City of Upland
Organizational Chart
Fiscal Year 2022-23
62

MISSION STATEMENT

The mission of the general government of the City of Upland is to provide accessible, transparent, proactive leadership and governance for the community through the establishment of policies that pursue City Council goals and objectives. General government also seeks to provide quality, customer focused municipal services in a timely and competent manner. Additionally, the local government promotes the best interests of city residents and collaborates with other governmental agencies to create a vibrant and healthy economic, physical, and social environment.

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

EXPENSE

CLASSIFICATION
Personnel $188,810 $336,610 $191,640 $ 435,410 $508,950 Maintenance & Operations 212,740 248,220 724,800 1,519,600 1,491,560 TOTAL BUDGET $401,550 $584,830 $916,440 $1,955,010 $2,000,510

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

FUNDING SOURCES
GENERAL FUND $378,380 $581,180 $916,440 $1,818,940 $2,000,510 FEDERAL GRANT-CARES ACT 23,170 3,650 - - -
AMERICAN RESCUE PLAN ACT - - - 136,070 - TOTAL BUDGET $401,550 $584,830 $916,440 $1,955,010 $2,000,510

$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
General Government Expense Classification
Personnel Maintenance & Operations Capital Outlay
63

CITY COUNCIL

The City Council is the governing body of the City of Upland. It has the power to make all laws and regulations with respect to municipal affairs subject only to the limitations of the state and federal constitutions.

The City Council is an elected, five-person governing body. The mayor is elected by the entire city (commonly referred to as an at-large representative). The mayor has additional duties but carries the same voting power as other members of the Council. Each of the four city districts is represented by a councilmember. Councilmembers serve four-year terms with elections every two years; therefore, three councilmembers are elected at one election and the mayor and one councilmember at the other.

The City Council appoints the City Manager and City Attorney, all of whom serve at the City Council’s discretion. The City Council establishes policies of the city, which are implemented by staff under the direction of the City Manager. The City Council approves all ordinances, resolutions, and contracts in excess of limits set by policy.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to expand citizen participation in local government through advisory commissions, boards, committees, semi-monthly council meetings, and educational workshops.

♦ Enhance the quality of life for Upland residents by developing long and short-term fiscal and operational plans and policies.

♦ Initiate and participate in programs of regional and local importance including the improvement of air quality, water quality, and reduction of traffic congestion.

♦ Revitalize commercial activity and expand economic development opportunities to promote a healthy, local government economy.

♦ Pursue additional revenue sources to support the services and resources provided to the community.

♦ Pursue the enhancement of public engagement.

♦ Provide transparency through technology and open government platforms and improve the public trust.

CITY TREASURER

The residents of Upland elect the City Treasurer. It is the Treasurer’s responsibility to oversee the investment of city funds in a safe and secure manner while ensuring maximum return on all investments within limitations set by state law. The City Treasurer operates under the restrictions of Section 53646 and Sections 41001- 41007 of the Government Code of the State of California and Resolution 6546 of the Upland City Council – a resolution that affirms the Investment Policy for Public Funds.

The City follows the practice of pooling cash and investments for all funds except for funds required to be held by outside fiscal agents. Investment income is allocated quarterly to various funds based on the average monthly cash balances.
64

FY 2022-23 GOALS AND OBJECTIVES

♦ Maximize the City’s return on its investments consistent with the requirements of State law while being mindful of the need for safety and liquidity. No investment may be made unless it is in conformity with the City’s Investment Policy.

♦ Participate in the Finance Committee.

CITY MANAGER

The City Manager is appointed by the City Council to direct the operation of all city departments through department heads. The City Manager enforces the ordinances and resolutions of the City Council and is responsible for the administration of City programs and to ensure the delivery of high-quality services.

The City Manager is responsible for the executive management of all City departments and serves as Executive Director of the Successor Agency of the Upland Community Redevelopment Agency (UCRA), coordinating the dissolution of the UCRA. He is the Executive Director of the City of Upland Financing Authority, the Upland Public Financing Authority, and the Upland Parking Authority. The City Manager also serves as the Director of Emergency Services.

This office provides services such as responding to inquiries and requests of citizens, disseminating information regarding City activities, and providing input on regional, state, and federal issues that affect the City of Upland.

FY 2022-23 GOALS AND OBJECTIVES

♦ Be responsive to Upland’s citizens, organizations, City Council, and staff in a timely manner.

♦ Be accessible to citizens, the City Council, business owners, and employees.

♦ Implement the goals set forth by the City Council, which include fiscal stabilization, economic development, infrastructure repair and replacement, and outstanding customer service.

♦ Provide outstanding Council relations by informing Councilmembers of relevant City affairs/business such that staff trust and integrity is maintained and promoted.

♦ Provide funding for various City projects by pursuing State and Federal grants.

♦ Provide outstanding City services by meeting regularly with the development community such that quality, financially viable projects are developed within the city.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

ADMINISTRATION
CITY MANAGER 1.00 1.00 1.00 1.00 0.30
ASSISTANT CITY MANAGER 1.00 1.00 1.00 1.00 0.30
EXECUTIVE ASSISTANT TO THE CITY MANAGER 1.00 1.00 1.00 1.00 0.50 EXECUTIVE ASSISTANT I 0.00 0.00 0.00 1.00 0.06
TOTAL DIVISION 3.00 3.00 3.00 4.00 1.70
65

♦ Promote effective and efficient service delivery by analyzing City operations on a continual basis and adjusting as needed.

♦ Continue to pursue measures to reduce operating costs and increase revenue opportunities.

♦ Continue to pursue strategies to address the future pension obligations.

♦ Continue to nurture and promote public communication and engagement by maintaining open government ideals and developing programs/projects that support the constant pursuit of excellence in municipal services, as well as model public sector status.

♦ Continue to address Police Department staffing challenges.

♦ Continue to implement Succession Planning strategies for Executive and Mid-Management retirements and transitions.

♦ Hire & retain key personnel.

♦ Continue to seek reimbursement and grant opportunities from County, State, and Federal Government agencies in response to the COVID-19 Pandemic.

♦ Continue to seek resources and disseminate information to assist residents and businesses recover economically and socially from the COVID-19 Pandemic.

♦ Continue to increase transparency and promote the city in a positive manner.

♦ Seek out Community and Regional partnerships to improve the quality of life for Upland residents.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Percentage of Agenda items reviewed and
approved within two days
99% 99% 99% 99%

Percentage of calls referred to responsible
employees and/or departments within the
organization within 24 hours, and bring
closure to citizens' concerns in a timely
manner
95% 95% 98% 98%

Percentage of inquiries from various
Department personnel responded within
two days or when scheduled
95% 95% 96% 96%

Review incoming departmental
correspondence and respond or disseminate
as directed on same day
100% 100% 99% 99%

Percentage of Electronic Message Board
Requests posted prior to requested posting
date
100% 100% 100% 100%

66

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Approved several new food businesses to the Downtown area.

♦ Responded to hundreds of requests for service from citizens and City Councilmembers.

♦ Continued to provide effective services to the community and services for seniors during the pandemic.

♦ Secured additional grant funding to assist with temporary housing and homeless services.

♦ Partnered with San Bernardino County, municipal agencies, and the Upland Chamber of Commerce to share and inform businesses about available COVID assistance programs.

♦ Increased activity on social media to expand resident access to City activities.

♦ Completed the selection process for City Attorney Services.

♦ Created the “Upland Is For You” film series to inform the public about the State of The City in lieu of hosting the in-person event for a two year period (due to COVID).

♦ Hired a Large-Scale Event Management Company to manage the annual Upland Lemon Festival event.

♦ Oversaw the implementation of a new onboarding strategy to increase employee morale and retention.

♦ Declared a local emergency in response to the January 21, 2022, windstorm event and applied for financial assistance through CalOES.

♦ Secured grant funding to update the Hazard Mitigation Plan.

♦ Created the City Manager Advisory Panel made up of Upland residents to discuss possible solutions to improve the citizen experience.

♦ Implemented the multipronged BLAST Strategy to make significant reductions to the net pension liability.

♦ Hired the City’s first Communications Information Specialist.

♦ Obtained funding for facility improvements at Magnolia Recreation Center and Greenbelt Park restrooms from County Supervisor Rutherford.

♦ Obtained funding for multiple technology infrastructure & public safety updates/upgrades from County Supervisor Hagman.

67

CITY CLERK

The City Clerk position fulfills the statutory requirements of City Clerk. The City Clerk’s Office prepares Council meeting agendas and minutes, assists other departments with submission of staff reports and support documentation, advertises legal notices relating to Council agendas and other City issues, maintains legislative and advisory committees’ records and the City seal, and attests all City documents. As filing officer, the City Clerk oversees the filing requirements of the Fair Political Practices Commission, manages the City Conflict of Interest Code, and maintains the Upland Municipal Code (UMC) and Zoning Code. The City Clerk’s Office serves as the information center for City Hall and is responsible for all official City records such as ordinances, resolutions, deeds, agreements, and formal bid contracts. The office also coordinates the records management program for all City departments.

All City elections are the responsibility of the City Clerk. Citywide municipal elections are conducted in November of even-numbered years. Elections require compliance with State mandated deadlines, legal notices, and the cooperation of several outside agencies, which are all coordinated by the City Clerk.

FY 2022-23 GOALS AND OBJECTIVES

♦ Update the City’s Conflict of Interest Code and coordinate ethics training for all designated officials and employees.

♦ Coordinate the 2022 City Council District Election process.

♦ Coordinate the City’s Department Head meeting and Candidate Forum for the 2022 Council District Election.

♦ Coordinate the destruction of obsolete records with all City departments in compliance with the City’s Records Retention Schedule.

♦ Continue to foster transparency by providing additional access to public records via the city website.

♦ Review and update the City’s Records Retention Schedule.

♦ Coordinate with the City’s Information Technology Division to select a new agenda management software and coordinate with all Departments during implementation of the software.

♦ Coordinate with all City departments and the City Attorney’s office to draft an Omnibus ordinance to update various sections of the UMC that are outdated, inconsistent, or unclear.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

ADMINISTRATION
CITY CLERK 1.00 1.00 1.00 1.00 0.75
DEPUTY CITY CLERK 0.00 1.00 1.00 1.00 0.90
SENIOR ADMINSTRATIVE ASSISTANT 1.00 0.00 1.00 1.00 0.50 TOTAL DIVISION 2.00 2.00 3.00 3.00 2.15
68

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Completed the redistricting process based on the 2020 Census results and coordinated with the San Bernardino County Registrar of Voters regarding new Council District boundaries.

♦ Completed the transition to electronic Political Campaign Committee Filings.

♦ Drafted rules and procedures of the City Council – adopted by the Council in September 2021.

♦ Coordinated the destruction of obsolete records with all City departments in compliance with the City’s Records Retention Schedule.

♦ Implemented Ordinance 1954 requiring annual proof of Council residency.

♦ Created a proclamation/certificate of recognition policy.

♦ Provided Brown Act Training to all City Advisory and Legislative Committees.

♦ Created a handbook for all appointed Committee and Board members.

♦ Updated the City Council agenda policy and created an agenda policy for Legislative and Advisory Committees.

♦ Updated Candidate nomination materials for the November 2022 Council election.

CITY ATTORNEY

The City Attorney is appointed by the City Council and is charged with advising and giving legal opinions to Council, Boards, Commissions, and City Staff. The City Attorney apprises all City officials of changes in statutes or case law as they affect the city. The City Attorney also ensures that violations of city laws are prosecuted where necessary. The City Attorney furnishes services at all meetings of the Council, and prepares ordinances, resolutions, contracts, and other legal documents.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

City Council and Council Committee
agendas/packets/minutes prepared and
posted
59 58 49 40

Campaign disclosure filings and Statements
of Economic Interest filings processed
131 143 143 152

Agreements, resolutions, and ordinances
processed and scanned/posted
94 115 133

114

Records requests processed/completed 376 367 369 370

Subpoenas processed 21 5 7 5

69

Certain other attorneys may represent the City in matters of special expertise such as worker’s compensation and public liability defense.

FY 2022-23 GOALS AND OBJECTIVES

♦ To provide reliable and timely legal services to the City Council, advisory committees, and City staff to ensure the city is lawfully governed and the community effectively served.

♦ Upon approval of the City Council, represent the city in litigation.

70

GENERAL GOVERNMENT 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
1101 CITY COUNCIL
Personnel 46,770$ 39,210$ 34,260$ 34,260$ 65,800$ Maintenance & Operations 57,680 54,200 83,940 83,940 89,690 Capital Outlay - - - - - TOTAL CITY COUNCIL 104,450$ 93,410$ 118,200$ 118,200$ 155,490$ 1104 CITY TREASURER
Personnel 1,370$ 1,070$ 1,470$ 1,470$ 2,550$ Maintenance & Operations 320 330 620 620 400 Capital Outlay - - - - - TOTAL CITY TREASURER 1,690$ 1,400$ 2,090$ 2,090$ 2,950$ 1201 ADMINISTRATION
Personnel 137,690$ 296,330$ 155,910$ 168,710$ 181,110$ Maintenance & Operations 134,550 190,040 640,240 548,240 546,670 Capital Outlay - - - - - TOTAL ADMINISTRATION 272,240$ 486,370$ 796,150$ 716,950$ 727,780$ 1603 CITY ATTORNEY
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - 500,000 500,000 Capital Outlay - - - - - TOTAL CITY ATTORNEY -$ -$ -$ 500,000$ 500,000$ *Moved from Administrative Services FY21-22
1701 CITY CLERK
Personnel -$ -$ -$ 230,970$ 259,490$ Maintenance & Operations - - - 250,730 354,800 Capital Outlay - - - - - TOTAL CITY CLERK -$ -$ -$ 481,700$ 614,290$ *Moved from Administrative Services FY21-22
101 TOTAL GENERAL FUND
Personnel 185,830$ 336,610$ 191,640$ 435,410$ 508,950$ Maintenance & Operations 192,550 244,570 724,800 1,383,530 1,491,560 Capital Outlay - - - - - TOTAL GENERAL FUND 378,380$ 581,180$ 916,440$ 1,818,940$ 2,000,510$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel 2,980$ -$ -$ -$ -$ Maintenance & Operations 20,190 3,650 - - - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT 23,170$ 3,650$ -$ -$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - 136,070 - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT -$ -$ -$ 136,070$ -$

TOTAL GENERAL GOVERNMENT
Personnel 188,810$ 336,610$ 191,640$ 435,410$ 508,950$ Maintenance & Operations 212,740 248,220 724,800 1,519,600 1,491,560 Capital Outlay - - - - - TOTAL GENERAL GOVERNMENT 401,550$ 584,830$ 916,440$ 1,955,010$ 2,000,510$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2022-23 PROPOSED BUDGET
71

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 9,760$ 17,610$ 18,200$ 20,870$ 14,710$ 5111 Salaries - Full Time 107,500 226,120 138,940 312,330 366,640 5112 Salaries - Temporary/Part Time - - - - 6,920 5113 Overtime 130 - - 2,670 2,670 5116 Fringe Benefits 19,970 28,060 22,290 69,330 83,900 5117 Retirement Contributions 8,990 12,310 12,210 30,210 34,110 5119 Unfunded Annual PERS Liability 42,460 52,510 - - - TOTAL PERSONNEL EXPENSES 188,810$ 336,610$ 191,640$ 435,410$ 508,950$

MAINTENANCE & OPERATIONS
5210 City Manager Contingency -$ 130$ 87,000$ 87,000$ 75,000$ 5211 Postage 4,890 4,930 6,530 6,530 6,530 5212 Advertising 770 - 9,250 42,700 31,050 5213 Dues & Subscriptions 55,460 49,860 62,120 64,150 64,800 5215 Training/Conferences/Meetings 3,610 3,550 29,850 30,980 32,850 5216 Office Supplies 600 530 1,500 3,600 3,600 5217 Other Supplies/Materials 21,480 18,780 25,700 24,770 26,300 5219 Permits/Licenses/Fee/Assessmnt - 8,000 - 136,070 - 5221 Mileage Reimbursement 40 - - 200 200 5222 Central Duplicating Charges 110 350 670 670 970 5223 Information Systems Charges 13,930 13,470 - - - 5231 Office Equipment (Under 5,000)720 - - 1,200 1,200 5234 Other Equipment Rental - 34,650 - - - 5251 Legal Services - - - 500,000 500,000 5252 Professional Services 18,380 7,760 135,000 118,000 73,000 5253 Contract Services 44,280 54,940 241,000 166,000 185,000 5255 Banking Services 60 - - - - 5258 Other Services 13,410 14,740 22,200 79,960 181,580 5271 Insurance Premium 330 200 420 420 300 5273 Workers Compensation Charges 12,030 14,920 - - - 5274 Unemployment Charges 970 500 - - - 5275 Long-term Disability Charges 970 970 - - - 5276 Liability Charges 17,910 18,940 - - - 5277 Loss Prevention 990 970 - - - 5294 Sponsor/Contribution/Donation 1,010 - 4,500 4,500 4,500 5297 Other Expenses 790 - - - - 5321 Employee Incentive - 30 - - - 5701 Information Systems Allocation Charges - - 17,620 76,710 77,100 5705 Building Maintenance & Operation Allocation - - 32,460 71,990 91,590 5706 OPEB & Employee Benefits Allocations - - 8,800 16,090 13,990 5707 PERS-UAL Allocation - - 40,180 88,060 122,000 TOTAL MAINTENANCE & OPERATIONS 212,740$ 248,220$ 724,800$ 1,519,600$ 1,491,560$

CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ -$ -$ -$ 5531 Vehicles - - - - - TOTAL CAPITAL OUTLAY -$ -$ -$ -$ -$ TOTAL DEPARTMENT 401,550$ 584,830$ 916,440$ 1,955,010$ 2,000,510$

CITY OF UPLAND

GENERAL GOVERNMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
72

PROPOSED BUDGET
FY 2022-23

ADMINISTRATIVE SERVICES

ADMINISTRATIVE SERVICES
City of Upland
Organizational Chart
Fiscal Year 2022-23

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MISSION STATEMENT

To manage the fiscal and financial affairs of the City, and to support City officials and all departmental operations through a variety of financial services and risk management; to administer top quality personnel services with the highest level of professionalism and integrity in order to attract, retain, train and develop a competent workforce; to provide accessible, proactive leadership for the community through the establishment of policies encouraging a high standard of governance; to provide recreational programs, services, and special events; and to develop opportunities for the use of technology to improve and enhance services to the community.

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

EXPENSE

CLASSIFICATION
Personnel $4,903,940 $5,045,610 $1,400,170 $64,100 $3,846,700 Maintenance & Operations 12,056,110 11,345,500 23,880,740 25,991,740 24,837,380 Capital Outlay 196,660 648,170 605,370 1,472,840 238,500 Capital Improvement Project 224,420 - - - -
TOTAL BUDGET $17,381,130 $17,039,280 $25,886,280 $27,528,680 $28,922,580

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
Administrative Services Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Project

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

FUNDING SOURCES
GENERAL FUND $9,623,440 $9,762,280 $8,215,220 $7,337,630 $12,007,700 AIR QUALITY MANAGEMENT FUND 309,540 141,180 177,410 177,410 163,660 OTHER GRANTS 740 110 - 585,000 -
FEDERAL GRANT-CARES ACT 189,470 474,330 - 34,020 - AMERICAN RESCUE PLAN ACT - - - 150,000 1,019,190 SELF-FUNDED INSURANCE 5,693,510 4,656,140 4,818,350 5,369,560 5,282,230 INFORMATION SYSTEMS 1,564,430 2,005,240 2,506,440 3,581,200 2,866,350 UAL & EMPLOYEE BENEFITS - - 10,168,860 10,293,860 7,583,450 TOTAL BUDGET $17,381,130 $17,039,280 $25,886,280 $27,528,680 $28,922,580 74

FINANCE

The Finance Division provides a comprehensive financial accounting and reporting system that meets the information requirements of its users, and complies with all applicable laws and regulations, including Generally Accepted Accounting Principles (GAAP). In advising City officials on the City’s financial position and condition, the Division provides timely financial information necessary for decision-making, and assists City staff in implementing and developing appropriate internal controls and financial systems.

The Division safeguards all City assets and promotes their efficient use while adhering to prescribed City Council and management policies. It provides the framework for the processing of all financial management services that include general ledger accounting, budget preparation and analysis, purchasing, payroll, accounts payable and receivable, cash receipting, utility billing, and animal licensing. Under the direction of the Assistant City Manager, the Division organizes, reviews, and prepares the annual budget document for the city. It also produces federal, state, and other reports as required by law in conformance with municipal accounting regulations and standards.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

FINANCE
FINANCE OFFICER 1.00 1.00 1.00 1.00 0.45
ACCOUNTING SUPERVISOR 1.00 1.00 1.00 1.00 0.55
SENIOR ACCOUNTANT 1.00 2.00 2.00 1.00 0.55
ACCOUNTANT 1.00 0.00 0.00 1.00 0.60
BUDGET COORDINATOR 0.00 0.00 0.00 1.00 0.55
SENIOR ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00 0.72
PAYROLL TECHNICIAN 1.00 1.00 1.00 1.00 0.60
ACCOUNTING TECHNICIAN 3.00 3.00 3.00 2.00 1.20

UTILITY BILLING & CUSTOMER SERVICE
SUPERVISOR 1.00 1.00 1.00 1.00 0.15
SENIOR CUSTOMER SERVICE SPECIALIST 1.00 1.00 1.00 2.00 0.20

UTILITY BILLING & BUSINESS LICENSE
INSPECTOR 1.00 1.00 1.00 1.00 0.75
CUSTOMER SERVICE SPECIALIST II 2.00 3.00 3.00 3.00 0.50 CUSTOMER SERVICE SPECIALIST I 3.00 2.00 2.00 2.00 0.30
TOTAL DIVISION 17.00 17.00 17.00 18.00 7.12

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to provide the City Manager and City Council with monthly budget/actual reports to allow the City’s financial position to be continuously reviewed and evaluated.

♦ Monitor City procurements for compliance with the adopted purchasing policy to ensure fiscal control.

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♦ Prepare a Government Finance Officers Association award winning Annual Comprehensive Financial Report for the Fiscal Year ended June 30, 2022.

♦ Perform the annual mid-year budget review for Fiscal Year 2022-23 and present budget recommendations to the City Council in February 2023.

♦ Provide good fiscal stewardship by ensuring Fiscal Year 2023-24 City budget is adopted by the City Council prior to the close of Fiscal Year 2022-23.

♦ Reduce the number of days from fiscal year end until the Comprehensive Annual Financial Report is issued to 184.

♦ Upgrade Munis software to the most recent version.

♦ Implement fixed asset module of Munis Software.

♦ Implement electronic timecard entry for payroll.

♦ Continue working towards converting cash receipting records to electronic.

♦ Monitor investment activity closely and strategize to increase investment income.

♦ Receive the Government Finance Officers Association Award for Distinguished Budget Presentation and Excellence in Financial Reporting.

♦ Continue working towards implementing and converting Utility Billing to the new ERP system.

♦ Continue to encourage utility customers to enroll in the online Auto-Pay program.

♦ Continue working towards implementing a new EBPP (Electronic Billing, Payment and Presentment) system which will allow residents to pay their utility bills by web, telephone, and Short Message Service (SMS).

♦ Continue to raise current levels of business license compliance (i.e., working with businesses that have multi-year expired licenses to get current and close out licenses for businesses that are no longer in operation) through the efforts of the Utility Billing & Business License Inspector.

♦ Continue working with Burrtec Waste Industries Inc to collect on delinquent commercial refuse accounts through the efforts of the Utility Billing & Business License Inspector and implementing to a new Delinquent Notice with 10% penalty and lien procedures.

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PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET
Receive the Government Finance Officers
Association Award for Excellence in
Financial Reporting and Distinguished
Budget Presentation

YES YES YES YES
Financial reports submitted to City Council
on a monthly basis
100% 100% 100% 100%
Number of days from fiscal year-end until
ACFR is issued
240 215 184 184
Implementation of Fixed Assets in Munis
Software
Work in
Process
Work in
Process
Work in
Process
100%
Centralize Accounts Payable using
electronic workflow
Work in
Process
Work in
Process
Work in
Process
100%
Implement Electronic Timecard entry for
payroll
Work in
Process
Work in
Process
Work in
Process
100%
Convert cash receipting records to
electronic
Deferred to
FY 2020-21
Work in
Process
Work in
Process 100%
Percentage of utility accounts enrolled in
the online biller program
61% 64% 66% 68%
Percentage of utility accounts enrolled in
the Auto-Pay program
25% 27% 29% 31%
Percentage of utility accounts signed up for
paperless statements
25% 27% 30% 32%
Implement and convert Utility Billing to
the new ERP system
Deferred to
FY 2020-21
Deferred to
FY 2021-22
Deferred to
FY 2022-23 100%
Develop and distribute welcome pamphlets
for new City residents
Deferred to
FY 2020-21
Deferred to
FY 2021-22
Deferred to
FY 2022-23 100%
Accept General Billing payments online Deferred to
FY 2020-21
(as tied to new
Utility Billing
ERP system)
Deferred to
FY 2021-22
(as tied to new
Utility Billing
ERP system)
Deferred to
FY 2022-23
(as tied to new
Utility Billing
ERP system)
100%
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FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Prepared the City’s annual program-based budget and received the Government Finance Officers Association award for Distinguished Budget Presentation 2021-22.

♦ Submitted financial reports for the Government Finance Officers Association award for Excellence in Financial Reporting for fiscal year ending June 30, 2021.

♦ Provided fiscal stewardship by preparing a quarterly review of the City’s financial position in November 2021 and eliminated transfer of ARPA funds to be used for General Fund expenses.

♦ Sent over $45 million to CalPERS to pay down the City’s Unfunded Accrued Liability using the BLAST Strategy, this will result in the City saving close to $70 million in interest costs over the next 22 years.

♦ Adopted a revised pension funding policy which contributed to the City aggressively paying down potential future CalPERS amortization bases.

♦ Prepared the annual mid-year budget review for Fiscal Year 2021-2022 and presented budget recommendations to the City Council in March 2022.

♦ Monitored CARES Act grants received in response to COVID-19 pandemic. Tracked expenditures in accordance with eligibility requirements and complied with financial reporting requirements.

♦ Monitored ARPA received in response to COVID-19 pandemic. Tracked expenditures in accordance with eligibility requirements and complied with financial reporting requirements.

♦ Reduced time spent on costing out labor proposals by using AdastraGov software for more enhanced analysis of personnel cost to assist in the budget and labor negotiation processes.

♦ Conducted a Cost Allocation Plan and Fully Burdened Hourly Rate Study.

♦ Issued 531 purchase orders and 5,239 accounts payable checks.

♦ Processed 470 help desk tickets to assist departments with various Finance related needs.

♦ Continued efforts with the Public Works Water Division to implement new meter reading handheld devices and software which incorporate reads from AMI meters. The new AMI meters allow for a more accurate representation of a customer’s daily usage and leak detection.

♦ Continued efforts with the Public Works Environmental Division to audit and correct industrial sewer accounts to ensure proper billing and reporting to IEUA (Inland Empire Utilities Agency).

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INFORMATION SYSTEMS
The Information Systems Division is responsible for ensuring the City’s information technology resources are effectively managed and used as key organizational tools in improving productivity, customer service, and public access to City information. This Division is also responsible for developing and implementing long-range goals, policies, and standards for acquiring, maintaining, and achieving full use of information technology resources and providing ongoing support, training and maintenance of computers and related peripherals.

FY 2022-23 GOALS AND OBJECTIVES
♦Hire an IT Technician.
♦Implement a new agenda management system.
♦Upgrade council chambers hardware to handle remote calls for meetings. ♦Upgrade city’s website to latest technology.
♦Upgrade Utilities SCADA network communications.
♦Complete migration of Utility Module to Munis.
♦Establish dual factor authentication for all computers and servers in PD. ♦Purchase and replace the aging storage and server hardware with hyperconverged infrastructure.
♦Upgrade Water network firewalls.
♦Add surveillance cameras and wireless access points in Magnolia, Landacena, and Senior Center.
♦Replace Core Switches in PD and City Hall.
♦Replace outdated Wi-Fi with latest Wi-Fi 6 technology city-wide. ♦Migrate to cloud and expand the capabilities of environmental impact tracking software. ♦Upgrade and cleanup City hall’s network cabling.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

INFORMATION SYSTEMS
INFORMATION TECHNOLOGY MANAGER 1.00 1.00 1.00 1.00 0.00 INFORMATION TECHNOLOGY TECHNICIAN 2.00 2.00 2.00 3.00 0.00 TOTAL DIVISION 3.00 3.00 3.00 4.00 0.00
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FY 2021-22 MAJOR ACCOMPLISHMENTS
♦Completed RIPA Stop portal to comply with the Racial and Identity Profiling Act of 2015. ♦Purchased and replaced Metrolink parking kiosk and implemented a new parking app. ♦Implemented dog licensing portal.
♦Rolled out mobile phones for all sworn personnel in Police department. ♦As part of the transparency portal initiative, worked with Questys and provided online document capabilities for residents.
♦Purchased and rolled out 40 laptops for telecommuting staff. ♦Upgraded all City owned mobile phones to iPhone 11 and iPhone 13 with cost savings. ♦Did a complete re-cabling of the recreation building data/voice network. ♦Added a Voicemail server in PD.
♦Worked with Central Square and Crossroads to create RMS interface for traffic citations. ♦Upgraded the City’s and PD’s domain controllers to latest Windows server technology. ♦Successfully managed and completed the project of installing fixed License plate readers. ♦Successfully upgraded our document management software with minimal downtime to staff.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET
Percentage of information systems service
requests resolved within 24 hours
99% 92% 93% 99%
Number of unplanned network outages 1 1 1 0
Number of unplanned server/service
outages
1 1 0 0
Number of electronic devices maintained
for employee use
950 1,534 1,560 1,575
Number of Help Desk tickets received for
IT service requests (excluding weekend
and phone requests)
1,518 1,180 1,580 1,600
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♦ Replaced, configured, and installed new enterprise level endpoint security to stop malicious attacks.

♦ Implemented a new contactless printing system in library.

♦ Installed wireless internet for Landecena and Animal Shelter.

♦ Upgraded City and PD’s intranet to the latest technology.

♦ Replaced outdated Door Access Control System.

HUMAN RESOURCES

The Human Resources Department provides consultation, guidance, and support in all aspects of human resources management while working collaboratively with departments to implement innovative solutions supporting an optimally performing organization.

Responsibilities of this department include consultation on organizational development activities; facilitation of workforce planning; providing staffing solutions, training, and development; classification and compensation; leadership/advice on employee and labor relations issues management, employee and candidate coaching; administration of legal provisions; policy and labor contract interpretation; ensuring compliance with legal policies and best practices; benefits administration; communication internally and externally regarding human resources activities; planning on strategic initiatives; Wellness Committee; Employee Recognition Committee; safety and rideshare programs. This Department also administers the self-funded insurance programs that include workers’ compensation, unemployment, and general liability.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

HUMAN RESOURCES
HUMAN RESOURCES/RISK MANAGER 1.00 1.00 1.00 1.00 0.25
SENIOR HUMAN RESOURCES ANALYST 1.00 1.00 1.00 1.00 0.10 HUMAN RESOURCES ANALYST 1.00 1.00 1.00 1.00 0.61
ADMINISTRATIVE ASSISTANT 0.00 1.00 1.00 1.00 0.50
TOTAL DIVISION 3.00 4.00 4.00 4.00 1.46

FY 2022-23 GOALS AND OBJECTIVES

♦ Hire Well – strategically look at each open position as an opportunity to move the organization forward, recruiting and hiring quality staff that possess the Knowledge, Skills, and Abilities (KSAs) required to fill in gaps and mature the organization.

♦ Transition Staff to Updated Performance Evaluation Process – continue working with the City’s unions to complete new performance evaluation documents that set clear expectations/ goals and empowers staff/leadership to optimize performance of City employees while setting achievable goals and objectives which fall in line with organizational goals. 81

♦ Update Administrative Policies and Procedures – continue to update policies and procedures to ensure compliance with State and Federal regulations, as well as provide for a forward- thinking organization incorporating best practices.

♦ Update City Merit Rules and Regulations to reflect the current organizational structure and ensure consistency with applicable laws and best practices.

♦ Create a New Hire Orientation Program – continue to develop a comprehensive on-boarding program that provides new employees with a good base understanding of the City’s department functions, municipal government operations, and provides new employees an immediate connection with the organization.

♦ Wellness Program for Employees - continue the partnership with PACE and Kaiser to enhance the current Wellness Program for employees and implement internal Wellness Program which improves morale and encourages optimal health.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Number of recruitments concluded 40 42 58 50

Number of employees participating in the
Rideshare program
22 17 14 20

Number of employee safety meetings 20 4 15 20

Number of applications processed 4,056 3,212 3,800 3,400

Number of Subrogations processed 24 25 25 30

Subrogation recovery amounts $56,661 $87,607 $90,000 $100,000

Number of liability claims closed 82 139 140 150

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Filled a total of 26 full and part-time positions, to date.

♦ Filled 22 positions as promotional, promoting the retention of current employees.

♦ Revised 7 Administrative Policies and Procedures due to change in legislation and/or to streamline City processes, including Dress Code and Grooming Standards, Uniform Policy, Unemployment Insurance, Criminal Information and Jury Duty.

♦ Received the American Heart Associations’ Workplace Health Achievement Index Bronze Award highlighting the Employee Wellness Committee’s accomplishment toward continued improvement of the health of the City of Upland’s workplace and workforce.

82

♦ Provided training for supervisory and management employees in the areas of Reasonable Suspicion Training and how to draft corrective action documents for employees.

♦ Established a Division Manager’s Leadership Meeting to provide for continued development of City of Upland managers leadership skills and to provide for a more effective team to collaborate and resolve issues that arise in the City.

♦ Provided employees with an expanded benefits offering which included emergency ground and air transportation medical insurance, pet insurance, and new vision care insurance.

♦ Established agreements with a new clinic for pre-employment physicals and Workers’ Compensation claims.

♦ Collaborated with Kaiser Permanente to provide no cost COVID-19 vaccines, COVID-19 booster shots, and flu shots to employees and the community.

♦ Began the classification and compensation study process to ensure employees are appropriately classified and salaries remain competitive to attract a highly qualified workforce.

SELF-FUNDED INSURANCE

The mission is to protect the City’s assets and service capabilities against the financial consequences of loss and to provide advice and support to City Departments in hazard identification and mitigation activities as it relates to the areas of liability, cybersecurity, occupational health and safety, and property loss risks.

The City of Upland is self-insured for workers’ compensation, unemployment, and general liability claims. The insurance programs are managed by the Human Resources Department, with the assistance of third-party administrators. The costs of managing the Self-Insurance programs are allocated to the specific departments involved in the claims. Revenue is generated by internal user fees.

The City has insurance coverage for incidents with expense over five hundred thousand dollars ($500,000) for workers’ compensation, and four hundred thousand dollars ($400,000) for general liability claims.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to engage departments in the workers’ compensation process such as: providing ongoing education to employees on minimizing injuries and proper safety precautions when performing job functions; providing ongoing education to supervisors and managers on the interactive process for returning employees with restrictions to work; and implement a safe workplace campaign to promote the participation of employees in reporting unsafe conditions and activities which may lead to potential injuries.

♦ Continue to improve and explore health and wellness program offerings to include resources such as ongoing health-related webinars, newsletters, and in-house Wellness Wednesday 83

emails. These programs will be used to encourage employees to develop and maintain a balanced personal and work lifestyle thereby, increasing employee morale and productivity. ♦Continue exploring effective cost containment strategies by conducting quarterly claim reviews so that best practices in workers’ compensation claims handling are used and monetary savings are realized.
♦Continue to conduct employee training on mandated regulatory programs utilizing Keenan & Associates online training programs (Keenan Safe Personnel) so the city complies with CalOSHA requirements, minimizes employee injuries, and employs best safety practices. ♦Develop additional oversight strategies in litigation claims management so that effective cost containment methods are used and a reduction in costs is realized. ♦Continue to promptly process claims and subrogate applicable claims.

FY 2021-22 MAJOR ACCOMPLISHMENTS
♦Developed the City’s CalOSHA COVID-19 Prevention Plan policy. ♦Provided all City employees with rapid COVID-19 testing kits, disposable masks, N95 masks and other safety equipment to ensure continued health of the workforce. ♦Attended the PARMA (Public Agency Risk Management Association) conference for continued education on risk management strategies which included loss control, insurance for public agencies, and to learn best management practices for risk control. ♦Provided employees with Safety Tips on items related to personal safety at work including COVID-19 precautions, heat-related illnesses, chemical hazards, cool weather safety tips, etc. ♦Continued to monitor the procedures for handling general liability claims and lawsuits to ensure proper and timely handling by the third-party administrator.

LIBRARY
The Upland Public Library provides services to assist the community in obtaining information that meets their personal, educational, and recreational needs. The library serves as a learning and cultural resource center for all residents and businesses.

The library provides reference services that include periodicals, audiovisual, and youth services.

Staff answer reference questions, selects materials, maintains collections, and assists the public in the use of the library. Other activities include acquiring and cataloging library materials in all formats, maintaining bibliographic databases for public access, processing library materials for public use, and preserving the collections in good physical condition.

As authorized in State Education Code Sections 18900-18965, the Library Board of Trustees manages the library under the direction and legislative authority of the City Council. 84

The city elected to enter a public-private partnership with Library Systems & Services, Inc. which began managing the Library on August 1, 2014. LSSI maintains the library’s staffing in accordance with the community’s needs in cooperation with the City and Library Board of Trustees. All Library materials, furnishings and buildings remain the property of the citizens and the City of Upland.

FY 2022-23 GOALS AND OBJECTIVES

♦ Seek additional funding to support English language learning.

♦ Create new opportunities for community members to improve their digital skills.

♦ Continue to provide, improve, and expand successful, enriching, and popular adult, teen, and children’s programs as permitted by State and County health directives.

♦ Continue to increase our downloadable book and audiobook collections to facilitate 24-hour availability of entertainment and educational materials.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Library programs provided to the
community 398 157 180 200

Library requests filled during the year 9,780 9,574 7,898 8,500

Adult literacy students 46 28 37 40

Presentations about Upland and the
Inland Empire’s history 3 6 8 6

Circulation 179,964 116,832 110,792 120,000

Downloaded e-materials 26,815 24,576 19,127 22,000

New Card Registrations 3,121 2,002 2,388 2,500

Internet use by patrons 22,103 1,218 3,291 4,000

FY 2021-22 MAJOR ACCOMPLISHMENTS

City Council elected in October 2021 to fully restore library contract funding, allowing a return to full 52 hour per week service. This return to full service saw a corresponding increase in library use, especially as State and County COVID-19 restrictions eased. Our statistics going forward from this date show a steady increase approaching pre-pandemic levels. The Upland Library continues to support our community’s efforts to recover socially, economically, and educationally from the pandemic.

85

♦ Assisted City administration in distributing over 7,000 Covid rapid-test kits provided by the County. This allowed Upland residents to expand their ability to safely return to work and school.

♦ Initiated an internet hot-spot lending program in partnership with the California State Library, expanding access to online learning and work-from-home opportunities. Our library has 75 hotspots patrons may borrow, providing home internet access for all.

♦ Returned to in-person library programs for all ages utilizing a blended hybrid model allowing attendees to maintain appropriate social distance for their individual circumstance.

♦ Upland library allowed on-premises access more than half a year before our neighboring library systems.

♦ Enhanced electronic resources for patrons because of the COVID-19 Pandemic, including live tutoring for schoolchildren and job seekers’ resources, with a special focus on Veterans.

♦ Sourced alternative funding to be received by the library:

 $3,000 from the Hjorth Family Foundation to purchase children’s books.  $10,290 Home Connectivity grant from the California State Library to provide internet hotspots for home use.
 $27,706 California State Literacy Services grant to support our Literacy Program.  $61,000 from the Friends of the Library to support services and programs.

RECREATION

The Recreation and Community Services Division is committed to creating a community through people, parks, programs, and events. Our purpose is to provide unique opportunities which enrich the quality of life for Upland residents by promoting, health and wellness, inclusion, and human development; offer leisure activities which continually reflect the desires and evolving trends of our richly diverse community; to maintain clean, safe, and accessible recreation facilities thus enhancing the desirability of the city as a place to live, enjoy recreational activities, and strengthen community image.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

RECREATION & COMMUNITY SERVICES
RECREATION MANAGER 1.00 1.00 1.00 1.00 1.00
RECREATION SUPERVISOR 2.00 2.00 2.00 2.00 2.00
RECREATION COORDINATOR 0.00 1.00 1.00 2.00 2.00
SENIOR ADMINISTRATIVE ASSISTANT 2.00 1.00 1.00 1.00 1.00 TOTAL DIVISION 5.00 5.00 5.00 6.00 6.00
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FY 2022-23 GOALS AND OBJECTIVES
To reduce costs and increase revenue by operating in a more efficient manner:
♦Utilize volunteers more efficiently by developing a proactive approach of identifying specific needs in our community and matching them to projects, as well as continually increasing our volunteer pool through actively recruiting those in the community who have a desire to give back.
♦Continue to coordinate with Boy Scouts working on their Eagle Scout project and Girl Scouts working on their Gold Awards. Continue to provide opportunities of success, enrichment, learning, and goal achievement.
♦Continue expense account tracking to better forecast the monetary needs for various events, programs, and activities.
♦Locate and secure alternate sources of funding, such as grant opportunities and sponsorships, to help off-set costs associated with special events, programs, and activities. ♦Continue to partner with local organizations in the community to share costs for programs and facility maintenance.
♦Maximize space at the Magnolia Recreation and Gibson Senior Centers by continually evaluating programs, service delivery, and events to increase revenue and provide desirable programming and usage of the Magnolia Recreation and Gibson Senior Centers as well as the Landecena and Carnegie Library facilities.
♦Practice preventative maintenance techniques to ensure furniture, equipment, and facilities remain operational, safe, clean, and accessible.
♦Continue to enhance program marketing through social media and improve marketing efforts by leveraging relationships and expanding our reach in the community. ♦Attend community meetings/meet with concerned citizens. Continue to be responsive to their diverse needs and develop simple partnerships as needed to improve service delivery.

To enrich the lives of residents by expanding and enhancing the recreational and community services programs offered:
♦Continue to establish the Parks, Arts, Recreation, and Community Services (PARCS) Committee and subcommittees for senior and youth focuses. ♦Host a diverse selection of workshops on topics of interest and need to our community. ♦Continue to expand general and senior class offerings. 87

♦ Reintroduce safe and exceptional day trip experiences that appeal to a diverse community.

♦ Continue to expand the VolunTEEN program by providing experiences for on-the-job training in our programs and events, develop leadership skills, and make a positive impact in the community.

♦ Emphasize outstanding customer service by providing ongoing staff training and development opportunities, as well as increasing the awareness of the evolving and dynamic community and learning together how to be an inclusive division.

♦ Continue to partner with other departments and outside agencies to offer a variety of programs tailored to unique services desired in the community.

♦ Develop programs to provide tech help to seniors, such as training and classes to increase working knowledge of personal computers, smartphones, tablets, and other forms of technology.

♦ Continue the Upland Trifecta Challenge for participants to receive a special commemorative medal for those participants competing in the Lemon Zest 5K Run, 4th of July Firecracker 5K Run, and Turkey Trot 5K Run.

♦ Increase monthly programs, special events, and activities at the Gibson Senior Center and Magnolia Recreation Center.

♦ Enhance the Healthy Upland program to include community partners, develop a strategic plan for programs and events, and re-brand the program for enhanced marketing.

To foster a positive image of Upland by creating opportunities to promote the city during community events:

♦ Actively participate and host community events to increase usage and awareness of Upland’s clean, safe, and family-friendly parks and public spaces.

♦ Provide a safe and fun “Movies in the Park” series for families.

♦ “Concerts in the Park” will return to Magnolia Park.

♦ Children’s special events, alternating between park locations increasing access to residents throughout the city.

♦ Provide professional-quality marketing to ensure sponsors and partners have opportunities to share their messaging with residents, as well as showcase their stewardship in the community, collaborating with Upland.
88

♦ Work with outside organizations wishing to utilize City parks for events. Parks are available for private and fee-based use, as well as collaborative opportunities for groups offering services to the community.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Volunteer hours provided 12,250 1,942 5,005 7,000

Revenue received from sponsorships $39,411 $16,323 $127,900 $130,000

Classes held 1,767 240 747 1,500

Special events held 94 143 285 250

Special Events Attendance/Outreach 19,732* 14,592* 45,400 45,400

*Reduction in numbers due to cancellations as a result of COVID-19 pandemic.

FY 2020-21 MAJOR ACCOMPLISHMENTS

The COVID-19 pandemic continued to impact and disrupt delivery of service for the Recreation and Community Services Division. Traditional classes, programs, and events were either cancelled or significantly modified to meet State and County regulations. In an effort to stay connected with the community and enhance one’s overall wellness during this challenging time, staff developed a variety of virtual and/or socially distanced events which resulted in positive avenues for social, mental, and physical health. Transitions to in-person classes, programs, events, and activities began to take place in February of 2022.

Modifications to community-based events included the following:

♦ The annual Firecracker 5k Run was offered as a virtual 5k race.

♦ The first non-spectator 4th of July Firework show was offered to all city of Upland residents in partnership with Holiday Rock via video stream on a local TV channel.

♦ The annual Scary-a-Faire took place in-person in conjunction with the Upland Unified School District. An estimated 6,000 participants were in attendance.

♦ The annual Turkey Trot 5K Run was offered as both in-person and virtual with the most recorded participants in its history.

♦ Staff assisted the Upland Veteran’s Monument Committee with a COVID-compliant, in- person Veteran’s Day event including flag ceremony, gun salute, and speakers.

♦ The 6th Annual Holiday Tree Lighting event was offered in person with an estimated 1,000 participants, the most since this annual tradition began. 89

♦ The first Lemon Zest 5K Run took place in-person on March 19, 2022, with an estimated 200 participants.

♦ Spring Egg Hunt Adventure took place in-person on April 16, 2022.

Community Service and Recreation Programs included the following:

♦ Contests – staff hosted contests such as the patriotic home decorating and holiday home decorating contests. Residents submitted photos of their entries for a chance to win prizes.

♦ Letters to Santa – Approximately 225 children sent letters to Santa and received responses.

♦ Little Chef’s Cooking Classes – Staff facilitated two sessions per quarter and gave instruction on a variety of recipes such as Brazilian Cheese Bread, Pepperoni Pizza Puffs, Puff Pastry Apple Turnovers, Spinach Lasagna Roll Ups, Boston Cream Pie Cookie Bites, Baked Ziti with Cheesy Baguette Rounds, Graham Cracker Whoopie Pies, Chocolate Covered Strawberries, and Cream Cheese Danish.

♦ Take & Make Crafts – children had 4 seasonal opportunities to receive crafting supplies to enjoy at home.

♦ VolunTEENS – teens had approximately 30 opportunities to volunteer for various programs and events, including City Council meetings.

♦ Picture It, Upland – open to youth and adults, the photo contest had 3 categories (people, places, and nature) with the goal of capturing the essence of Upland.

♦ Classes via Contract Instructor – a variety of classes were offered both virtually and in-person for residents including youth cooking, adult fitness, youth and adult languages, and Parent- and-Me.

♦ Outdoor Classes via Contract Instructor – a variety of classes were offered safely outdoors for residents including youth sports and adult fitness.

♦ Butterflies in May – resumed to the traditional event after having transitioned to a Take-and- Make opportunities for children.

♦ Lettuce Grow a Garden – the traditional event transitioned to a Take-and-Make opportunity for children. In partnership with the Public Works department, approximately 35 participants are anticipated to participate.

♦ May Fitness Month – staff provided opportunities focused on fitness and health including helpful tips on social media and various mini-events. “Walking Wednesdays” are scheduled to take place with an approximate 25 participants weekly. 90

The Gibson Senior Center offered a multitude of services and activities for seniors including:

♦ Helpful Handbook – this resource document was distributed to seniors during the weekly meal service and included helpful information and activities then transitioned to the “Gibson Gabber”.

♦ Thinking of You Cards – thoughtful cards were mailed to seniors to show that staff was thinking of them and wishing them well.

♦ Take & Go Events – monthly special events were hosted for seniors to drop by the facility and pick-up themed meals to enjoy in their homes. Transitioned to in-person activities in March beginning with the St. Patrick’s Day Celebration.

♦ Health & Wellness Fair – this outdoor, physically distanced health fair included flu shots, COVID testing, health-related vendors, and a BBQ for seniors.

♦ Virtual Exhibits – pieces of artwork from senior recreation classes were displayed virtually- Black History Month, Chinese New Year, and an Art exhibit.

♦ FSA Meal Program – the daily lunch program was modified to a weekly meal distribution in which seniors could pick up five frozen meals. Meals were also delivered to seniors that do not have sufficient transportation.

♦ Gibson Monthly Birthday Program – recognizes and celebrates birthdays for seniors with Take & Go treats.

♦ West End Family Counseling offers Grief &Loss Support Groups, one on one Senior Counseling, and Color Away Your Stress in-person.

♦ Dr. Anthony Ratkovic started back in-person Chiropractic Wellness Lectures.

♦ Outdoor/In-person Bingo & Fun After Fifty (FAF).

Due to the continued COVID-19 pandemic, the following joint-effort services were offered to the community:

♦ COVID Testing Events – hosted five community-wide testing events at the Gibson Senior Center.

♦ CARES Grocery Program – facilitated by the federally-funded grocery service program to resident seniors (62+). The service included free, personalized grocery shopping and delivery to eligible seniors.

91

♦ PPE Distribution Event – hosted a drive-thru event where personal protective equipment and hand sanitizers were distributed to residents.

The Recreation Division prides itself in the many continued partnerships with internal departments and in the community including:

♦ The Upland Veteran’s Monument Committee for the annual Veteran’s Day event.

♦ Staff assisted the Upland Community Foundation by facilitating the installation, care, and removal of Military Banners throughout the City.

♦ The Upland-Foothill Kiwanis assisted staff in facilitating the Spring Egg Hunt Adventure series, Breakfast with Santa, and other various activities/events hosted at the Gibson Senior Center.

♦ Continued Partnership with Upland High School’s Boys and Girls Cross Country Team for the Annual Turkey Trot 5K.

♦ Continued partnership with RaceWire to provide online registration, race timing, and convenience for those participating in 5K races hosted by the city.

♦ Continued partnership with the Human Resources department hosting the service awards ceremony and health fair.

♦ Continued partnership with the Public Works department/Water Conservation division hosting events and activities for youth & adults.
92

ADMINISTRATIVE SERVICES
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
1301 FINANCE
Personnel 722,580$ 738,730$ 698,930$ 708,080$ 734,240$ Maintenance & Operations 1,487,690 581,400 777,760 752,160 830,840 Capital Outlay - - - - - TOTAL FINANCE 2,210,270$ 1,320,130$ 1,476,690$ 1,460,240$ 1,565,080$ 1302 MAIL/PRINTING SERVICES
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 58,580 41,780 69,040 69,040 68,980 Capital Outlay - - - - - TOTAL MAIL/PRINTING SERVICES 58,580$ 41,780$ 69,040$ 69,040$ 68,980$ 1504 NON-DEPARTMENTAL
Personnel 2,510,340$ 2,426,660$ (1,051,960)$ (2,251,960)$ 216,670$ Maintenance & Operations 694,660 1,426,940 3,212,430 4,024,330 5,606,850 Capital Outlay - - - - - TOTAL NON-DEPARTMENTAL 3,205,000$ 3,853,600$ 2,160,470$ 1,772,370$ 5,823,520$ 1510/4401 LIBRARY
Personnel -$ -$ -$ 57,100$ -$ Maintenance & Operations 1,482,810 1,412,700 1,368,040 1,694,760 1,918,420 Capital Outlay - 78,800 - 7,370 - TOTAL LIBRARY 1,482,810$ 1,491,500$ 1,368,040$ 1,759,230$ 1,918,420$ 1601 HUMAN RESOURCES
Personnel 140,530$ 228,920$ 173,860$ 173,860$ 194,660$ Maintenance & Operations 288,750 246,620 265,200 265,200 285,510 Capital Outlay - - - - - TOTAL HUMAN RESOURCES 429,280$ 475,540$ 439,060$ 439,060$ 480,170$ 1602 DEVELOPMENT & TRAINING
Personnel 21,840$ -$ -$ -$ -$ Maintenance & Operations 5,670 - - - - Capital Outlay - - - - - TOTAL DEVELOPMENT & TRAINING 27,510$ -$ -$ -$ -$ 1603 CITY ATTORNEY
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 391,970 621,930 500,000 - - Capital Outlay - - - - - TOTAL CITY ATTORNEY 391,970$ 621,930$ 500,000$ -$ -$ *Moved into General Government FY21-22
1701 CITY CLERK
Personnel 155,500$ 226,380$ 230,970$ -$ -$ Maintenance & Operations 72,740 266,160 185,280 - - Capital Outlay - - - - - TOTAL CITY CLERK 228,240$ 492,540$ 416,250$ -$ -$ *Moved into General Government FY21-22
4201 RECREATION ADMINISTRATION
Personnel 399,880$ 466,640$ 445,420$ 445,420$ 493,530$ Maintenance & Operations 227,750 282,490 405,400 410,110 502,970 Capital Outlay - - - - - TOTAL RECREATION ADMINISTRATION 627,630$ 749,130$ 850,820$ 855,530$ 996,500$ 4202 RECREATION CLASSES
Personnel 1,760$ 10,330$ -$ -$ -$ Maintenance & Operations 163,030 20,520 159,350 127,300 165,750 Capital Outlay - - - - - TOTAL RECREATION CLASSES 164,790$ 30,850$ 159,350$ 127,300$ 165,750$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2022-23 PROPOSED BUDGET
93

ADMINISTRATIVE SERVICES
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
4203 RECREATION FACILITIES
Personnel -$ -$ -$ -$ 28,050$ Maintenance & Operations 125,290 30,440 254,250 254,250 281,890 Capital Outlay - 72,870 - - - TOTAL RECREATION FACILITIES 125,290$ 103,310$ 254,250$ 254,250$ 309,940$ 4204 RECREATION PARKS
Personnel 46,680$ 19,110$ 58,840$ 83,840$ 112,250$ Maintenance & Operations 18,830 880 8,100 8,100 7,450 Capital Outlay - - - - - TOTAL YOUTH PROGRAMS/SPORTS 65,510$ 19,990$ 66,940$ 91,940$ 119,700$ 4205 SENIOR CENTER
Personnel 181,820$ 208,180$ 184,250$ 184,250$ 190,970$ Maintenance & Operations 103,830 140,450 170,120 170,130 179,400 Capital Outlay - 18,710 - - - TOTAL SENIOR CENTER 285,650$ 367,340$ 354,370$ 354,380$ 370,370$ 4206 SPECIAL EVENTS
Personnel 10,570$ 11,280$ 4,770$ 4,770$ 35,720$ Maintenance & Operations 109,970 44,410 95,170 149,520 153,550 Capital Outlay - - - - - TOTAL SPECIAL EVENTS 120,540$ 55,690$ 99,940$ 154,290$ 189,270$ 4207 COMMUNITY OUTREACH SERVICES
Personnel 56,300$ 230$ -$ -$ -$ Maintenance & Operations 7,070 710 - - - Capital Outlay - - - - - TOTAL COMMUNITY OUTREACH SERVICES 63,370$ 940$ -$ -$ -$ 4210 LANDECENA CENTER
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 29,070 33,710 - - - Capital Outlay - - - - - TOTAL LANDECENA CENTER 29,070$ 33,710$ -$ -$ -$ 4402 CARNEGIE LIBRARY OPERATION
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 92,150 96,130 - - - Capital Outlay - - - - - TOTAL CARNEGIE LIBRARY OPERATION 92,150$ 96,130$ -$ -$ -$ 4403 LIBRARY LITERARCY PROGRAM
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 190 - - - - Capital Outlay - - - - - TOTAL LIBRARY LITERARCY PROGRAM 190$ -$ -$ -$ -$ 4409 PASSPORTS
Personnel 15,500$ 6,610$ -$ -$ -$ Maintenance & Operations 90 1,560 - - - Capital Outlay - - - - - TOTAL PASSPORTS 15,590$ 8,170$ -$ -$ -$ 101 TOTAL GENERAL FUND
Personnel 4,263,300$ 4,343,070$ 745,080$ (594,640)$ 2,006,090$ Maintenance & Operations 5,360,140 5,248,830 7,470,140 7,924,900 10,001,610 Capital Outlay - 170,380 - 7,370 - TOTAL GENERAL FUND 9,623,440$ 9,762,280$ 8,215,220$ 7,337,630$ 12,007,700$ 211 TOTAL AIR QUALITY MANAGEMENT DISTRICT FUND
Personnel 6,210$ 6,430$ 4,410$ 4,410$ 4,660$ Maintenance & Operations 13,300 9,030 14,000 14,000 11,000 Capital Outlay 65,610 125,720 159,000 159,000 148,000 Capital Improvement Project 224,420 - - - - TOTAL AIR QLTY MGMT DISTRICT FUND 309,540$ 141,180$ 177,410$ 177,410$ 163,660$ 94

ADMINISTRATIVE SERVICES
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
217 TOTAL OTHER GRANTS FUND
Personnel -$-$ -$ -$ -$
Maintenance & Operations 740 110 - 585,000 -
Capital Outlay -- - --
TOTAL OTHER GRANTS FUND 740$ 110$ -$ 585,000$ -$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel 117,280$ -$ -$ -$ -$
Maintenance & Operations 72,190 238,510 - 31,450 - Capital Outlay -235,820 - 2,570 -
TOTAL FEDERAL GRANT-CARES ACT FUND 189,470$ 474,330$ -$ 34,020$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$-$ -$ -$ 1,019,190$
Maintenance & Operations -- - 100,000 -
Capital Outlay -- - 50,000 -
TOTAL ARPA FUND -$-$ -$ 150,000$ 1,019,190$ 751 TOTAL SELF-FUNDED INSURANCE FUND
Personnel 165,300$ 285,840$ 268,300$ 268,300$ 300,070$ Maintenance & Operations 5,528,210 4,370,300 4,550,050 5,101,260 4,982,160 Capital Outlay -- - - -
TOTAL SELF-FUNDED INSURANCE FUND 5,693,510$ 4,656,140$ 4,818,350$ 5,369,560$ 5,282,230$ 753 TOTAL INFORMATION SYSTEMS FUND
Personnel 351,850$ 410,270$ 382,380$ 386,030$ 516,690$ Maintenance & Operations 1,081,530 1,478,720 1,677,690 1,941,270 2,259,160 Capital Outlay 131,050 116,250 446,370 1,253,900 90,500 TOTAL INFORMATION SYSTEMS FUND 1,564,430$ 2,005,240$ 2,506,440$ 3,581,200$ 2,866,350$ 755 TOTAL UAL & EMPLOYEE BENEFITS FUND
Personnel -$-$ -$ -$ -$
Maintenance & Operations -- 10,168,860 10,293,860 7,583,450 Capital Outlay -- - - -
TOTAL UAL & EMPLOYEE BENEFITS FUND -$-$ 10,168,860$ 10,293,860$ 7,583,450$

TOTAL ADMINISTRATIVE SERVICES
Personnel 4,903,940$ 5,045,610$ 1,400,170$ 64,100$ 3,846,700$ Maintenance & Operations 12,056,110 11,345,500 23,880,740 25,991,740 24,837,380 Capital Outlay 196,660 648,170 605,370 1,472,840 238,500 Capital Improvement Project*224,420 - - - - TOTAL ADMINISTRATIVE SERVICES 17,381,130$ 17,039,280$ 25,886,280$ 27,528,680$ 28,922,580$ *For Capital Improvement Project details, see the Capital Improvement Project section. 95

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 18,170$ 20,360$ 21,000$ 18,330$ 17,720$ 5111 Salaries - Full Time 1,198,600 1,394,710 1,583,570 1,427,900 1,732,160 5111 Salaries - Full Time (Vacancy Allowance)- - (1,082,960) (2,282,960) (1,168,170) 5112 Salaries - Temporary/Part Time 302,470 192,250 203,440 228,440 228,440 5113 Overtime 13,210 13,840 29,670 27,000 24,450 5115 Essential Worker Premium Pay - - - - 936,225 5116 Fringe Benefits 260,490 301,970 402,100 361,100 638,475 5117 Retirement Contributions 162,400 202,910 197,350 238,290 221,590 5118 Employee LTD Costs 32,000 32,000 46,000 46,000 46,000 5119 Unfunded Annual PERS Liability 1,102,390 499,540 - - 1,169,810 5129 Unfunded Annual PERS Liability - Sworn 1,814,210 2,388,030 - - - TOTAL PERSONNEL EXPENSES 4,903,940$ 5,045,610$ 1,400,170$ 64,100$ 3,846,700$

MAINTENANCE & OPERATIONS
5150 OPEB Expense -$ -$ -$ 277,000$ -$ 5205 Recruitment Costs - Other 2,570 1,230 5,000 5,000 8,700 5211 Postage 40,120 30,000 46,250 46,310 47,300 5212 Advertising 11,540 24,980 22,100 4,100 4,200 5213 Dues & Subscriptions 18,370 116,480 12,280 15,870 18,890 5215 Training/Conferences/Meetings 15,470 4,240 35,890 28,950 37,110 5216 Office Supplies 18,090 14,050 30,570 28,650 30,490 5217 Other Supplies/Materials 53,580 42,250 70,070 69,300 84,950 5218 Uniform Expense 90 720 530 1,210 1,500 5219 Registration/License/Permits 91,930 305,300 337,210 366,310 798,600 5220 Fuel Usage 2,160 1,920 2,850 5,060 5,550 5221 Mileage Reimbursement 300 - 1,200 1,000 1,100 5222 Print/Mail Charges 1,660 1,210 4,470 4,450 3,850 5223 Information Systems Charges 416,420 390,310 - - - 5224 Vehicle Charges 45,060 6,710 - - - 5225 Building Maint & Operations 358,640 43,410 - - - 5231 Office Equipment (Under 5,000)2,570 19,610 2,800 5,300 7,500 5232 Computer Equip (Under 5,000)126,250 201,150 78,000 245,980 55,500 5233 Other Equipment (Under 5,000)7,520 183,620 - 62,510 51,200 5234 Other Equipment Rental 58,420 54,470 88,450 89,000 67,520 5235 Copier Usage Expense 51,810 55,230 65,000 65,000 65,000 5236 Rent 2,690 2,140 1,500 1,500 2,500 5241 Utilities - Electric 33,940 76,770 84,500 87,000 117,000 5242 Utilities - Gas 9,780 13,330 12,700 12,850 16,000 5243 Utilities - Telephone 268,520 310,680 309,000 309,000 343,600 5244 Utilities - Water - - - - 343,580 5245 Maintenance - Building/Structure/Grounds 10 - - - - 5246 Maintenance - Equipment 350 280 - - - 5247 Maintenance - Vehicle - 10 - - - 5248 Maintenance - Other 21,150 5,890 50,000 50,000 - 5251 Legal Services 483,910 712,230 700,000 495,070 100,000 5252 Professional Services 115,480 47,810 72,280 90,400 65,880 5253 Contract Services 1,456,700 1,331,760 1,679,280 2,096,360 1,851,570 5254 Data Processing Services 511,470 501,940 576,850 737,960 819,030 5255 Banking Services 93,430 99,510 117,500 134,430 131,540 5258 Other Services 615,680 785,260 731,540 1,272,020 703,540 5261 Books & Digital Materials 141,720 114,760 52,500 114,640 165,580 5269 PTS Center Outcomes Research Fee 260 - - - - 5270 IBNR Claims Expense 166,500 (757,260) - - - 5271 Insurance Premium 1,010,230 1,219,380 1,459,070 1,659,690 1,902,220

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
96

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
5272 Claims Expense 3,960,880 3,478,850 2,511,040 2,511,040 2,511,040 5273 Workers Compensation Charges 105,780 135,150 - - - 5274 Unemployment Charges 8,530 4,550 - - - 5275 Long-term Disability Charges 8,520 8,780 - - - 5276 Liability Charges 168,090 171,540 - - - 5277 Loss Prevention Charges 8,710 8,770 - - - 5290 Late Charges 620 1,620 1,000 1,000 - 5294 Sponsor/Contribution/Donation 74,760 - - - 3,000 5297 Other Expenses - 850 - - - 5299 Prior Year Expenses - (1,330) - - - 5303 DDA/OPA 326,880 562,600 343,000 843,000 843,000 5321 Employee Incentive 13,300 14,850 29,700 29,700 31,500 5322 Health Premiums - Retirees 319,340 (191,440) 300,000 328,930 345,370 5323 PERS Supplement 21,500 12,570 - - - 5325 Pension Expense - GASB 68 - - 9,294,810 9,294,810 6,819,870 5326 Medical - Retirees 188,350 572,230 192,480 192,480 192,480 5327 Dental - Retirees 73,130 58,790 75,000 75,000 75,000 5328 Vision - Retirees 4,860 5,220 5,040 5,040 5,040 5329 COBRA 50 10,100 20,000 20,000 20,000 5410 ICRMA Liability Program Annual Assessment 87,690 87,690 87,700 87,700 87,700 5424 Bond Principal Payment 161,840 182,480 220,080 220,080 1,368,080 5425 Bond Interest Expense 268,890 260,250 251,250 251,250 759,260 5701 Information Systems Allocation Charges - - 461,610 402,520 440,030 5702 Fleet - Maintenance & Repair Allocation - - 11,650 11,650 10,370 5703 Vehicle Acquisition Allocation - - 250 250 (204,500) 5704 Building Maintenance & Operation Allocation - - 149,890 149,890 113,630 5705 Self Funded Liability Allocation - - 320,830 281,300 339,010 5706 OPEB & Employee Benefits Allocation - - 68,300 64,340 60,030 5707 PERS-UAL Allocation - - 2,887,720 2,839,840 3,166,470 TOTAL MAINTENANCE & OPERATIONS 12,056,110$ 11,345,500$ 23,880,740$ 25,991,740$ 24,837,380$

CAPITAL OUTLAY
5527 Buildings -$ 145,740$ -$ -$ -$ 5528 Improvements Other Than Buildings - 156,980 - 57,370 - 5530 Machinery & Equipment 131,050 219,730 446,370 1,256,470 90,000 5531 Vehicles 65,610 125,720 159,000 159,000 148,500 TOTAL CAPITAL OUTLAY 196,660$ 648,170$ 605,370$ 1,472,840$ 238,500$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects 224,420$ -$ -$ -$ -$ TOTAL CAPITAL IMPROVEMENTS PROJECTS 224,420$ -$ -$ -$ -$ TOTAL DEPARTMENT 17,381,130$ 17,039,280$ 25,886,280$ 27,528,680$ 28,922,580$ 97

FUND NO.101 211 229 751 753 755
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED

INSURANCE

INFORMATION

SYSTEMS
UAL &

EMPLOYEE

BENEFITS
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 13,990$ -$ -$ -$ 3,730$ -$ 17,720$ 5111 Salaries - Full Time 1,107,950 3,370 52,300 190,320 378,220 - 1,732,160 5111 Salaries - Full Time (Vacancy Allowance)(1,168,170) - - - - - (1,168,170) 5112 Salaries - Temporary/Part Time 228,440 - - - - - 228,440 5113 Overtime 18,450 - - - 6,000 - 24,450 5115 Essential Worker Premium Pay - - 936,225 - - - 936,225 5116 Fringe Benefits 481,810 920 24,995 43,040 87,710 - 638,475 5117 Retirement Contributions 153,810 370 5,670 20,710 41,030 - 221,590 5118 Employee LTD Costs - - - 46,000 - - 46,000 5119 Unfunded Annual PERS Liability 1,169,810 - - - - - 1,169,810 TOTAL PERSONNEL EXPENSES 2,006,090$ 4,660$ 1,019,190$ 300,070$ 516,690$ -$ 3,846,700$

MAINTENANCE & OPERATIONS
5205 Recruitment Costs - Other 8,700$ -$ -$ -$ -$ -$ 8,700$ 5211 Postage 47,300 - - - - - 47,300 5212 Advertising 4,200 - - - - - 4,200 5213 Dues & Subscriptions 16,140 - - 150 - 2,600 18,890 5215 Training/Conferences/Meetings 26,710 - - 5,400 5,000 - 37,110 5216 Office Supplies 29,390 - - 500 600 - 30,490 5217 Other Supplies/Materials 77,950 1,000 - - 6,000 - 84,950 5218 Uniform Expense 1,500 - - - - - 1,500 5219 Registration/License/Permits 1,800 - - 91,800 705,000 - 798,600 5220 Fuel Usage 4,700 - - - 850 - 5,550 5221 Mileage Reimbursement 1,000 - - - 100 - 1,100 5222 Print/Mail Charges 3,850 - - - - - 3,850 5231 Office Equipment (Under 5,000)6,500 - - - 1,000 - 7,500 5232 Computer Equip (Under 5,000)2,500 - - - 53,000 - 55,500 5233 Other Equipment (Under 5,000)6,200 - - - 45,000 - 51,200 5234 Other Equipment Rental 15,000 - - - 52,520 - 67,520 5235 Copier Usage Expense - - - - 65,000 - 65,000 5236 Rent 2,500 - - - - - 2,500 5241 Utilities - Electric 117,000 - - - - - 117,000 5242 Utilities - Gas 16,000 - - - - - 16,000 5243 Utilities - Telephone - - - - 343,600 - 343,600 5244 Utilities - Water 343,580 - - - - - 343,580 5251 Legal Services - - - 100,000 - - 100,000 5252 Professional Services 43,050 - - - - 22,830 65,880 5253 Contract Services 1,814,070 - - - - 37,500 1,851,570

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET
98

FUND NO.101 211 229 751 753 755
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED

INSURANCE

INFORMATION

SYSTEMS
UAL &

EMPLOYEE

BENEFITS
2022-23

PROPOSED

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET
5254 Data Processing Services - - - - 819,030 - 819,030 5255 Banking Services 84,580 - - - - 46,960 131,540 5258 Other Services 467,090 - - 214,100 8,050 14,300 703,540 5261 Books & Digital Materials 165,580 - - - - - 165,580 5271 Insurance Premium - - - 1,902,220 - - 1,902,220 5272 Claims Expense - - - 2,511,040 - - 2,511,040 5294 Sponsor/Contribution/Donation 3,000 - - - - - 3,000 5303 DDA/OPA 843,000 - - - - - 843,000 5321 Employee Incentive - 10,000 - - - 21,500 31,500 5322 Health Premiums - Retirees - - - - - 345,370 345,370 5325 Pension Expense - GASB 68 - - - - - 6,819,870 6,819,870 5326 Medical - Retirees - - - - - 192,480 192,480 5327 Dental - Retirees - - - - - 75,000 75,000 5328 Vision - Retirees - - - - - 5,040 5,040 5329 COBRA 20,000 - - - - - 20,000 5410 ICRMA Liability Program Annual Assessment - - - 87,700 - - 87,700 5424 Bond Principal Payment 1,368,080 - - - - - 1,368,080 5425 Bond Interest Expense 759,260 - - - - - 759,260 5701 Information Systems Allocation Charges 426,160 - - - 13,870 - 440,030 5702 Fleet - Maintenance & Repair Allocation 7,400 - - - 2,970 - 10,370 5703 Vehicle Acquisition Allocation (205,000) - - - 500 - (204,500) 5704 Building Maintenance & Operation Allocation 113,630 - - - - - 113,630 5705 Self Funded Liability Allocation 339,010 - - - - - 339,010 5706 OPEB & Employee Benefits Allocation 40,780 - - 6,350 12,900 - 60,030 5707 PERS-UAL Allocation 2,979,400 - - 62,900 124,170 - 3,166,470 TOTAL MAINTENANCE & OPERATIONS 10,001,610$ 11,000$ -$ 4,982,160$ 2,259,160$ 7,583,450$ 24,837,380$

CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ -$ -$ 90,000$ -$ 90,000$ 5531 Vehicles - 148,000 - - 500 - 148,500 TOTAL CAPITAL OUTLAY -$ 148,000$ -$ -$ 90,500$ -$ 238,500$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ -$ -$ TOTAL CAPITAL IMPROVEMENTS PROJECTS -$ -$ -$ -$ -$ -$ -$ TOTAL DEPARTMENT 12,007,700$ 163,660$ 1,019,190$ 5,282,230$ 2,866,350$ 7,583,450$ 28,922,580$ 99

PROPOSED BUDGET
FY 2022-23

DEVELOPMENT SERVICES

DEVELOPMENT SERVICES
City of Upland
Organizational Chart
Fiscal Year 2022-23

100

MISSION STATEMENT

To guide development of a viable community, including both quality living environments and expanded economic opportunities, while protecting the public health, safety, and welfare of the residents and general community.

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

EXPENSE

CLASSIFICATION
Personnel $1,814,420 $1,807,880 $1,787,470 $1,979,570 $2,099,320 Maintenance & Operations 4,340,650 4,543,570 10,193,870 11,482,180 10,476,820 Capital Outlay - 66,330 60,000 59,210 -
Capital Improvement Projects 9,700 4,270 236,620 234,720 130,550 TOTAL BUDGET $6,164,770 $6,422,050 $12,277,960 $13,755,680 $12,706,690

$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
Development Services Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

FUNDING SOURCES
GENERAL FUND $1,833,980 $1,773,930 $2,287,750 $2,458,790 $2,603,510 HOUSING 2,459,340 2,276,270 3,491,910 3,955,210 3,982,440 HOME 305,870 119,230 760,000 760,000 355,000
CDBG 367,690 864,800 1,426,860 1,975,210 796,200
PBIA 91,390 108,060 191,810 213,560 219,050
OTHER GRANTS 1,870 34,570 - 566,360 635,380
CALHOME 70,750 167,490 295,000 295,000 675,000
FEDERAL GRANT-CARES ACT 9,940 119,910 - - -
AMERICAN RESCUE PLAN ACT - - - 155,590 70,460

ENERGY EFFICIENCY CAPITAL
IMPROV PROJ 78,920 28,640 - - -
SUCCESSOR AGENCY 945,020 929,150 3,374,630 3,375,960 3,369,650 TOTAL BUDGET $6,164,770 $6,422,050 $12,277,960 $13,755,680 $12,706,690 101

PLANNING

The Planning Division of the City’s Development Services Department is primarily responsible for developing and maintaining the City’s General Plan (a comprehensive plan for growth and development) as required by state law; developing specific plans, neighborhood plans, master plans, and special studies as needed; and participating in regional transportation and land use plans.

In addition, the division is responsible for maintaining the zoning ordinance and map; processing development applications as part of the “one-stop permit” center; providing customer assistance; conducting development review; reviewing improvement plans, building permits, and business licenses for compliance with City regulations; enforcing the zoning and subdivision codes; and completing special projects as needed. The division also carries out environmental reviews as required by the California Environmental Quality Act (CEQA) and provides environmental data and information on current State requirements to City departments and the public.

As the community grows, the Planning Division assists the city in maintaining its quality of life by meeting the needs for long-range land use, circulation, and public facilities. In doing this, the division provides a professional level of development services support to the public, applicants, City departments, Airport Land Use Committee, Planning Commission, and the City Council.

The Upland General Plan is the official document used by the City’s decision-makers and citizens to guide the long-range development of land and the conservation of resources in Upland. It is the key document with which all other City ordinances and policies must be consistent. It is the City's "blueprint" for the future and provides the bridge between the community's values and development decisions to be made by the city.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL FUND

ALLOCATION

BUILDING AND PLANNING

DEVELOPMENT SERVICES
DIRECTOR 1.00 1.00 1.00 1.00 0.50

DEVELOPMENT SERVICES
MANAGER 1.00 1.00 1.00 1.00 0.00

ECONOMIC DEVELOPMENT

COORDINATOR

1.00 1.00

1.00 1.00

0.90 ADMINISTRATIVE ANALYST 0.00 1.00 1.00 1.00 0.35
ACCOUNTING TECHNICIAN 0.00 1.00 1.00 1.00 0.00

SENIOR ADMINISTRATIVE
ASSISTANT 2.00 0.00 0.00 0.00 0.00
PLANNING MANAGER 1.00 1.00 1.00 1.00 0.85
SENIOR PLANNER 0.00 0.00 0.00 1.00 0.80
ASSOCIATE PLANNER 1.00 1.00 1.00 1.00 1.00
ASSISTANT PLANNER 1.00 1.00 1.00 0.00 0.00
BUILDING OFFICIAL 1.00 1.00 1.00 1.00 0.85
PLANS EXAMINER 1.00 1.00 1.00 1.00 0.85
SENIOR BUILDING INSPECTOR 0.00 0.00 1.00 1.00 0.75
BUILDING INSPECTOR II 2.00 3.00 2.00 1.00 0.67
BUILDING INSPECTOR I 1.00 0.00 0.00 1.00 1.00

SENIOR DEVELOPMENT
SERVICES TECHNICIAN 1.00 1.00 1.00 1.00 0.85

DEVELOPMENT SERVICES
TECHNICIAN 0.00 0.00 0.00 1.00 1.00
TOTAL DIVISIONS 14.00 14.00 14.00 15.00 10.37
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The Planning Division is also responsible for processing new development applications which includes the review of preliminary plans, holding hearings for the public review and comment on proposals, and overseeing the implementation of development to ensure that it is constructed in accordance with all City requirements.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to aid the public, business and development community regarding land use and zoning matters.

♦ Continue to review and analyze entitlement applications in accordance with the timelines established in the Government Code and present recommendations to the Airport Land Use Committee, Planning Commission, and City Council.

♦ Continue processing zoning entitlements in a timely manner and in accordance with Permit Streamlining laws.

♦ Continue to train Planning Commissioners through an orientation, annual workshop, and conferences.

♦ Continue to evaluate opportunities to maximize staff resources and assess areas for creating efficiencies in staffing through cross training and use of contract and temporary employees as needed. Prioritize staff job satisfaction and growth through special project assignments, training opportunities, mentoring, timely performance evaluations and team building.

♦ Amend the zoning code to address internal conflicts and/or sections that are outdated due to changes in land use law, address Murals (downtown and Citywide), and address Landscaping within commercial and industrial development.

♦ Prepare amendments to the Zoning Code revising the City’s regulations pertaining to group homes (including sober living homes) and certain state licensed facilities. The City seeks to ensure a balance between the needs of its residents, who wish to enjoy the peace and quiet of their homes in a traditional residential neighborhood, and the needs of those living in residential recovery facilities. All parties involved should be able to enjoy the quality of life that Upland has to offer.

♦ Prepare a Greenhouse Gas (GHG) Reduction Plan for the future of Upland’s electric and water resources to be sustainable and environmentally friendly, while continuing to be affordable and reliable for the benefit of residential and business customers.

♦ 2021-2029 Housing Element Update - Per state law, the City of Upland must update the Housing Element of our General Plan. This update will cover the housing planning period between 2021 and 2029, often referred to as the 6th Cycle. The Housing Element Update will demonstrate how the City’s share of regional housing needs growth will be accommodated for the eight-year planning period. The state forecasts the need for housing based on population projections, employment, and household growth. Each city must show how it will accommodate its need through designating areas for the city’s share of housing allocation. The City of Upland’s allocation for the 2021-2029 planning period is 5,673 units. 103

♦ Plan for housing production by working with state and regional agencies in accommodating the City’s Regional Housing Needs Allocation and recommend land use designations and policies that would result in the production of housing for all segments of the population.

♦ Prepare an ADU Workbook to encourage the development of Accessory Dwelling Units (ADUs). This would be one of several ways to increase housing production in the city. ADUs assist the city in meeting its affordability goals under RHNA. This activity will include an assessment that will be looking at ADU capacity within the City, which includes a threshold analysis to understand implications of the new state laws. It would also provide examples of floor plans, useful videos, list of local regulations, and a cost calculator to assist homeowners in developing ADUs. Once completed, staff can refer property owners to these tools which will encourage and assist in developing ADUs in Upland.

♦ Execute a contract with a short-term rental consultant to implement the program and properly regulate this land use and increase the City’s Transient Occupancy Tax revenue.

♦ Process the Villa Serena Specific Plan and Focused Environmental Impact Report for the development of a residential community that consists of 65 single-family detached residential units at a density of 7.1 dwelling units per acre including on-site active and passive recreational amenities.

♦ Prepare a Development Processing Guide to illustrate how a development project is typically processed through the City’s Planning and Building Divisions. Narratives will provide detailed descriptions of the development review process within each Division.

♦ Develop an Ordinance adding and amending certain provisions within the Upland Municipal Code to provide a process for making reasonable accommodation to land use and zoning decisions and procedures regulating the siting, funding, development, and use of housing matters for persons with disabilities.

♦ Prepare a Zoning Code update for the purpose of establishing sign standards and guidelines to encourage an uncluttered atmosphere with signs that enhance economic revitalization and enhance the aesthetic quality of Upland. The standards and design criteria will establish sign placement, letter type, sign styles, and other design-related restrictions with the intent to establish consistency and compatibility of signs in the area.

♦ Continue to update the “Notable Projects Map and Development Highlights” available on the city website to aide in transparency.

♦ Continue to update, improve, and clarify the Zoning Ordinance so that new uses and land use concerns are properly addressed and to ensure compliance with the various state land use mandates.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Planning Division staff continues to explore technology opportunities to make information, plans, and applications more readily available to the community, property owners, business owners, and developers.
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♦ Participated in and coordinated the review of 190 planning projects through the Administrative Approval, Technical Review Committee, Planning Commission, and City Council through March 2022.

♦ Staff processed 35 Accessory Dwelling Unit covenants.

♦ Personel changes included recruiting and hiring a Planning Manager and reclassifying the Assistant Planner, Associate Planner, and Development Services Technician.

♦ Revised the format and process for mailing public notices to aide in transparency, improve efficiencies for staff time, and reduce supply costs.

♦ Refined counter hours to remain open from 8am-5pm and no longer closing for lunch to provide the best customer service and accessibility to the public.

♦ Coordinated with other city departments to process and issue approximately 9 Special Event and Film Permits.

♦ Processed 356 requests for address assignments.

♦ Provided customer service to an estimated 7,200 (30/day avg.) telephone inquiries.

♦ Issued 370 zoning clearance letters.

♦ Processed 2 Mills Act Contracts.

♦ The Division also worked on several ongoing and recurring projects such as the Department’s web site, continuing budget challenges, and department monthly development highlights newsletter.

♦ Reviewed/responded to environmental documents prepared by other jurisdictions.

♦ The Draft Subsequent Initial Study Mitigated Negative Declaration for the Rose Glen Development Plan Project for 64 homes was circulated for public comment.

♦ Worked on an Economic Development Subsidy Report and an Operating Covenant Agreement between the City of Upland and Holliday Rock to provide a City Economic Development Subsidy for an additional 15-year term.

♦ Completed the design of a new neighborhood park on a city-owned property located on the northwest corner of 9th Street and Bodenhamer Street.

♦ Completed the design of the amended Downtown Upland Parklets Program located within Second Avenue between C Street and A Street and within 9th Street between First Avenue and Third Avenue.

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♦ Provided environmental review documents (Notice of Exemption) and assistance to Public Works on Citywide CIP projects.

♦ Assisted Code Enforcement Officers in maintaining and improving the quality of Upland’s neighborhoods by operating programs that ensure public compliance with the City's Municipal Code. Additionally, we responded to customer complaints of potential Municipal, Zoning, and Health and Safety Code violations and initiated fair and unbiased enforcement action to correct those violations and educate property owners to maintain code compliance.

♦ The Planning Division is working with regional agencies such as SBCTA, SCAG, Gold line Authority, and Caltrans to implement regional planning projects. Such projects include the San Bernardino County Transportation Agency’s (SBCTA) Metro Link Station Accessibility Project, the San Bernardino I-10 Freeway Corridor Improvement Project, and the Los Angeles and San Bernardino Inter-County Transit and Rail Connectivity Study.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

General Plan Amendments 1 0 4 3
Zone Change/Code Amendments 2 4 2 4
Specific Plan Reviews 1 0 1 0
Site Plan Reviews** 7 0 0 0
Design Reviews** 9 0 0 0
Development Plan Review 0 12 7 10
Sign Design Reviews*
51 49 43 45
Parcel Map/Tract Maps

6 2

3 5

Administrative Use Permits 5 12 14 13
Administrative Determinations 8 8 5 7
Environmental Impact Reports/Negative
Declarations 2 8 7 4
Temporary Use Permits 4 41 2 3
Special Event Permits 11 14 16 15
Appeals 0 0 0 0
*Sign Design Reviews separated from project Design Reviews in July 2016 **Site Plan Review and Design Review combined to become Development Plan Review in 2020-2021

BUILDING AND SAFETY

The Building Division ensures that the physical development of structures complies with building codes. This is accomplished by reviewing plans prior to construction and performing inspections during the construction process. The Building Division also reviews soil conditions, construction methods, and materials to ensure the health and safety of building occupants. The Division also conducts occupancy inspections for new businesses seeking establishment within the City. 106

The mission of the Division is to make sure buildings and sites in Upland are safe and habitable structures where people can live, work, and play. In cooperation with the Planning & Engineering Divisions and other agencies, our obligation is to enforce the intent of legally established codes and regulations without unnecessary impact on owners, builders, and designers. We strive to be proactive, creative, helpful, and responsive with an emphatic understanding of customer needs.

We encourage willing compliance through the promotion of public awareness and administer regulations in a thorough, fair, and unbiased manner.

The Building Division is responsible for the adoption and enforcement of the California Building Code, California Residential Code, California Electrical Code, California Plumbing Code, California Mechanical Code, California Energy Code, California Green Building Standards Code, and other State and Federal Construction Standards referenced in these state codes.

Enforcement of the minimum construction provisions cited in these model codes and referenced standards will establish requirements to safeguard the public health, safety, and general welfare of our residents. This is accomplished through structural strength, means of egress facilities, stability, sanitation, adequate lighting and ventilation, energy conservation, and the safety of life and property from fire and other hazards attributed to the building environment. Other areas of consideration for construction standards include safety provisions for fire fighters and emergency responders during emergency operations.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to facilitate the Building Division’s review and approval process through the implementation of online building plan check submittals.

♦ Improve record keeping and archiving of blueprints/plans by scanning existing plans and documents into a searchable database.

♦ Continue to take positive and effective action to prevent violations of existing building codes by coordinating activities with other affected departments and agencies; work closely with code enforcement to promote and improve the City's appearance; work collaboratively with outside agencies, such as the San Bernardino County Fire Department to utilize all tools and laws available to obtain compliance with the objectives of the City related to fire and life-safety issues.

♦ Promote training for inspectors to maintain effective construction inspections and to learn the latest minimum code provisions.

♦ Provide opportunities for inspectors to learn plan review techniques and cross train staff.

♦ Strive to improve communication with, and satisfaction of, the customers we serve while building a safe community for all our citizens.

♦ Continue to implement new software used for tracking of building permit activity and the calculation of building permit fees. The goal of the Division is to provide for more than 90% of plan check submittals to be online through the City’s website. 107

♦ Develop a Business License Inspection Program. Initially, this program will require all first- time and reinstatement of expired business license applicants operating in a commercial building or space within the City to have the Building and Safety Department inspect these premises prior to issuance of a business license. Key elements of fire and life-safety requirements reviewed with the applicant during this inspection include exiting, egress, emergency lighting, mechanical, electrical & plumbing appliances, and fixtures for code compliance and occupant safety.

♦ Issue permits online for minor construction projects. The types of permits that may be issued online include rooftop residential PV systems, water heaters, HVAC systems, re-roofing, plumbing sewer line, house re-piping, and other minor projects not requiring construction plans.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Using the new online permit application program (CSS Portal), the city is currently experiencing more than a 90 percent online submittal rate for all permit applications. With this high user rate and the implementation of construction plans submittal through the Portal, many basic permits (PV Systems, HVAC Change-out, Electric Panel Upgrade, Swimming Pools, etc.) are processed within 24 to 48 business hours. Additionally, the Building Division now offers the acceptance and review of building plans for major projects electronically, which significantly reduces the use of paper.

♦ The transition has proved educational as well as challenging and has highlighted needs in City permitting and plan check functions process changes, which are underway. Staff are now able to provide customer service at a higher technical level for outside clients and for other city agencies which are also starting to use the ENERGOV system. Challenges have included more demands on staff time during the ENERGOV transition as staff work to learn the system and adjust business practices to best meet customer needs. This also coincides with increasing complexity of building codes and the continuing high volume of construction activity in Upland. With this said, the Building Division is now on the cutting edge of how building departments, on a nationwide level, will be conducting business in the future.

♦ Refined counter hours to remain open from 8am-5pm and no longer closing for lunch to provide the best customer service and accessibility to the public.

♦ Reclassified the Building Inspector class to include multiple steps to include an entry level and senior level.

♦ Performed plan reviews within the 3 week turn-around time for more than 2,400 submitted permit applications. Of this total, approximately 1,900 applications were reviewed in 72 hours or less.

♦ Responded to approximately 18,140 (90/day avg.) phone inquiries.

♦ Conducted 99% of more than 3,250 inspections within 24 hours of request.

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♦ Through February 16, 2022, the Building and Safety Department has issued more than 1,650 construction permits. With more than 4 months remaining in the current fiscal year, the total number of permits processed may exceed 2,800.

♦ Implemented a Business License Inspection Program. Initially, this program required all first- time and reinstatement of expired business license applicants operating in a commercial building or space within the city to have the Building and Safety Department inspect these premises prior to issuance of a business license. Key elements of fire and life safety requirements reviewed with the applicant during this inspection include exiting, egress, emergency lighting and mechanical, electrical, and plumbing appliances, and fixtures for code compliance and occupant safety.

♦ Issued 591 permits for Photovoltaic Systems.

♦ Conducted 980 plan reviews to date.

♦ Conducted 3,520 inspections to date.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET
Inspections within 24 hours 99% 99% 99% 99%
Total number of inspections 10,700 8,200 7,200 7,500
Plan check turn-around time (business days) 4 weeks < 3 weeks < 3 weeks < 3 weeks Total number of plan checks 1,470 1,530 1,600 1,700
Total number of building permits issues 2,250 3,112 3,200 3,400 New commercial buildings 2 7 10 12
New residential buildings 180 130 120 130
New multi-family units 95 82 90 120

WEED ABATEMENT

The Weed Abatement Division is responsible for removing potential fire hazards, safety hazards, or public nuisances that may exist from extensive weed overgrowth and rubbish accumulations on public and private properties.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue the weed abatement program.

♦ Inspect 22,320 properties for possible violations.

♦ Assess and lien non-compliant properties (350 properties).

♦ Abate non-compliant properties (40 properties).
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♦ Resolve all violations as efficiently and effectively as possible.

♦ Continue searching for other avenues to notify residents and property owners of the Weed Abatement Program; currently utilizing the city website, marquee, water payment online screen, letters, notifications in the water bills, and linking a video to the website and other social media outlets.

♦ Continue conducting weed abatement workshops.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Inspected no properties as the program was on hold for FY 20-21.

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Properties Inspected 0 0 22,320 22,320
Properties Assessed/Liened 0 0 400 400
Notices Sent Out 0 0 400 400
Properties Abated (via contractor) 0 0 40 40

ECONOMIC DEVELOPMENT

The Economic Development Division is responsible for developing and administering fiscally sound programs to stimulate economic activity and enhance city revenues. The Economic Development Division will continue to implement the goals and objectives as stated within the adopted 5-year Economic Development Action Plan. A main activity is business attraction, retention, and expansion by promoting and assisting primary commercial districts in a manner that benefits the residents and general community. Economic Development is also responsible for management and administration of City-owned properties.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue to strengthen relationships with the County of San Bernardino Economic Development Agency and other regional agencies.

♦ Encourage economic growth by increasing public awareness of existing business and employment resources and/or services promoting job creation and retention.

♦ Continue to seek outside financial resources (i.e., Federal, State, or private grants/loans) in order to carry out economic development programs and/or activities.

♦ Continue to partner with the Upland Chamber of Commerce in providing essential business resources to the community.

♦ Continue to develop a citywide economic development marketing strategy and rebranding that will focus on business attraction and retention, using an economic development partner. 110

♦ Continue with the branding, promotion, and marketing of the city with materials.

♦ Continue to provide training and business assistance services through Upland’s Small Business Development Center.

♦ Continue to implement the approved Policy and Plan with Historic Downtown Upland (HDU) regarding receiving Parking and Business Improvement Area funds for the betterment of downtown to assist HDU’s efforts to enhance the economic vitality of the downtown.

♦ Continue to coordinate with the HDU board for promoting and marketing downtown Upland.

♦ Continue to efficiently manage 26 leases and one license agreement for City-owned properties.

♦ Monitor a License Agreement with San Antonio Regional Hospital to provide additional parking near the south ballfield within Memorial Park.

♦ Continue to assist in the facilitation of building, site reuse, and expansion opportunities while accommodating evolving retail trends.

♦ Continue to encourage the development of sustainable revenue-generating commercial, office, residential, and light industrial spaces while diversifying the community’s industrial base.

♦ Continue to support the Downtown Specific Plan, General Plan policies, and zoning code regulations that work to promote and encourage a mixture of pedestrian friendly retail, service, and mixed-use lifestyle land uses.

♦ Evaluate opportunities to assist new and existing businesses with permitting, land entitlement, and long-term business retention and development.

♦ Continue to support the City’s efforts to develop a green and sustainable program intended to increase the conservation of resources and reduce environmental impacts with an emphasis on energy, water, air quality, solid waste, land use, and transportation.

♦ Continue to fund and promote the Commercial Rehabilitation Program (CRP) and Business Assistance & Attraction Program (BAAP) for the Historic Downtown Façade Revitalization project area.

♦ Continue to create and promote small business support programs.

♦ Continue to implement the Downtown Beautification Program.

♦ Continue to implement the Downtown Upland Main Street Economic Recovery and Revitalization Project.

♦ Continue to implement business financial assistance programs.

111

♦ Continue to implement the goals and objectives in the 5-Year Economic Development Action Plan.

♦ Continue to create and prepare the Possessory Interest Report for submittal to the San Bernardino County Assessor’s Office on an annual basis in February.

♦ Continue to provide Economic Development Division updates to the Economic Development Committee on a quarterly basis.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Prepared and submitted the Possessory Interest Report to the San Bernardino County Assessor’s Office on February 10, 2022 for the period of January 2, 2021 to January 1, 2022.

♦ Coordinated for the design and preparation of the “Discover Upland” brochure for use at various trade show events to promote the City and for attracting businesses to Upland.

♦ In December 2021, staff attended the Innovative Commerce Serving Communities (ICSC) conference in Las Vegas to attract retailers and promote Upland opportunities.

♦ In January 2022, issued a Request for Proposal for the City-owned half-acre property at Washington Boulevard and 6th Street for the purchase and potential development of multi- family residential or senior housing.

♦ In January 2021, the City Council adopted a resolution approving the 5-Year Economic Development Action Plan as prepared by Tierra West Advisors. To date, staff has completed several accomplishments and made progress for each of the five recommendations presented as the highest priorities in the Action Plan.

♦ The City Council proclaimed November 22, 2021, as “Small Business Saturday” urging residents of our community and communities across the country to support small business on Small Business Saturday and throughout the year.

♦ Crestwood Communities purchased four City-owned parcels that are zoned single-family dwellings located at Euclid Avenue, south of the 210 Freeway. The developer constructed high-end single-family dwellings on each lot with move-ins scheduled for November 2021.

♦ Updated the Economic Development Division website to share helpful information and links on business resources, funding sources, and relief programs to assist businesses that have been impacted from the COVID-19 pandemic. Business resources include, the Small Business Administration (SBA), California Governor’s Office of Business and Economic Development (GO-Biz), California Association for Local Economic Development (CALED), San Bernardino County Economic Development Agency, and the Small Business Development Center (SBDC).

♦ Coordinated with the HDU board in promoting and marketing downtown Upland. 112

♦ Partnered with the Small Business Development Center (SBDC) with sharing online webinar Business Training Events and business assistance services on the City’s website.

♦ Met with the Economic Development Committee on a quarterly basis to discuss economic development projects, development highlights, and business attraction efforts.

♦ Met with the Upland Chamber of Commerce on a quarterly basis to discuss Chamber programs and to provide updates on City-wide projects, including new businesses.

♦ Identified available spaces for lease and properties for sale with in-house CoStar resource and assisted businesses with site selection assistance.

♦ Negotiated draft lease terms for one new cell tower facility proposed within San Antonio Park.

♦ Efficiently managed 26 leases and one license agreement for City-owned properties.

♦ Monitored a License Agreement with San Antonio Regional Hospital to provide additional parking near the south ballfield within Memorial Park.

♦ Promoted mixed-use development in Downtown.

♦ Managed the Upland Small Business Support Rent Recovery Program and assisted 24 businesses.

♦ Implemented the Downtown Upland Main Street Economic Recovery and Revitalization Project.

♦ Implemented the Comprehensive Downtown Beautification Program and coordinated for the upgrades and improvements to benches, trash receptacles, spire, kiosks, archway, and signage in the downtown.

♦ Prepared three Right of Entry Agreements for upgrade work to existing telecommunication facilities located in San Antonio Park and the Water Tanks site on 15th Street, and for temporary use of the Pacific Electric Bike Trail for renovation work at the old Mitchell’s Plumbing building in Downtown.

♦ Prepared Economic Development Division updates to the Economic Development Committee on a quarterly basis.

HOUSING

The mission of the Housing Division is to administer and implement the Low and Moderate Income Housing (LMIH ) program consistent with available resources. The Division can then provide for the development and implementation of housing programs to increase, improve, or preserve affordable housing within the City’s corporate limits for persons or families of low to moderate income.
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PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

HOUSING
HOUSING COORDINATOR 1.00 1.00 1.00 1.00 0.00

DEVELOPMENT SERVICES
SPECIALIST (LIMTED TERM) 0.00 0.00 0.00 1.00 0.00
TOTAL DIVISION 1.00 1.00 1.00 2.00 0.00

LOW AND MODERATE INCOME HOUSING PROGRAM

The Housing Division is responsible for the administration and implementation of the Low and Moderate Income Housing (LMIH) program consistent with available resources. It provides for the development and implementation of housing programs to increase, improve, or preserve affordable housing within the City’s limits for persons or families of low to moderate income.

FY 2022-23 GOALS AND OBJECTIVES

♦ Continue GRID partnership to complete 10 solar installation projects.

♦ Pursue the Developer Disposition Agreement (DDA) with Upland Community Housing Inc. (“UCHI”). Work cooperatively with UCHI for the construction of a 72-unit enhanced senior residential development (expansion of the “Coy Estes” senior housing apartments).

♦ Continue the process to develop the Washington Avenue & 1st and A Street sites as appropriate.

♦ Continue to work with City Ventures on the completion of the DDA and construction of the development of the 1st Ave properties.

♦ Continue to assist in marketing the County’s Home Weatherization Grant Program and the Neighborhood Stabilization Program, Building Industry Association - Housing Action Resource Trust Program, and California Department of Insurance - Earthquake Retrofit Loan Program.

♦ Continue to support financing homeless activities, i.e., the Permanent Local Housing Allocation Program.

♦ Prepare and submit the annual Housing Element activities report to HCD.

♦ Prepare and submit a HOME waiver for the after rehabilitation value limit for both the State HOME HIP/FTHB programs.

♦ Continue to assist with the marketing of all approved PACE programs.

♦ Consider new unsolicited housing proposals as appropriate or necessary.

♦ Create a new Accessory Dwelling Unit (ADU) financial assistance Program to assist with the creation of affordable housing units.
114

♦ Create a new program to financially assist non-profit organizations with predevelopment costs for 2+ new affordable residential units.

♦ Develop strategies to create additional affordable housing opportunities.

♦ Administer the City’s Mobile Home Park Rent Control Ordinance and prepare the Consumer Price Index letter for all mobile home parks on an annual basis and to begin the modification process of the Ordinance.
♦ Procure the audited calendar year-end financial statements for the three Housing Fund apartments.

♦ Provide monitoring oversight of 300 housing units.

♦ Prepare and complete the Low and Moderate Income Housing Fund report.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Completed two (2) solar installation projects through GRID partnership.

♦ Earned approximately a net $2.6 million from the efficient operation of the Sunset Ridge, Village, and Magnolia Colony Apartments.

♦ Conducted numerous meetings with the following nonprofit organizations; UCHI, Link Housing, Community Housing Works, and City Ventures, regarding affordable housing opportunities.

♦ Coordinated and received the biannual appraisal of Housing property assets with a value of $65,585,000.

♦ Received proposals for the Washington Avenue & 1st and A Street sites as appropriate.

♦ Assisted in marketing the County’s Home Weatherization Grant Program, Building Industry Association - Housing Action Resource Trust Program, and California Department of Insurance - Earthquake Retrofit Loan Program.

♦ Prepared and submitted the Annual Housing Element activities report to the Department of Housing and Community Development.

♦ Provided monitoring and oversight of 300 housing units.

♦ Administered the City’s Mobile Home Park Rent Control Ordinance and prepared to send the Consumer Price Index annual letter to all mobile home parks.

♦ Reconciled program loans related to the financial audit.

♦ Balanced the Housing rent revenue budget for FY 2021-22.

115

♦ Completed the Low and Moderate Income Housing Fund report for FY 2021-22.

HOME INVESTMENT PARTNERSHIP PROGRAM/ CALHOME/ PERMANENT

LOCAL HOUSING ALLOCATION PROGRAM

The Housing Division administers the State HOME/CALHOME Programs and the Permanent Local Housing Allocation (PLHA) program consistent with applicable federal and state rules and regulations, as well as City Council policies and directives to improve the City’s housing stock, promote home ownership, create additional affordable housing opportunities, and assist with the prevention of homelessness.

FY 2022-23 GOALS AND OBJECTIVES

♦ Implement the City’s State HOME and CalHome grant programs to finance approximately eight (8) new Housing Improvement Program (HIP), single-family - housing rehabilitation project loans and six (6) First Time Homebuyers Program loans.

♦ Continue to service the approximately $5.1 million State HOME and CalHome program loan portfolio.

♦ Continue to implement the new green building standards in the Housing Improvement Program.

♦ Update program manuals, as needed.

♦ Prepare and submit timely, all State HOME, CalHome and PLHA program HCD annual and quarterly financial and performance reporting documents.

♦ Recommence marketing strategies for HOME and CalHome grant programs through various advertising avenues.

♦ Calculate CalHome annual anticipated 5% service fee on Reuse Account as Housing revenue.

♦ Continue to use the City’s Permanent Local Housing Allocation (PLHA) fund allocation of $277,837 to be used for homeless prevention services.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Prepared and submitted quarterly reports to HCD for both the State HOME and CalHome programs.

♦ Successfully completed HCD’s annual review of both State HOME and CalHome program grants.

♦ Received 2 HOME loan payoffs, received 5 CalHome loan payoffs, and 2 partial interest/principal CalHome payment for FY 2021-22.

116

♦ Prepared and submitted another waiver for the Sales/Value limit (203b) to Housing and Community Development (HCD); continued discussions with the Department of Housing Community Development.

♦ Recorded CalHome annual anticipated 5% service fee on Reuse Account as Housing revenue.

♦ Prepared and submitted a CALHOME grant application to the California Department of Housing and Community Development for a five-year cycle funding award FY 2019-2024.

♦ Monitored the expenditure of the PLHA program annual funding of $277,837.

COMMUNITY DEVELOPMENT BLOCK GRANT

The Housing Division is responsible for administering the city’s annual CDBG Program consistent with applicable federal rules and regulations, as well as City Council policies and directives.

FY 2022-23 GOALS AND OBJECTIVES

♦ Implement the City’s $675,248 CDBG Funds/Program for FY 2022-23. To administer and monitor all sub-recipient CDBG contracts.

♦ Continue to provide Fair Housing and Landlord/Tenant Mediation services through the Inland Fair Housing and Mediation Board.

♦ Continue to implement the Business Assistance and Attraction Program (BAAP) to businesses located in the downtown area in order to promote new local jobs to persons of low to moderate income. Planning to fund 3 BAAP projects.

♦ Continue to implement the Commercial Rehabilitation Program (CRP) – Historic Downtown Revitalization façade improvements to preserve and beautify historical commercial corridors.

Planning to fund 5 CRP projects.

♦ Develop the annual CDBG Action Plan and file with HUD using the E-con planning suite.

♦ Prepare and submit timely to HUD all annual financial and performance reporting documents.

♦ Comply with all applicable HUD directives with respect to the operation of the CDBG program.

♦ Continue to participate in HUD trainings.

♦ Continue to implement the Emergency Repair Program (ERP). Assist up to 15 very low- income families with small-scale emergent code repairs to their owner-occupied, single-family homes or mobile homes.

♦ Continue to implement the City’s CARES Act CDBG Round 1 (CDBG-CV) and Round 3 (CDBG-CV3) [$873,743 in Funds/Program for FY 2021-22]. Continue to administer and monitor all sub-recipient CDBG-CV and CDBG-CV3 contracts. 117

♦ Continue to assist 7 non-profit organizations in providing public service programs to approximately 868 Upland residents.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Administered the City’s $1,301,051.83 CDBG program funding (inclusive of prior year’s carryovers).

♦ With assistance from the CDBG Committee and City Council, developed the City’s CDBG program and one year action plan for FY 2022-23.

♦ Administered and monitored all sub-recipient CDBG contracts.

♦ Conducted an introductory CDBG presentation to the newly appointed CDBG Committee members.

♦ Prepared and finalized the Action Plan for FY 2022-23.

♦ Prepared and submitted the year-end report (CAPER) for FY 2020-21 to HUD.

♦ Received CAPER FY 2020-21 approval letter from the Department of Housing and Urban Development (HUD).

♦ Provided Fair Housing and Landlord/Tenant Mediation services through the Inland Fair Housing and Mediation Board.

♦ Prepared and filed with HUD all required financial and performance reporting documents.

♦ Reviewed the goals of the current Analysis of Impediments to Fair Housing Choice with the Inland Fair Housing and Mediation Board.

♦ Funded the Business Assistance and Attraction Program (BAAP) projects of businesses located in the downtown area to promote new local jobs to persons of low to moderate income.

♦ Funded the Commercial Rehabilitation Program Historic Downtown Revitalization façade improvement projects to preserve and beautify historical commercial corridors.

♦ Assisted 18 very low-income owner-occupied households through the Emergency Repair Program (ERP).

♦ Participated in single audit process for FY 2020-21 CDBG funding.

♦ Administered and monitored all sub-recipient CDBG-CV and CDBG-CV3 contracts.

♦ Prepared and filed with HUD all required financial and performance reporting documents for CDBG-CV and CDBG-CV3.

118

SUCCESSOR AGENCY ADMINISTRATION

The Successor Agency Administration Division is responsible for the winding down of all former Upland Community Redevelopment Agency activities.

The mission is to successfully wind down all activities of the former Upland Community Redevelopment Agency.

FY 2022-23 GOALS AND OBJECTIVES

♦ Prepare the Recognized Obligation Payment Schedule (ROPS) when required and submit to the Department of Finance and the County Auditor-Controller’s Office.

♦ Prepare a DOF Prior Period Adjustment Report and submit the five (5) back up County reports and back up materials to the County Auditor-Controller’s Office.

♦ Continue to balance the Successor Agency budget for FY 2022-23.

FY 2021-22 MAJOR ACCOMPLISHMENTS

♦ Prepared the 2022-23 annual ROPS which was reviewed and approved by the Countywide Oversight Board, the Department of Finance, and the County Auditor-Controller.

♦ Attended one (1) Oversight Board meeting via Zoom.

♦ Prepared a DOF Prior Period Adjustment Report and submitted the five (5) back up County reports and back up materials to the County Auditor-Controller’s Office.

♦ Balanced the Successor Agency budget for FY 2021-22.
119

DEVELOPMENT SERVICES
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
2201 BUILDING AND SAFETY
Personnel 362,240$ 338,830$ 323,350$ 323,350$ 496,950$ Maintenance & Operations 488,280 614,250 874,250 915,250 1,061,950 Capital Outlay - - - - - TOTAL BUILDING AND SAFETY 850,520$ 953,080$ 1,197,600$ 1,238,600$ 1,558,900$ 2202 WEED ABATEMENT
Personnel 21,310$ 12,510$ 32,800$ 12,800$ -$ Maintenance & Operations 9,800 2,140 44,530 99,030 93,590 Capital Outlay - - - - - TOTAL WEED ABATEMENT 31,110$ 14,650$ 77,330$ 111,830$ 93,590$ 2203 ECONOMIC DEVELOPMENT
Personnel 106,410$ 82,220$ 104,590$ 104,590$ 110,180$ Maintenance & Operations 194,350 121,390 189,120 224,120 231,920 Capital Outlay - - - - - TOTAL ECONOMIC DEVELOPMENT 300,760$ 203,610$ 293,710$ 328,710$ 342,100$ 2204 PLANNING COMMISSION
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 12,200 13,880 19,150 19,150 20,650 Capital Outlay - - - - - TOTAL PLANNING COMMISSION 12,200$ 13,880$ 19,150$ 19,150$ 20,650$ 2205 PLANNING
Personnel 334,050$ 270,550$ 417,040$ 428,580$ 443,950$ Maintenance & Operations 277,640 306,160 274,920 323,920 138,320 Capital Outlay - - - - - TOTAL PLANNING 611,690$ 576,710$ 691,960$ 752,500$ 582,270$ 2207 SANTA FE DEPOT
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 27,700 12,000 8,000 8,000 6,000 Capital Outlay - - - - - TOTAL SANTA FE DEPOT 27,700$ 12,000$ 8,000$ 8,000$ 6,000$ 101 TOTAL GENERAL FUND
Personnel 824,010$ 704,110$ 877,780$ 869,320$ 1,051,080$ Maintenance & Operations 1,009,970 1,069,820 1,409,970 1,589,470 1,552,430 Capital Outlay - - - - - TOTAL GENERAL FUND 1,833,980$ 1,773,930$ 2,287,750$ 2,458,790$ 2,603,510$ 201 TOTAL HOUSING FUND
Personnel 731,090$ 732,460$ 624,310$ 633,460$ 627,230$ Maintenance & Operations 1,728,250 1,543,810 3,317,600 3,321,750 3,355,210 Capital Outlay - - - - - TOTAL HOUSING FUND 2,459,340$ 2,276,270$ 3,941,910$ 3,955,210$ 3,982,440$ 208 TOTAL HOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 305,870 119,230 760,000 760,000 355,000 Capital Outlay - - - - - TOTAL HOME PROGRAM FUND 305,870$ 119,230$ 760,000$ 760,000$ 355,000$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2022-23 PROPOSED BUDGET
120

DEVELOPMENT SERVICES
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
209 TOTAL CDBG FUND
Personnel 59,920$ 132,510$ 99,900$ 112,030$ 47,280$ Maintenance & Operations 307,770 727,390 1,169,170 1,708,080 748,920 Capital Outlay - 790 60,000 59,210 - Capital Improvement Projects - 4,110 97,790 95,890 - TOTAL CDBG FUND 367,690$ 864,800$ 1,426,860$ 1,975,210$ 796,200$ 210 TOTAL PARKING BUSINESS IMPROVEMENT AREA FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 81,690 42,360 52,980 74,730 88,500 Capital Outlay - 65,540 - - - Capital Improvement Projects 9,700 160 138,830 138,830 130,550 TOTAL PARKING & BUSINESS IMPROVEMEN 91,390$ 108,060$ 191,810$ 213,560$ 219,050$ 217 TOTAL OTHER GRANTS FUND
Personnel -$ 1,870$ -$ 143,690$ 125,900$ Maintenance & Operations 1,870 32,700 - 422,670 509,480 Capital Outlay - - - - - TOTAL OTHER GRANTS FUND 1,870$ 34,570$ -$ 566,360$ 635,380$ 222 TOTAL CALHOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 70,750 167,490 295,000 295,000 675,000 Capital Outlay - - - - - TOTAL CALHOME PROGRAM FUND 70,750$ 167,490$ 295,000$ 295,000$ 675,000$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel 9,940$ -$ -$ -$ -$ Maintenance & Operations - 119,910 - - - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT FUND 9,940$ 119,910$ -$ -$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ -$ 35,590$ 70,460$ Maintenance & Operations - - - 120,000 - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT FUND -$ -$ -$ 155,590$ 70,460$ 427 TOTAL ENERGY EFFICIENCY CAPITAL IMP PROJECT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 78,920 28,640 - - - Capital Outlay - - - - - TOTAL ENERGY EFFICIENCY CAPITAL IMP F 78,920$ 28,640$ -$ -$ -$ 805 TOTAL SUCCESSOR AGENCY FUND
Personnel 189,460$ 236,930$ 185,480$ 185,480$ 177,370$ Maintenance & Operations 755,560 692,220 3,189,150 3,190,480 3,192,280 Capital Outlay - - - - - TOTAL SUCCESSOR AGENCY FUND 945,020$ 929,150$ 3,374,630$ 3,375,960$ 3,369,650$

TOTAL DEVELOPMENT SERVICES
Personnel 1,814,420$ 1,807,880$ 1,787,470$ 1,979,570$ 2,099,320$ Maintenance & Operations 4,340,650 4,543,570 10,193,870 11,482,180 10,476,820 Capital Outlay - 66,330 60,000 59,210 - Capital Improvement Projects*9,700 4,270 236,620 234,720 130,550 TOTAL DEVELOPMENT SERVICES 6,164,770$ 6,422,050$ 12,277,960$ 13,755,680$ 12,706,690$ *For Capital Improvement Projects details, see the Capital Improvement Project section. 121

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 16,830$ 13,610$ 14,040$ 14,040$ 20,600$ 5111 Salaries - Full Time 1,009,320 1,060,110 1,222,930 1,369,430 1,482,260 5112 Salaries - Temporary/Part Time 79,250 80,860 97,360 82,330 41,370 5113 Overtime 21,160 21,590 21,500 21,500 23,500
5116 Fringe Benefits 236,990 244,950 302,300 346,830 372,870 5117 Retirement Contributions 108,300 120,300 129,340 145,440 158,720 5119 Unfunded Annual PERS Liability 342,570 266,460 - - - TOTAL PERSONNEL EXPENSES 1,814,420$ 1,807,880$ 1,787,470$ 1,979,570$ 2,099,320$

MAINTENANCE & OPERATIONS
5211 Postage 120$ 30$ 600$ 600$ 600$ 5212 Advertising 41,960 26,660 39,500 38,700 29,500 5213 Dues & Subscriptions 12,250 7,990 12,310 20,510 21,800 5215 Training/Conferences/Meetings 7,420 3,270 21,290 21,490 24,720 5216 Office Supplies 4,500 4,160 5,550 5,550 5,450 5217 Other Supplies/Materials 26,560 39,090 11,750 80,450 12,730 5218 Uniform Expense 1,800 1,220 1,000 1,000 1,000 5219 Permits/Licenses/Fee/Assessments 20 - 20 20 20 5220 Fuel Usage 4,110 2,700 4,200 4,540 4,500 5221 Mileage Reimbursement 380 120 750 1,050 400 5222 Print/Mail Charges 1,540 1,230 2,100 2,350 2,400 5223 Information Systems Charges 127,510 160,230 - - - 5224 Vehicle Charges 15,330 13,470 - - - 5225 Building Maint & Operations 27,700 12,000 - - - 5231 Office Equipment (Under 5,000)70 - 200 37,000 200 5232 Computer Equip. (Under $5000.)- 2,740 - - 100 5233 Other Equipment - - - 121,310 3,020 5234 Other Equipment Rental 2,250 - - - - 5241 Utilities - Electric 250 200 150 200 200 5243 Utilities - Telephone 1,470 1,190 1,850 1,480 4,000 5245 Maintenance - Building/Structure/Grounds 19,480 18,820 22,500 44,250 63,000 5248 Maintenance - Other 11,900 - - - - 5251 Legal Services 10,300 4,420 11,000 11,000 19,500 5252 Professional Services 932,550 777,820 934,630 1,215,360 914,520 5253 Contract Services 107,730 65,370 9,000 98,000 365,630 5255 Banking Services 11,230 21,220 4,000 43,000 44,100 5258 Other Services 408,530 789,740 2,701,210 3,129,660 2,416,800 5273 Workers Compensation Charges 108,310 119,760 - - - 5274 Unemployment Charges 8,730 4,030 - - - 5275 Long-term Disability Charges 8,720 7,790 - - - 5276 Liability Charges 161,110 152,020 - - - 5277 Loss Prevention Charges 8,930 7,780 - - - 5296 Pass-Thru Expense 71,300 97,780 - - - 5299 Prior Year Expenses 6,790 - - - - 5301 Grants - 67,860 - - - 5303 DDA/OPA 18,940 - - - - 5310 Forgivable Loans - 25,000 218,330 408,580 232,540 5314 HIP Loans - 111,160 200,000 200,000 345,000 5315 FRHB Loans 113,100 - 855,000 855,000 685,000 5424 Bond Principal Expense 533,720 556,920 2,966,770 2,966,770 3,134,065 5425 Bond Interest Expense 1,222,260 1,109,810 1,244,840 1,244,840 1,011,625 5601 FY Net Loan Activity 301,780 329,970 - - - 5701 Information Systems Allocation Charges - - 177,850 177,850 210,340 5702 Fleet - Maintenance & Repair Allocation - - 2,380 2,380 6,680 5703 Vehicle Acquisition Allocation - - - - - 5704 Building Maintenance & Operation Allocation - - 14,260 14,260 6,000 5705 Self Funded Liability Allocation - - 319,240 319,240 369,950

CITY OF UPLAND

DEVELOPMENT SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
122

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

CITY OF UPLAND

DEVELOPMENT SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
5706 OPEB & Employee Benefits Allocation - - 54,360 58,510 52,360 5707 PERS-UAL Allocation - - 357,230 357,230 489,070 TOTAL MAINTENANCE & OPERATIONS 4,340,650$ 4,543,570$ 10,193,870$ 11,482,180$ 10,476,820$

CAPITAL OUTLAY
5527 Buildings -$ -$ -$ -$ -$ 5528 Improvements Other Than Buildings - 66,330 60,000 59,210 - TOTAL CAPITAL OUTLAY -$ 66,330$ 60,000$ 59,210$ -$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects 9,700$ 4,270$ 236,620$ 234,720$ 130,550$ CAPITAL IMPROVEMENT PROJECTS 9,700$ 4,270$ 236,620$ 234,720$ 130,550$ TOTAL DEPARTMENT 6,164,770$ 6,422,050$ 12,277,960$ 13,755,680$ 12,706,690$ 123

FUND NO.101 201 208 209 210 217 222 229 805
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL HOUSING HOME

PROGRAM CDBG PBIA OTHER
GRANTS

CALHOME

PROGRAM ARPA SUCCESSOR
AGENCY
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 15,300$ 5,300$ -$ -$ -$ -$ -$ -$ -$ 20,600$ 5111 Salaries - Full Time 736,910 454,520 - 34,560 - 73,240 - 50,350 132,680 1,482,260 5112 Salaries - Temporary/Part Time 9,030 9,030 - - - 23,310 - - - 41,370 5113 Overtime 22,500 1,000 - - - - - - - 23,500 5116 Fringe Benefits 187,840 109,430 - 9,050 - 21,340 - 14,610 30,600 372,870 5117 Retirement Contributions 79,500 47,950 - 3,670 - 8,010 - 5,500 14,090 158,720 TOTAL PERSONNEL EXPENSES 1,051,080$ 627,230$ -$ 47,280$ -$ 125,900$ -$ 70,460$ 177,370$ 2,099,320$

MAINTENANCE & OPERATIONS
5211 Postage 500$ 100$ -$ -$ -$ -$ -$ -$ -$ 600$ 5212 Advertising 26,000 3,500 - - - - - - - 29,500 5213 Dues & Subscriptions 21,120 680 - - - - - - - 21,800 5215 Training/Conferences/Meetings 21,070 3,650 - - - - - - - 24,720 5216 Office Supplies 4,450 1,000 - - - - - - - 5,450 5217 Other Supplies/Materials 11,250 500 - - - 980 - - - 12,730 5218 Uniform Expense 1,000 - - - - - - - - 1,000 5219 Permits/Licenses/Fee/Assessments 20 - - - - - - - - 20 5220 Fuel Usage 4,500 - - - - - - - - 4,500 5221 Mileage Reimbursement 150 250 - - - - - - - 400 5222 Print/Mail Charges 2,150 250 - - - - - - - 2,400 5231 Office Equipment (Under 5,000)200 - - - - - - - - 200 5232 Computer Equip. (Under $5000.)- 100 - - - - - - - 100 5233 Other Equipment 2,520 500 - - - - - - - 3,020 5241 Utilities - Electric 200 - - - - - - - - 200 5243 Utilities - Telephone 1,500 2,500 - - - - - - - 4,000 5245 Maintenance - Building/Structure/Grounds 24,000 - - - 39,000 - - - - 63,000 5251 Legal Services - 15,000 - - - - - - 4,500 19,500 5252 Professional Services 506,000 318,400 - - - 77,500 - - 12,620 914,520 5253 Contract Services 54,000 700 - - - 300,000 - - 10,930 365,630 5255 Banking Services 40,000 - - - - - - - 4,100 44,100 5258 Other Services 114,740 1,605,180 - 516,380 49,500 131,000 - - - 2,416,800 5310 Forgivable Loans - - - 232,540 - - - - - 232,540 5314 HIP Loans - - 230,000 - - - 115,000 - - 345,000 5315 FRHB Loans - - 125,000 - - - 560,000 - - 685,000 5424 Bond Principal Expense - 654,065 - - - - - - 2,480,000 3,134,065 5425 Bond Interest Expense - 375,685 - - - - - - 635,940 1,011,625 5701 Information Systems Allocation Charges 165,570 44,770 - - - - - - - 210,340 5702 Fleet - Maintenance & Repair Allocation 6,680 - - - - - - - - 6,680 5703 Vehicle Acquisition Allocation - - - - - - - - - - 5704 Building Maintenance & Operation Allocation 6,000 - - - - - - - - 6,000 5705 Self Funded Liability Allocation 233,930 136,020 - - - - - - - 369,950 5706 OPEB & Employee Benefits Allocation 34,050 18,310 - - - - - - - 52,360 5707 PERS-UAL Allocation 270,830 174,050 - - - - - - 44,190 489,070 TOTAL MAINTENANCE & OPERATIONS 1,552,430$ 3,355,210$ 355,000$ 748,920$ 88,500$ 509,480$ 675,000$ -$ 3,192,280$ 10,476,820$

CAPITAL OUTLAY
5527 Buildings -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5528 Improvements Other Than Buildings - - - - - - - - - - TOTAL CAPITAL OUTLAY -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

DEVELOPMENT SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET
124

FUND NO.101 201 208 209 210 217 222 229 805
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL HOUSING HOME

PROGRAM CDBG PBIA OTHER
GRANTS

CALHOME

PROGRAM ARPA SUCCESSOR
AGENCY
2022-23

PROPOSED

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

DEVELOPMENT SERVICES DEPARTMENT
FY 2022-23 ANNUAL BUDGET

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ 130,550$ -$ -$ -$ -$ 130,550$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ -$ 130,550$ -$ -$ -$ -$ 130,550$ TOTAL DEPARTMENT 2,603,510$ 3,982,440$ 355,000$ 796,200$ 219,050$ 635,380$ 675,000$ 70,460$ 3,369,650$ 12,706,690$ 125

PROPOSED BUDGET
FY 2022-23
POLICE

POLICE DEPARTMENT City of Upland
Organizational Chart
Fiscal Year 2022-23
Records Specialists (5)
Senior Records Specialist
Homeless Services Coordinator
Admin Assistant- Homeless Services - PT
K-9 - Officers (2)
Records - Supervisor
Cadets (7)
Senior Accounting Technician
IMPACT - Officers (3)
PST - Rec/Pat
Reserve Police Officers (10)
School Resource Officer
Chaplains (8)
Dispatch - Supervisor
Dispatchers - FT (12)
Dispatchers - PT (5)
Motor Officers (3)
SIU - Officers (2)
Corporals (5)
Crime Analyst
Special Teams - Sergeant
Animal Services SupervisorTraffic Aide
IMPACT - Detective
Animal Services Officers (3)
Cadet (1) Patrol
Property Clerk - PTTraffic - Sergeant
SIU - Detectives (2)
Cadets (2) - Property/Evidence
Forensic Specialist
Police Officer - Personnel & Training/
Crime Prevention
PST - Training/Crime Prevention
Cadet - Admin/Training/ Crime Prevention
(1)
Explorers - Lead Advisor
Volunteers (VIPS) (10)
Operations Captain Administrative Services Captain Special Services Lieutenant Sergeants (6)Administrative Lieutenant (2)Internal Affairs Investigations Officers (37)Detective Bureau - Sergeant Code Enforcement Officers (4) PSTs (5)Detectives (6)
Senior Admin Assistant to the Chief of
Police
Chief of Police
126

MISSION STATEMENT
The mission of the Upland Police Department is to maintain public order following established ethical and constitutional guidelines in partnership with the community to provide a safe and peaceful environment for all.
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

EXPENSE

CLASSIFICATION
Personnel $ 18,095,780 $18,728,050 $16,885,920 $47,563,450 $18,195,840 Maintenance & Operations 5,871,180 6,260,830 11,695,330 12,138,660 10,303,880 Capital Outlay 57,290 266,150 1,135,150 1,994,500 1,424,860 TOTAL BUDGET $24,024,250 $25,255,030 $29,716,400 $61,696,610 $29,924,580 $-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
Police Department Expense Classification
Personnel Maintenance & Operations Capital Outlay
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

FUNDING SOURCES
GENERAL FUND $22,424,310 $23,385,930 $27,138,410 $57,896,570 $26,981,010 PUBLIC SAFETY AUGMENTATION 990,550 1,057,960 1,339,880 1,339,880 1,512,900 AIR QUALITY MANAGEMENT FUND - - - 17,160 -
FEDERAL GRANT-CARES ACT 333,530 5,200 - - -
AMERICAN RESCUE PLAN ACT - - - 947,000 117,200
GEN. CAPITAL IMPROVEMENTS - 228,810 - 32,490 -
GENERAL CAPITAL PROJECTS 10,420 - - - -
HOMELAND SECURITY GRANTS 22,940 28,340 - 32,400 -
PROPOSITION 30 - - 150,000 150,000 150,000
COPS 47,900 47,000 985,150 985,150 1,157,660
HOMELESS EMERGENCY AID PRG. 51,840 44,930 41,910 41,910 - OFFICE OF TRAFFIC SAFETY 130,100 124,940 49,730 242,730 5,810 OTHER PUBLIC SAFETY GRANTS 11,660 288,920 11,320 11,320 - OFFICE OF JUSTICE PROGRAMS - 41,500 - - -
ASSET FORFEITURE – STATE 1,000 1,500 - - -
TOTAL BUDGET $24,024,250 $25,255,030 $29,716,400 $61,696,610 $29,924,580 127

OPERATIONS DIVISION
The Operations Division provides direct law enforcement services to the community through the Patrol Division and Traffic Unit. The City of Upland is segmented into four patrol beats, each with one or two assigned patrol officers. Each shift includes a minimum of five officers and a field supervisor (Sergeant). The patrol officer’s primary responsibility is to respond to calls for service from the community. When not responding to these calls for service, patrol officers respond to high crime and traffic problem areas and use innovative solutions to tackle problems within these areas to bring peace and order to the citizens of Upland.

The Traffic Unit consists of four Traffic Officers, a Parking Aide, and one Sergeant. The traffic officer’s primary duties include traffic enforcement, traffic accident investigation, and grant- funded traffic activities such as Driving Under the Influence (DUI) checkpoints, DUI saturation patrols, directed traffic enforcement details, and distracted driver enforcement. The Parking Aide is responsible for parking enforcement throughout the city to include the designated Metrolink parking lots, downtown business district, and other areas within the city that have designated parking restrictions.

The School Resource Officer (SRO) is also assigned to the Operations Division and primarily works at Upland High School. The SRO is also responsible for all 14 schools within the school district.

Additionally, the Operations Division is responsible for the Police Service Technicians (PSTs) and the Reserve Officer Unit. There are currently four PSTs assigned to the Patrol Division who assist patrol operations by responding to calls that may not require an officer’s presence.

ADMINISTRATIVE SERVICES DIVISION
The Administrative Services Division oversees the administrative duties of the Department. It consists of the Investigations Unit which is tasked with investigating all major crimes and all crimes requiring special attention and/or lengthy investigation. In addition, the Special Teams, Special Investigations Unit (SIU), IMPACT, and K9 Teams are under this command. Any major active criminal investigations concerning vice and narcotics are the responsibility of SIU.

Conversely, the IMPACT Team is tasked with all “Quality of Life” concerns, which include assisting the homeless in finding shelter and taking enforcement action against criminal vagrants.

The investigations unit and special teams are assisted by Property and Evidence personnel for crime scene processing/photography and evidence storage. The Personnel and Training Officer, assigned to handle recruitment, training, and background investigations of all police department employee candidates, is also assigned to this division.

Other areas of responsibility include the Records Management operations of the Department, which includes Records personnel, Police Cadets, and the Investigations Administrative Assistant.

In addition, the Crime Prevention PST oversees community outreach, Neighborhood and Business Watch programs, and Fiscal Services (Budget, Grants, Facilities Maintenance, Purchasing, Accounts Payable, False Alarm Program, and Volunteer Program). 128

SPECIAL SERVICES UNIT
The Special Services Unit oversees any special projects and the Professional Standards Unit within the department. In addition, special projects include implementing new technology and making sure the department is consistent with new legal mandates. This consists of Code Enforcement, Animal Control, and the Professional Standards Office. The Code Enforcement Unit is responsible for maintaining the City's motto, "The City of Gracious Living." Code Enforcement Officers are tasked with the responsibility of protecting property values and eliminating blight through the enforcement of the City's Municipal Code. Animal Control handles any animal-related issue in the city to ensure public safety as it relates to animals and pets.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION
POLICE
CHIEF OF POLICE 1.00 1.00 1.00 1.00 1.00
POLICE CAPTAIN 2.00 2.00 2.00 2.00 2.00
POLICE LIUETENANT 4.00 4.00 3.00 3.00 3.00
POLICE SERGEANT 9.00 9.00 9.00 9.00 9.00
POLICE DETECTIVE 9.00 9.00 9.00 9.00 9.00
POLICE CORPORAL 0.00 0.00 5.00 5.00 5.00
POLICE OFFICER 50.00 50.00 49.00 49.00 39.00
CRIME ANALYST 1.00 1.00 1.00 1.00 1.00

EXECUTIVE ASSISTANT TO THE
CHIEF OF POLICE 1.00 1.00 1.00 0.00 0.00
FORENSIC SPECIALIST 1.00 1.00 1.00 1.00 1.00
SENIOR ACCOUNTING TECHNICIAN 0.00 0.00 1.00 1.00 1.00
ACCOUNTING TECHNICIAN 1.00 1.00 0.00 0.00 0.00

SENIOR ADMINISTRATIVE
ASSISTANT 0.00 0.00 0.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 0.00 0.00
POLICE DISPATCH SUPERVISOR 1.00 1.00 1.00 1.00 1.00
LEAD DISPATCHER 2.00 2.00 2.00 2.00 2.00
POLICE DISPATCHER II 10.00 10.00 10.00 10.00 10.00
POLICE RECORDS SUPERVISOR 1.00 1.00 1.00 1.00 1.00
SENIOR RECORDS SPECIALIST 0.00 0.00 0.00 1.00 1.00
POLICE RECORDS SPECIALIST II 5.00 5.00 5.00 5.00 5.00

HOMELESS SERVICES
COORDINATOR 0.00 0.00 1.00 1.00 0.00
HOMELESS COORDINATOR 0.00 1.00 0.00 0.00 0.00
TRAFFIC AIDE 0.00 0.00 0.00 1.00 1.00
POLICE SERVICES TECHNICIAN 6.00 6.00 6.00 7.00 7.00
ANIMAL SERVICES SUPERVISOR 1.00 1.00 1.00 1.00 1.00
ANIMAL SERVICES OFFICER 3.00 3.00 3.00 3.00 3.00
CODE ENFORCEMENT OFFICER 4.00 4.00 4.00 4.00 4.00
TOTAL DIVISIONS 113.00 114.00 117.00 119.00 108.00
FY 2022-23 GOALS AND OBJECTIVES
Commitment to community engagement:
♦Hold two Citizen Academies.
♦Increase social media following by 5% (Instagram, Nextdoor, Facebook, Twitter). 129

♦ Patrol and Code Enforcement are to continue to work with the Homeless Outreach Coordinator and Impact Team to improve the quality-of-life concerns with the members of the community.

♦ IMPACT Team consisting of two to four Officers to focus on specific on-going crime and quality of life issues, will continue their proactive work to reduce blight-related calls for service by 5% from last year and improve quality of life within Upland.

Reduce injury traffic collisions by 2%:

♦ Increase traffic enforcement.

♦ Focus Office of Traffic Safety Grant enforcement activities on collision reduction.

♦ Analyze the traffic safety index based on the relationship of traffic citations issued to the number of traffic collisions in a specific area. We will accomplish this goal with the use of the technology to include Omega Crime Analysis system, Stealth Stat, Radar Trailer, LIDAR and the new Computer Aided Dispatch Records Management System (CAD/RMS).

♦ Secure grant funding for 4 solar-powered vehicle speed feedback signs.

Reduce Group A crime by 2%:

♦ Increase computer forensic training to an additional detective.

♦ Streamline investigation process when dealing with ID Theft/Fraud Cases.

♦ Cross-train Detectives in handling different/multiple case assignments.

♦ Increase the number of license plate readers in the city to help solve additional crimes.

Improve employee wellness:

♦ Reduce sick time usage by 2%.

♦ Reduce worker’s compensation-related injuries by 2%.

♦ Encourage participation in Lifetime Fitness and Police Athletics by participating in Baker to Vegas Relay Race, Softball League, etc.

♦ Formulate and implement a Health and Safety Incentive program.

♦ Provide executive leadership and development training to all supervisors.

♦ Increase non-POST mandated training focused on risk management by 15% and include sworn and professional staff.
130

PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Number of Group A Crimes 2,743 2,522 2,375 2,600

Percentage compliance with POST and
STC requirements 100% 100% 100% 100%

Number of forensic computer and cell
phone examinations (approx. 12
personnel-hours per examination)
15 25 75 100

Total patrol calls 71,097 62,754 57,418 60,000

Number of injury traffic collisions 422 358 388 350

Citations 3,194 1,997 2,200 2,300

Number of Reserve volunteer hours 2,296 1,120 1,175 1.200

Number of VIPS volunteer hours 1,740 397 250 500

Number of Graffiti Reward Payments 2 1 3 3

Number of Intersections equipped with
automated license plate readers 4 4 8 12

Number of code enforcement cases
resolved 1,790 3,431 1,516 3,500

Code Enforcement Inspections 2,845 8,642 3,480 7,000

Notice of Vacate 62 8 5 5

Administrative Citations 92 28 43 30

Cases filed 8 8 2 4

Signs 1,050 1,815 1,600 1,800

Carts 125 107 128 125

Animals returned to the owner 16% 16% 18% 18%

Animals euthanized 10% 4.8% 8% 10%

FY 2021-22 MAJOR ACCOMPLISHMENTS

Quality of life Issues

Patrol/Investigations

♦ Field personnel focused attention on criminal vagrant matters, which resulted in a reduction in calls for service.

131

Special Teams – Special Investigations Unit (SIU)/ IMPACT

♦ Served 51 criminal search warrants.

♦ Made 60 Felony Arrests.

♦ Removed 18 Firearms removed from the streets.

♦ Participated in 6 Multi-Jurisdictional Sweeps.

♦ Identified 4 Burglary crews.

♦ Made 4 out of State Extraditions (Suspects returned to California for criminal prosecution).

♦ Upland IMPACT made 408 arrests.

♦ IMPACT placed 25 Individuals in shelters and/or were housed.

♦ Participated in 2 Alcohol Beverage Control Operations.

♦ Participated in 1 Tobacco Operation.

♦ Completed 281 Surveys on homeless individuals.

Code Enforcement

♦ Conducted joint compliance inspections with the IMPACT Team at eight properties including the Western Inn, Buffalo Inn, Bongiovanni, 200 block of Verdugo, 1700 block of Orangewood, 1100 block of O’Hara, 600 block of Euclid, and 1500 block of 13th.

♦ Partnered with the Special Investigations Unit in serving Inspection/Abatement warrants at different locations.

♦ Created educational video and brochure describing the Code Enforcement Process.

♦ Enforced the Sidewalk Vendor ordinance, created Sidewalk Vendor Citations, and hired one additional Code Enforcement Officer.

Animal Control

♦ Processed 222 Disposal requests.

♦ Received 1,127 Stray animals at the shelter.

♦ Reunited 181 Pets with their families.

♦ A total of 46 feral & stray cats were trapped, neutered, and released.

♦ Collected 469 deceased animals.
132

Operational Effectiveness

Patrol/Investigations

♦ Grants from the California Office of Traffic Safety (OTS) funded 1 message board with radar trailer, 2 LIDARS, 2 moving radars for patrol motorcycles, 30 rechargeable sequential flares, the Crossroads to SWITRS records reporting interface, and 4 “Ride To Live” motorcycle safety education courses (free to the public).

♦ Responded to 57,418 calls for service.

♦ Made 12,430 officer-initiated contacts.

♦ A total of 7,743 police reports taken.

♦ Over 2,531 suspects arrested.

♦ Dispatch processed 109,211 calls including approximately 27,872 9-1-1 calls.

♦ Assigned a Detective to the Ontario/Upland FBI Crimes Against Children Task Force.

♦ Solved 100% of the homicides that occurred in 2021.

♦ Restructured case assignment procedures to maximize the Investigations Division’s ability to investigate crimes.

♦ Conducted forensic examinations on over 100 cell phones.

♦ Purchased updated License Plate Reader cameras and installed them throughout the city to assist with investigations.

♦ Assigned a Police Services Technician to the Investigations Division.

♦ Mailed a Fraud Alert insert to all households in the community through the water bill to bring awareness and preventions tips to the community.

Evidence

♦ Replaced half of our aging refrigeration equipment.

♦ Purchased a new air-drying cabinet and fuming chamber to process evidence more safely and efficiently.

♦ Purchased updated photography equipment to improve the quality of our photographs at crime scenes.

♦ Coordinated with other agencies to conduct forensic analysis on all recovered firearms.

♦ Promoted the part-time Property Clerk to part-time Forensics Specialist. 133

K-9 Team

♦ A total of 66 deployments resulted in 14 surrenders and 3 bite apprehensions.

♦ Locating 22 narcotic stashes resulted in the seizure of narcotics.

♦ Participated in 24 deployments to assist regional agencies.

♦ Participated in 532 training hours.

♦ Made $550,000 illicit cash seizures.

♦ Saved countless hours of patrol time by using the K9 team for large searches.

Technology

♦ Purchased and implemented the Crossroads to SWITRS interface which streamlined the process of sending crash reports to the state and removed this burden from the records division.

♦ Continued the use of a tablet-based e-citation platform for the traffic unit. This enables officers to issue a ticket in 30-40% less time and the citations are automatically transferred to the court taking the burden from Records.

♦ Implemented interfaces between the CAD system and other law enforcement networks.

Community Engagement

♦ Substantially expanded the number of Department personnel able to post to social media to better communicate with the community.

♦ Utilized a car with the front half marked as a police car and the back half marked as a taxicab in the “Know Your Limit” campaign for DUI education.

♦ Completed 4 department tours for youth groups.

♦ Completed 90 weekly social media posts and 4 Crime Prevention through Environmental Design (CPTED) assessments at local businesses.

♦ Attended 3 neighborhood watch meetings.

♦ Hosted 1 Pizza with the Police Community Event.

♦ Hosted 1 Citizen’s Academy.

♦ Created social media accounts on Facebook, Instagram, and Twitter for IMPACT and SIU.

The teams regularly post their work on these outlets to keep the community informed.

134

Employee Development & Training

Firearms / Use of Force

♦ 3 Officers attended Firearms Instructor School.

♦ 6 Officers attended Basic Patrol Rifle Training.

♦ 4 Officers attended Defensive Tactics Instructor School.

♦ 1 Officer attended Use of Force/De-Escalation Perishable Skills Program.

♦ 2 Officers attended Riverside County Sheriff’s Pistol Red-Dot Transition Course.

♦ 3 Officers attended SWAT School.

♦ 41 Officers attended UPD’s Pistol Mounted Miniature Red-Dot Transition/Firearms Perishable Skills Program Course.

♦ 1 Officer attended Use of Force Perishable Skills Program Course.

Special Assignment / Career Advancement

♦ 1 Officer attended Drug Recognition Expert (DRE) Training.

♦ 5 Officers attended NHTSA Standardized Field Sobriety Testing (SFTS) Training.

♦ 5 Officers attended NHTSA Advanced Roadside Impairment Driving Enforcement (ARIDE) Training.

♦ 10 Officers attended CHP Street Racing & Modified Vehicle Enforcement Training.

♦ 2 Police Service Technicians attended National Standardized Child Passenger Safety Training.

Supervisory / Leadership (Sergeant and above)

♦ 2 Sergeants attended the Sherman Block Institute of Leadership (SLI).

♦ Sergeant attended Response to Non-Criminal Barricaded Training.

♦ Chief of Police attended Executive/Chief’s Seminar.

Professional Staff Development

♦ 3 Officers and 1 Sergeant attended Advanced Social Media for Law Enforcement Training.

135

Internal Department Training
♦Obtained POST approval to present 4-Hour Arrest and Control (PSP) classes. ♦Obtained POST approval to present AB392 Use of Force Update classes. ♦Conducted 7 Arrest and Control (PSP) Training classes. ♦Conducted 4 Patrol Rifle Qualifications.
♦Roll Call Training - Bias and Racial Profiling.
♦Roll Call Training - Human Trafficking.
♦Roll Call Training -Tactical Communication (PSP).
♦Roll Call Training – Coronavirus COVID-19.

Recruitment and Retention
♦Since July 1, 2021, UPD has received and reviewed 538 applicants for various positions within the department, such as Police Officer (Trainee, Pre-Service, Lateral, and Reserve), Police Dispatcher II, Police Cadet, Homeless Services Assistant, Animal Services Officer, Police Service Technician, Code Enforcement Officer, and Volunteer. ♦Since July 1, 2021, UPD has hired 35 applicants: 15 Police Officers, 1 Dispatch Supervisor, 5 Police Dispatchers, 3 Police Cadets, 3 Police Services Technicians, 1 Forensic Specialist, 1 Code Enforcement Officer, 1 Records Supervisor, 1 Homeless Services Assistant, 1 Traffic Aide, 2 Records Specialists, and 1 Senior Records Specialist.

Hiring Incentives
♦New Hire Signing Bonus for Police Officer Lateral ($7,500). ♦New Hire Signing Bonus for Police Officer Pre-Service ($5,000). ♦New Hire Signing bonus for Police Dispatcher II ($5,000). ♦New Hire Signing Bonus for Police Dispatcher I ($2,500). ♦Starting Cadet Pay increased to $17.89 per hour.

Brand Recognition / Recruiting
♦The social media team revamped the social media platform, establishing new posting guidelines and branding for department-related social media content. ♦Procured 2 UPD branded “Step and Repeat” banners for hiring booth, swear-in ceremonies, and public forums.
♦Procured UPD branded tablecloths for hiring booth.
136

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
3201 POLICE ADMINISTRATION
Personnel 1,283,820$ 1,331,110$ 1,522,870$ 1,525,910$ 2,063,970$ Maintenance & Operations 3,605,120 4,177,840 9,338,790 9,406,790 8,022,850 Capital Outlay 25,770 - - - - TOTAL POLICE ADMINISTRATION 4,914,710$ 5,508,950$ 10,861,660$ 10,932,700$ 10,086,820$ 3202 POLICE INVESTIGATIONS
Personnel 2,507,450$ 2,896,430$ 2,611,290$ 6,753,990$ 2,612,810$ Maintenance & Operations 271,220 217,310 281,830 287,490 263,740 Capital Outlay - - - - - TOTAL POLICE INVESTIGATIONS 2,778,670$ 3,113,740$ 2,893,120$ 7,041,480$ 2,876,550$ 3205/4501 ANIMAL CONTROL
Personnel 305,690$ 297,940$ 300,130$ 300,130$ 319,820$ Maintenance & Operations 300,650 289,000 392,080 394,580 405,910 Capital Outlay - - - - - TOTAL ANIMAL CONTROL 606,340$ 586,940$ 692,210$ 694,710$ 725,730$ 3211 POLICE PATROL
Personnel 12,129,650$ 12,666,420$ 10,631,860$ 37,012,130$ 11,311,360$ Maintenance & Operations 1,228,780 922,180 1,364,250 1,373,040 1,137,510 Capital Outlay 15,800 3,800 - 4,700 - TOTAL POLICE PATROL 13,374,230$ 13,592,400$ 11,996,110$ 38,389,870$ 12,448,870$ 3231 POLICE SPECIAL EVENTS & COMMUNITY OUTREACH
Personnel 8,570$ (120)$ 10,510$ 10,510$ 10,920$ Maintenance & Operations 1,430 1,950 7,150 7,150 9,750 Capital Outlay - - - - - TOTAL POLICE SPEC EVENTS & 10,000$ 1,830$ 17,660$ 17,660$ 20,670$

COMM OUTREACH
3232 POLICE RESERVES
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 670 1,460 6,300 6,300 6,780 Capital Outlay - - - - - TOTAL POLICE RESERVES 670$ 1,460$ 6,300$ 6,300$ 6,780$ 3233 CODE ENFORCEMENT
Personnel 419,670$ 349,770$ 370,900$ 370,900$ 364,060$ Maintenance & Operations 320,020 230,840 300,450 442,950 451,530 Capital Outlay - - - - - TOTAL CODE ENFORCEMENT 739,690$ 580,610$ 671,350$ 813,850$ 815,590$ 101 TOTAL GENERAL FUND
Personnel 16,654,850$ 17,541,550$ 15,447,560$ 45,973,570$ 16,682,940$ Maintenance & Operations 5,727,890 5,840,580 11,690,850 11,918,300 10,298,070 Capital Outlay 41,570 3,800 - 4,700 - TOTAL GENERAL FUND 22,424,310$ 23,385,930$ 27,138,410$ 57,896,570$ 26,981,010$ 203 TOTAL PUBLIC SAFETY AUGMENTATION FUND
Personnel 990,550$ 1,057,960$ 1,339,880$ 1,339,880$ 1,512,900$ Maintenance & Operations - - - - - Capital Outlay - - - - - TOTAL PUBLIC SAFETY AUGMENTATION FUND 990,550$ 1,057,960$ 1,339,880$ 1,339,880$ 1,512,900$ 211 TOTAL AIR QUALITY MANAGEMENT DISTRICT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - - - Capital Outlay - - - 17,160 - TOTAL PUBLIC SAFETY AUGMENTATION FUND -$ -$ -$ 17,160$ -$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel 272,870$ -$ -$ -$ -$ Maintenance & Operations 60,660 5,200 - - - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT FUND 333,530$ 5,200$ -$ -$ -$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2022-23 PROPOSED BUDGET
POLICE
137

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSEDPOLICE
229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - 142,000 - Capital Outlay - - - 805,000 117,200 TOTAL FEDERAL GRANT-CARES ACT FUND -$ -$ -$ 947,000$ 117,200$ 420 TOTAL GENERAL CAPITAL IMPROVEMENTS FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - - - Capital Outlay - 228,810 - 32,490 - TOTAL GENERAL CAPITAL IMPROVEMENTS FUND -$ 228,810$ -$ 32,490$ -$ 425 TOTAL GENERAL CAPITAL PROJECTS FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - - - - - Capital Outlay 10,420 - - - - TOTAL GENERAL CAPITAL PROJECTS FUND 10,420$ -$ -$ -$ -$ 2XX TOTAL POLICE GRANTS
Personnel 177,510$ 128,540$ 98,480$ 250,000$ -$ Maintenance & Operations 81,630 413,550 4,480 78,360 5,810 Capital Outlay 5,300 33,540 1,135,150 1,135,150 1,307,660 TOTAL POLICE GRANTS 264,440$ 575,630$ 1,238,110$ 1,463,510$ 1,313,470$ 2XX TOTAL ASSET FORFEITURE FUNDS
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 1,000 1,500 - - - Capital Outlay - - - - - TOTAL ASSET FORFEITURE FUNDS 1,000$ 1,500$ -$ -$ -$

TOTAL POLICE
Personnel 18,095,780$ 18,728,050$ 16,885,920$ 47,563,450$ 18,195,840$ Maintenance & Operations 5,871,180 6,260,830 11,695,330 12,138,660 10,303,880 Capital Outlay 57,290 266,150 1,135,150 1,994,500 1,424,860 TOTAL POLICE 24,024,250$ 25,255,030$ 29,716,400$ 61,696,610$ 29,924,580$ 138

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 74,730$ 73,800$ 70,120$ 70,120$ 75,000$ 5111 Salaries - Full Time 1,948,810 1,941,820 2,140,530 2,169,530 2,366,800 5112 Salaries - Temporary/Part Time 309,040 282,020 338,100 327,770 460,280 5113 Overtime 200,590 225,670 236,180 236,180 248,320 5114 Catastrophic Leave Pay 5,390 (8,740) - - - 5116 Fringe Benefits 488,660 495,950 675,460 681,560 738,950 5117 Retirement Contributions 210,870 219,500 225,510 226,750 258,740 5119 Unfunded Annual PERS Liability 570,900 690,600 - - - 5131 Salaries - Sworn Police 7,473,810 7,767,350 8,830,600 8,830,600 9,492,210 5133 Overtime - Sworn Police 1,144,980 1,115,100 1,184,480 1,336,000 1,186,920 5136 Fringe Benefits - Sworn Police 1,271,660 1,271,220 1,643,410 1,643,410 1,744,610 5137 Retirement Contributions - Sworn Police 1,285,210 1,297,530 1,541,530 1,541,530 1,624,010 5139 Unfunded Annual PERS Liab - Sworn 3,111,130 3,356,230 - 30,500,000 - TOTAL PERSONNEL EXPENSES 18,095,780$ 18,728,050$ 16,885,920$ 47,563,450$ 18,195,840$

MAINTENANCE & OPERATIONS
5211 Postage 930$ 290$ 1,250$ 1,250$ 1,250$ 5213 Dues & Subscriptions 85,980 58,580 59,550 63,170 71,340 5214 Training - POST - 278,040 - - - 5215 Training/Conferences/Meetings 72,940 97,550 161,360 153,250 162,480 5216 Office Supplies 12,680 14,710 16,700 16,700 18,010 5217 Other Supplies/Materials 119,610 96,920 159,260 160,270 180,210 5218 Uniform Expense 45,620 43,910 71,860 70,250 79,360 5219 Licences, Registration and Permits 320 5,120 - 5,000 5,000 5220 Fuel Usage 191,200 173,100 219,310 221,690 242,890 5221 Mileage Reimbursement 50 - - - - 5222 Print/Mail Charges 2,870 1,470 3,950 3,170 3,470 5223 Information Systems Charges 669,230 799,240 - - - 5224 Vehicle Charges 797,440 331,050 - - - 5225 Building Maint & Operations 260,390 366,030 - - - 5231 Office Equipment (Under 5,000)41,320 8,310 22,750 22,770 26,950 5232 Computer Equip (Under 5,000)9,800 4,250 500 5,780 5,750 5233 Other Equipment (Under 5,000)94,300 105,890 108,170 185,440 87,950 5234 Other Equipment Rental 50 540 1,700 2,260 2,500 5236 Rent 2,200 2,200 2,640 2,640 2,640 5241 Utilities - Electric 69,420 87,030 100,970 109,930 113,260 5242 Utilities - Gas 8,010 16,310 7,570 26,740 24,060 5243 Utilities - Telephone 70 110 - - - 5244 Utilities - Water - - - - 30,470 5245 Maintenance - Buildings/Structures/Grounds 460 - - - - 5246 Maintenance - Equipment 16,120 15,440 23,210 22,650 7,980 5247 Maintenance - Vehicle 30,620 38,960 10,000 10,000 10,000 5248 Maintenance - Other 570 - - - - 5251 Legal Services 165,700 204,680 193,470 348,470 352,630 5253 Contract Services 529,370 501,130 630,690 764,560 645,230 5254 Data Processing Services 2,200 - - - - 5255 Banking Services 2,420 2,240 3,100 3,350 3,400 5258 Other Services 361,500 394,990 443,970 485,060 460,460 5271 Insurance Premium - 1,020 - 910 1,350 5273 Workers Compensation Charges 829,840 1,065,950 - - - 5274 Unemployment Charges 66,980 35,930 - - - 5275 Long-term Disability Charges 66,860 69,300 - - - 5276 Liability Charges 1,234,310 1,353,010 - - - 5277 Loss Prevention Charges 68,420 69,210 - - - 5290 Late Charges 10 - - - -

CITY OF UPLAND

POLICE DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
139

OBJECT
CODE EXPENSE CLASSIFICATION 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

CITY OF UPLAND

POLICE DEPARTMENT
FY 2022-23 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
5294 Sponsor/Contribution/Donation 420 - - - - 5297 Other Expenses - - 200 200 200 5299 Prior Year Expenses - (5,390) - - - 5318 Prevention 5,100 9,480 - - - 5319 Navigation 5,850 14,230 - - - 5701 Information Systems Allocation Charges - - 1,032,800 1,032,800 1,359,210 5702 Fleet - Maintenance & Repair Allocation - - 336,790 336,790 317,900 5703 Vehicle Acquisition Allocation - - 423,900 423,900 145,000 5704 Building Maintenance & Operation Allocation - - 355,400 355,400 400,410 5705 Self Funded Liability Allocation - - 2,709,490 2,709,490 2,886,920 5706 OPEB & Employee Benefits Allocation - - 451,980 451,980 387,000 5707 PERS-UAL Allocation - - 4,142,790 4,142,790 2,268,600 TOTAL MAINTENANCE & OPERATIONS 5,871,180$ 6,260,830$ 11,695,330$ 12,138,660$ 10,303,880$

CAPITAL OUTLAY
5530 Machinery & Equipment 51,990$ 37,340$ 1,135,150$ 1,957,310$ 1,008,310$ 5531 Vehicles 5,300 228,810 - 37,190 416,550 TOTAL CAPITAL OUTLAY 57,290$ 266,150$ 1,135,150$ 1,994,500$ 1,424,860$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ -$ -$ TOTAL DEPARTMENT 24,024,250$ 25,255,030$ 29,716,400$ 61,696,610$ 29,924,580$ 140

FUND NO.101 203 215 216 218 229
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL PUBLIC
SAFETY PROP 30 COPS

ALLOCATION

OFFICE OF
TRAFFIC SAFETY ARPA 2022-23

PROPOSED

PERSONNEL EXPENSE
5110 Buy Backs 75,000$ -$ -$ -$ -$ -$ 75,000$ 5111 Salaries - Full Time 2,366,800 - - - - - 2,366,800 5112 Salaries - Temporary/Part Time 460,280 - - - - - 460,280 5113 Overtime 248,320 - - - - - 248,320 5116 Fringe Benefits 738,950 - - - - - 738,950 5117 Retirement Contributions 258,740 - - - - - 258,740 5131 Salaries - Sworn Police 8,437,920 1,054,290 - - - - 9,492,210 5133 Overtime - Sworn Police 1,098,440 88,480 - - - - 1,186,920 5136 Fringe Benefits - Sworn Police 1,551,280 193,330 - - - - 1,744,610 5137 Retirement Contributions - Sworn Police 1,447,210 176,800 - - - - 1,624,010 TOTAL PERSONNEL EXPENSES 16,682,940$ 1,512,900$ -$ -$ -$ -$ 18,195,840$

MAINTENANCE & OPERATIONS
5211 Postage 1,250$ -$ -$ -$ -$ -$ 1,250$ 5213 Dues & Subscriptions 71,340 - - - - - 71,340 5215 Training/Conferences/Meetings 160,890 - - - 1,590 - 162,480 5216 Office Supplies 18,010 - - - - - 18,010 5217 Other Supplies/Materials 178,060 - - - 2,150 - 180,210 5218 Uniform Expense 79,360 - - - - - 79,360 5219 Licences, Registration and Permits 5,000 - - - - - 5,000 5220 Fuel Usage 242,890 - - - - - 242,890 5222 Print/Mail Charges 3,470 - - - - - 3,470 5231 Office Equipment (Under 5,000)26,950 - - - - - 26,950 5232 Computer Equip (Under 5,000)5,750 - - - - - 5,750 5233 Other Equipment (Under 5,000)87,950 - - - - - 87,950 5234 Other Equipment Rental 2,500 - - - - - 2,500 5236 Rent 2,640 - - - - - 2,640 5241 Utilities - Electric 113,260 - - - - - 113,260 5242 Utilities - Gas 24,060 - - - - - 24,060 5244 Utilities - Water 30,470 - - - - - 30,470 5246 Maintenance - Equipment 7,980 - - - - - 7,980 5247 Maintenance - Vehicle 10,000 - - - - - 10,000 5251 Legal Services 352,630 - - - - - 352,630 5253 Contract Services 645,230 - - - - - 645,230 5255 Banking Services 3,400 - - - - - 3,400 5258 Other Services 458,390 - - - 2,070 - 460,460 5271 Insurance Premium 1,350 - - - - - 1,350

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

POLICE DEPARTMENT
FY 2022-23 ANNUAL BUDGET
141

FUND NO.101 203 215 216 218 229
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL PUBLIC
SAFETY PROP 30 COPS

ALLOCATION

OFFICE OF
TRAFFIC SAFETY ARPA 2022-23

PROPOSED

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

POLICE DEPARTMENT
FY 2022-23 ANNUAL BUDGET
5297 Other Expenses 200 - - - - - 200 5701 Information Systems Allocation Charges 1,359,210 - - - - - 1,359,210 5702 Fleet - Maintenance & Repair Allocation 317,900 - - - - - 317,900 5703 Vehicle Acquisition Allocation 145,000 - - - - - 145,000 5704 Building Maintenance & Operation Allocation 400,410 - - - - - 400,410 5705 Self Funded Liability Allocation 2,886,920 - - - - - 2,886,920 5706 OPEB & Employee Benefits Allocation 387,000 - - - - - 387,000 5707 PERS-UAL Allocation 2,268,600 - - - - - 2,268,600 TOTAL MAINTENANCE & OPERATIONS 10,298,070$ -$ -$ -$ 5,810$ -$ 10,303,880$

CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ 150,000$ 858,310$ -$ -$ 1,008,310$ 5531 Vehicles - - - 299,350 - 117,200 416,550 TOTAL CAPITAL OUTLAY -$ -$ 150,000$ 1,157,660$ -$ 117,200$ 1,424,860$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ -$ -$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ -$ -$ -$ -$ TOTAL DEPARTMENT 26,981,010$ 1,512,900$ 150,000$ 1,157,660$ 5,810$ 117,200$ 29,924,580$ 142

PROPOSED BUDGET
FY 2022-23

PUBLIC WORKS

PUBLIC WORKS
City of Upland
Organizational Chart
Fiscal Year 2022-23

Director of Public Works / City Engineer
Accounting
Technician
Operations
Manager
Senior
Administrative
Assistant
Utilities Manager
Environmental
Quality
Administrator
Engineering
Manager
Principal
Engineer
Maintenance
Supervisor
Fleet
Maintenance
Supervisor
Chief Water
Treatment
Operator
Management
Analyst (2)
(Water & Solid Waste)

GIS/CAD
Technician
Utility System
Supervisor
Associate
Engineer
Senior
Engineer
Assistant
Engineer (2)
Senior Water
Meter Technician
Assistant
Engineer (2)
Associate
Engineer
Engineering
Technician
Senior
Maintenance
Worker (3)
Facilities
Coordinator
Senior Equipment
Mechanic
Senior Water
Treatment
Operator (2)
Senior Utility
System Worker-
Water (2)
Senior Utility
System Worker-
Sewer
Senior Environ.

Control
Technician
Senior PW
Inspector (2)
Cross
Connection
Controll
Technician
Utility System
Worker-Water
(11)
Water Meter
Technician (2)
Customer
Service
Specialist I
Water
Treatment
Operator (3)
Equipment
Mechanic (2)
Inventory
Specialist
Facilities
Specialist (2)
Custodian (3)
Custodian-PT
Maintenance
Worker (10)
Maintenance
Worker-PT (5)
Utility System
Worker-
Sewer (6)
Administrative
Assistant (1)
Clerk-PT
143

MISSION STATEMENT

To preserve and enhance Upland’s resources for future generations; to be responsible custodians of the community’s infrastructure; and to provide responsive, courteous, and cost-effective customer care.

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

EXPENSE

CLASSIFICATION
Personnel $8,196,400 $8,703,130 $9,196,570 $9,207,540 $10,184,220 Maintenance & Operations 42,443,130 46,513,130 55,410,440 57,916,450 58,270,800 Capital Outlay 1,583,890 1,078,740 1,600,400 2,912,820 1,735,000 Capital Improvement Projects 4,884,540 11,049,320 43,590,740 42,823,680 37,324,790 TOTAL BUDGET $57,107,960 $67,344,320 $109,798,190 $112,860,490 $107,514,810

$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED
Public Works Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects

2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2021-22

AMENDED
2022-23

PROPOSED

FUNDING SOURCES
GENERAL FUND $6,559,490 $6,415,340 $7,205,290 $7,561,290 $8,663,390 GAS TAX 1,908,330 3,002,730 9,135,880 9,075,510 9,506,730 MEASURE I 546,840 1,641,420 6,631,740 6,660,870 2,399,460 ROAD MAINTENANCE REHAB - 40,070 1,420,510 1,432,340 952,830 OTHER GRANTS - - 225,070 225,070 - FEDERAL GRANT-CARES ACT 14,970 76,820 - - - AMERICAN RESCUE PLAN ACT - - - 1,423,000 2,934,360 GEN CAPITAL IMPROVEMENTS - 36,830 555,000 560,260 81,000 PARK ACQUISITION & DEV. 26,570 151,680 664,500 650,190 1,290,040 STORM DRAIN DEVELOPMENT 20,490 116,760 3,692,200 3,600,900 2,006,100 STREET & TRAFFIC FACILITY - 1,541,250 1,914,060 1,428,510 537,850 GENERAL CAPITAL PROJECTS 400,610 515,220 1,334,330 1,423,350 655,840 STREET & ALLEY REPAIRS 10,250 511,500 584,100 572,120 892,510 WATER UTILITY 22,094,390 26,908,090 45,162,860 45,900,100 44,263,700 SOLID WASTE UTILITY 13,329,270 14,408,090 15,113,800 15,175,620 15,819,440 SEWER UTILITY 9,849,710 9,795,880 13,353,490 13,506,340 15,066,320 FLEET MANAGEMENT 1,366,390 1,215,670 1,376,390 2,225,970 966,520 BUILDING MAINT & OPS 980,650 966,970 1,428,970 1,439,050 1,478,720 TOTAL BUDGET $57,107,960 $67,344,320 $109,798,190 $112,860,490 $107,514,810 144

PUBLIC WORKS

Public Works is committed to ensuring that the necessary public resources are available to meet the City’s General Plan growth objectives and to preserve the City’s public facilities for the community’s benefit.

Public Works is responsible for the maintenance and replacement of City streets, alleys, and right- of-way; parks and open spaces; City tree care; public buildings; transportation systems (traffic signal, signage, street lighting); storm drainage systems; National Pollution Discharge Elimination (NPDES) program compliance; water and recycled water operations and services; sewer operations and services & environmental compliance; and the management of solid waste collection, street sweeping and disposal services.

PERSONNEL
PERMANENT POSITIONS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

ADOPTED
2022-23

PROPOSED

GENERAL
FUND

ALLOCATION

PUBLIC WORKS - ADMINISTRATION

PUBLIC WORKS DIRECTOR/CITY
ENGINEER 1.00 1.00 1.00 1.00 0.05
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00 0.15
SENIOR ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.25 ADMINISTRATIVE ASSISTANT 0.00 1.00 1.00 1.00 0.25
PUBLIC WORKS – OPERATIONS
OPERATIONS MANAGER 1.00 1.00 1.00 1.00 0.72
MAINTENANCE SUPERVISOR 1.00 1.00 1.00 1.00 1.00
SENIOR MAINTENANCE WORKER 3.00 3.00 3.00 3.00 3.00
MAINTENANCE WORKER 10.00 10.00 10.00 11.00 9.20
FACILITIES COORDINATOR 1.00 1.00 1.00 1.00 0.00
FACILITIES SPECIALIST 1.50 1.50 2.00 2.00 0.00
CUSTODIAN 3.00 3.00 3.00 3.00 0.00
SENIOR EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00 0.00
EQUIPMENT MECHANIC 2.00 2.00 2.00 2.00 0.00
INVENTORY SPECIALIST 1.00 1.00 1.00 1.00 0.30
PUBLIC WORKS – CAPITAL PROJECTS
ENGINEERING MANAGER 1.00 1.00 1.00 1.00 0.30
SENIOR ENGINEER 1.00 1.00 1.00 1.00 0.10
ASSOCIATE ENGINEER 1.00 1.00 1.00 1.00 0.10
SENIOR PUBLIC WORKS INSPECTOR 2.00 2.00 2.00 2.00 0.60

CROSS CONNECTION CONTROL
TECHNICIAN 1.00 1.00 1.00 1.00 0.10
PUBLIC WORKS – TRAFFIC

ENGINEERING
PRINCIPAL ENGINEER 1.00 1.00 1.00 1.00 0.80
ASSISTANT ENGINEER 1.00 1.00 2.00 2.00 1.60
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00 0.80
TOTAL DIVISIONS 36.50 37.50 39.00 40.00 19.32

ENGINEERING - CAPITAL IMPROVEMENTS PROGRAM (CIP)

The CIP Engineering Division provides engineering, contract administration, and project management for all City capital improvement projects (Street, Traffic Signal, Street Lighting, 145

Storm Drain, Water, Sewer, Public Buildings, Recreation Facilities, etc.). The Division also serves as the liaison between the city and other regional transportation, flood management and local agencies on construction and engineering matters.

ENGINEERING - LAND DEVELOPMENT & TRANSPORTATION

The Land Development and Transportation Engineering Division is responsible for reviewing, placing development conditions of approval and overseeing the development of subdivision maps, public improvement plans, grading plans, and construction projects in accordance with the Upland Municipal Code, the Subdivision Map Act, San Bernardino County, State and Federal requirements to ensure new development complements the community.

The Transportation Division ensures the City's traffic circulation system is operating in a safe and efficient manner. This program also plans for growth-related needs for vehicles, bicycles, and pedestrians. This Division is also responsible for managing a contract for the maintenance, operation, and repair of the City’s traffic signals and flashing beacons, and the establishment of traffic control and management measures. Additionally, this Division manages the various permit parking areas within the city.

OPERATIONS

The Operations Division is responsible for maintaining and improving the city’s infrastructure, (streets, streetlights, traffic control measures, storm drainage, city trees and property, parks, streetscapes, signage, public buildings, fleet maintenance, replacement, etc.), to improve and enhance the aesthetics of our community.

Street Maintenance

The street maintenance program consists of the maintenance of City streets - 210 center lane miles, alleys – 37.5 miles, signage – 2,500, and public right-of-way to ensure safe conditions for motorists, bicyclists, and pedestrian travel. This includes maintenance of the storm water drainage collection system. This Division also assists with traffic control measures required for special events.

Sidewalk Repair/Maintenance

The concrete maintenance and repair program is responsible for the maintenance of sidewalks – 420 miles, curbs, gutters, and other concrete structures within the public right of way. This maintenance includes implementing short and long term corrective measures to provide a safe path of travel for pedestrians.

City Parkway Tree & Park Tree Maintenance

Operations manages a private landscape maintenance vendor contracted to perform routine tree trimming on approximately 31,500 City trees. Parkway and median tree trimming are performed on a grid trimming schedule, which provides tree trimming on a 7-year cycle. This method of trimming provides both a cost effective and equitable method and a systematic approach to 146

addressing City trees in our community. Included in the routine maintenance program is the removal of dead and/or severely deteriorated trees and their subsequent replanting. Tree maintenance services also includes all trees that are located within the City’s 13 parks.

City Parkway, Median, and City Property Maintenance

Operations manages a private landscape maintenance vendor contracted to perform routine landscape maintenance, weed abatement, and graffiti removal for City controlled properties. The city has 73.3 acres of parkway and median areas, and 25 acres of public trails that require routine maintenance. This includes the historical Euclid Avenue District that spans from our southernmost border (I-10) to the far northern border (24th Street), which encompasses our famous and historic Euclid Avenue Median Walking Trail and special Landmarks, like the Madonna of the Trail. This program ensures these properties are maintained in an aesthetically suitable manner to preserve appearance and the quality of life in the community.

City Park Maintenance

The city has approximately 217 acres of active recreational park grounds. The Operations Division is responsible for park, sports field, and park restroom facility maintenance and ensures the facilities are safe and clean for the community’s enjoyment.

Traffic Control Signage and Pavement Striping/Marking Maintenance

Operations is responsible for the maintenance and repair of all regulatory, warning, directional, and advisory signage in the city, as well as the pavement markings, to provide a safe and informative transportation system.

City Owned Street Light Maintenance

The city owns and maintains approximately 600 City streetlights throughout various areas of the city. The Operations Division is responsible for all maintenance and proper operations of these streetlights. This includes the replacement of street light knockdowns and LED light bulb replacements. A high percentage of City owned streetlights are located within the Colonies neighborhood area as well as the Downtown area.

Public Building Facility Maintenance

Operations is responsible for the maintenance and repair of 14 public buildings (Civic Center Complex, Senior Center, Police Department, Public Works, etc.), 12 park restrooms and 5 miscellaneous City facilities. Maintenance and repair of these facilities preserves the asset service life, and provides a safe, suitable environment for City personnel and the public to use for business, educational, or recreational activities.

Fleet Maintenance & City Vehicle Fueling Station

The Fleet Maintenance Division is responsible for providing cost effective preventive maintenance and repairs to all the city’s vehicles and equipment. This division is also responsible for 147

establishing life cycle costs of the fleet: design and specifications of new vehicles and equipment to best fit the needs of the using departments; procurement of vehicles and equipment through competitive bid process; and outfitting and placing new units into service. This division is also responsible for maintaining and modernization of the city’s fleet vehicles, equipment, fueling, and maintenance facility to stay in compliance with all State and Federal mandates.

In FY 2022-23 budget, the Fleet Maintenance Division will be in its seventh year of a fifteen-year vehicle replacement and modernization program. This program is designed to have a sustainable vehicle replacement program and to be fiscally responsible. This budget year will also include the final phase of the upgrading of the equipment and fuel management software to the city’s fueling facility.

Street Sweeping

Operations is responsible for managing the contract services provided by Burrtec Waste Industries, the city’s solid waste collection and disposal vendor. As part of their contracted responsibilities, Burrtec Waste Industries provides street sweeping services to the community. Residential and arterial streets are currently swept twice per month. Alleyways are swept once per month from February through October of each year.

Graffiti Abatement

Operations is responsible for managing the professional services contract with Graffiti Protective Coatings Inc (GPC), the city graffiti abatement vendor. As part of their contracted responsibilities, they respond to all calls for service regarding citywide reports of graffiti on public property. GPC promptly responds and removes all graffiti on all city owned walls, buildings, utility pedestals/boxes, park restrooms, traffic signal & street light poles, signs, and pavements. Removal technics typically include paint-over and/or pressure washing & sand blasting.

Metrolink Station Security

Operations is responsible for managing the professional services contract related to Metrolink Station public security. During FY 2021-22 the city established a three-year initial security contract with American Global Security.

FY 2022-23 GOALS AND OBJECTIVES

 Provide high quality, courteous, and prompt customer service.

 Provide reliable services to residents and businesses at a cost-effective rate.

 Pursue grant opportunities at the County, State, and Federal level.

 Ensure compliance with County, State and Federal regulations.

 Maintain city parks in a safe and aesthetically pleasing manner. 148

 Monitor and maintain city trees using a GIS based inventory program.

 Remove and replace dead trees and provide for their periodic care within the funding allocation.

 Meet and/or exceed the development review time schedules.

 Maintain the Metrolink Station and parking lots ensuring a safe clean environment for passengers.

 Maintain and preserve the city’s streets utilizing cost-effective pavement rehabilitation methods.

 Develop project conditions to meet regulatory requirements and mitigate project impacts protecting and preserving community values and quality of life.

 Provide quality plan check review to ensure conformance with city regulations and standards.

 Provide flexibility without compromising the development quality standards and requirements.

 Maintain proper operation of the City Traffic Signal system.

 Coordinate and partner with San Bernardino County Transportation Authority (SBCTA) for the construction of the following regionally significant projects:
o Interchange Improvements at Euclid Avenue & I-10 Freeway o Interchange Improvements at Monte Vista Avenue & I-10 Freeway o I-10 Corridor Express Lane Improvement Project
o Downtown Accessibility Improvements to include:
 Metrolink accessibility enhancements
 A pedestrian safety gate at Euclid Avenue
 A new Traffic Signal at the SP/PE Trail & Campus Avenue and  Trail improvements, to include a walking path and enhanced lighting from Euclid Avenue to Campus Avenue.

 Construct Street Improvements on:
o 14th Street, from Campus Avenue to Grove Avenue
o 17th Street, from San Antonio Avenue to Euclid Avenue o Alpine Street, Vernon Drive & Palm Avenue
o Arrow Highway, Benson Avenue to San Antonio Avenue
o Campus Avenue, 9th Street to Foothill Boulevard
o Grove Avenue, from Foothill Boulevard to 15th Street
o Mulberry Avenue, Foothill Boulevard to Pine Street

 Pavement Maintenance Treatment:
o Various residential streets throughout the city
149

 Purchase and replacement of 21 vehicles:
o 9 police department (4 administration, 4 patrol and 1 animal control) o 7 public works - operations (2 engineering, 3 inspection services, 1 street maintenance, and 1 fleet maintenance)
o 1 public works – water (1 administration)
o 1 public works - environmental
o 3 development services – building & safety
PERFORMANCE MEASUREMENTS 2019-20
ACTUAL
2020-21
ACTUAL
2021-22

PROJECTED
2022-23
TARGET

Repairs of streets and alleys (a) 1,500 1,500 1,750 1,800

Street miles swept twice per month 16,000 16,000 16,500 16,000

Street lights replaced/repaired 90 75 81 90

New and replaced street signs 130 100 500 500

Tree issues resolved (b) 8,500 8,000 8,500 9,000

Trees removed 630 300 250 200

Trees planted 200 300 300 300

Trees Trimmed 6,000 6,000 6,000 6,000

Park and bike trail issues resolved (c) 1,300 1,500 1,600 1,700

Automotive repairs 1,210 1,236 1,200 1,400

Claim Reports 95 100 350 400

Public Property Damage Reports 20 20 25 25

(a) Potholes, cracks, paving repairs due to waterline repairs. (b) Tree inspection, obstruction of sign/light, limb drop, branch damage, pest treatment, root damage, removal work and various prunning, excludes trimming/work performed by contractors. (c) Cleanup, graffiti removal, landscaping and irrigation, lighting replacement, restroom issues, fountain repair, playground repair, event setup, weed control, etc.

FY 2021-22 MAJOR ACCOMPLISHMENTS

 Maintained compliance with all regulatory agencies including the South Coast Air Quality Management District, California Integrated Waste Management Board, Regional Water Quality Control Board, and County of San Bernardino.

 Maintained compliance with all Federal, State, and local agencies’ regulations pertaining to the pre-treatment and disposal of non-domestic wastewater to the City’s sewer system.

 Participated in regional efforts to encourage oil recycling. 150