Upland City Council
June 12, 2023

Upland Mid-Management Employees
Association
7/1/23- 6/30/27
15 ARTICLE 23- HOLIDAYS- FLOATING HOLIDAYS

A. Official Holidays

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1) during holiday closure
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25) during holiday closure

Each official fixed holiday shall be ten (10) hours of time off with pay unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday. Employees who are assigned to the Police Department and who are assigned to a regular twelve (12) hour shift will be paid holiday pay in the amount of twelve (12) hours, otherwise holiday pay will be ten (10) hours of time off.

In order to be paid for an official fixed holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday falls on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be required to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for in the case where either holiday falls on a Sunday. In the case that either Christmas Day or New Year’s Day falls on a Sunday, it will be observed on the following Monday. Employees will receive compensation that will cover their absence from work from December 25th through January 1st. The employee must be an active employee of the City of Upland on the above dates to receive this holiday compensation.

Employees that are required to work, due to the nature of their job, during the holiday closure will observe the holidays on the actual day or as provided above when the holiday falls on a Friday, Saturday, or Sunday. Employees required to work during the holiday closure will receive a floating holiday contribution equal to the number of compensable hours provided to the employees that participated in the holiday closure. This amount will not exceed thirty (30) hours for an employee scheduled to work a ten (10) hour per day shift and thirty-six (36) hours for an employee assigned to work a twelve (12) hour per day shift.

Upland Mid-Management Employees
Association
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16 B. Floating Holiday Leave

Employees in the unit shall receive twenty (20) hours of Floating Holiday annually on January 1st. Floating holiday hours that are not used by December 31st will automatically be cashed out. The cash out will be paid in a separate check on an off-payroll week in January.

ARTICLE 24- EXECUTIVE LEAVE

Employees in the unit shall receive fifty (50) hours of executive leave annually. Executive Leave which is not used by December 31st will automatically be cashed out. The cash out will be paid in a separate check on an off-cycle payroll week in January.

ARTICLE 25 - SICK LEAVE

Employees in the unit earn sick leave at the rate of eight hours per month, up to a maximum accrual of 1250 hours. Employees may use up to twenty (20) hours of sick leave for personal necessity situations. Those situations include, but are not limited to: attending school activities for child, attending court for custody proceedings, divorce proceedings, or other personal legal issues, etc. No sick leave may be granted during the first thirty (30) days of employment with the City.

Annually, employees in the unit may request to convert a maximum of twenty (20) hours of sick leave to compensation if they have used less than forty (40) hours of sick leave between January 1st and November 30th of the prior calendar year.

Any employee who elects to covert accrued sick leave to compensation as provided for herein shall be limited to a maximum of twenty (20) hours per fiscal year of accrued sick leave to be converted, and in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451 -(a), must comply with the following:

 Any sick leave conversion request must be made in writing using the for m provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such sick leave. o For example: Employee requests to convert t wenty (20) hours of sick leave to compensation, the request must be in Human Resources by December 1, 2022, to be paid on the first pay period in June of 2023.  All sick leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources no later than December 1st of the calendar year prior to the conversion.  Employees who do not meet the requirement of using less than forty (40) hours of sick leave between January 1st and November 30th of the prior calendar year will not be eligible for the sick leave conversion.
 Employees who fail to submit a request by December 1 st of the calendar year prior to the conversion will not be eligible for sick leave converted to cash for

Upland Mid-Management Employees
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17 that calendar year.
 Payments for accrued sick leave conversion to cash shall be made by separate check by the first pay period in June.

ARTICLE 26- SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, one half (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of 625 hours; or

b. Retiring employees may use one half (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of 625 hours.

ARTICLE 27 - VACATION

Vacation shall accrue for employees based on the following schedule:

All employees may accrue vacation up to a maximum of five hundred (500) hours of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

ARTICLE 28- VACATION BUYBACK

In November of every year, Mid-Management employees may be paid in cash for unused vacation if they have used at least forty (40) hours of vacation during the preceding year.

The payment for vacation buyback will be tiered as follows:
 Employees who have less than six (6) years of service with the City, the maximum vacation buyback allowable is sixty (60) hours.
 Employees who have six (6) years or more of service with the City, the maximum vacation buyback allowable is one hundred (100) hours. Employees at this level must have eighty (80) hours of vacatio n accrual in their bank after the vacation buyback hours are paid.
o Example 1: Employee has two hundred (200) hours of vacation accruals and buys back one hundred (100) hours, one hundred (100) hours of vacation will remain in their accrual bank.
o Example 2: Employee has one hundred and twenty (120) hours of vacation 01 – 02 Years of service 80 Hours per year
03 – 05 Years of service 100 Hours per year
06 – 10 Years of service 140Hours per year
11 – 16 Years of service 160 Hours per year
17 + Years of service 180 Hours per year

Upland Mid-Management Employees
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18 accruals. The maximum vacation buyback they will be allowed is forty (40) hours to ensure a bank of eighty (80) hours remains.

Any employee who elects to convert accrued vacation leave to compen sation as provided for herein, shall be in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451 -1(a), must comply with the following:

 Any vacation leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such vacation leave. o For example: Employee requests to buy back twenty (20) hours of vacation leave, the request must be in Human Resources by December 1, 2022, to be paid on first pay period in November of 2023.
 All vacation leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources not later than December 1st of the calendar year prior to the conversion.  Employees who do not meet the requirement of using forty (40) hours of vacation leave between January 1st and December 31st of the prior calendar y ear will not be eligible for vacation buyback.
 Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for vacation leave converted to cash for that calendar year.
 Payments for accrued vacation leave conversion to cash shall be made by separate check by the first pay period in November.

ARTICLE 29 - BEREAVEMENT LEAVE

Employees may take up to five (5) days per occurrence (January 1 through December 31) with pay in the event of a death of a qualified family member. A qualified family member includes a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent in law. Adoptive relatives and step relatives shall count the same as relatives by birth. Notification of need for such leave must comply with the City's Administrative Policy on Sick Leave.

An employee will be eligible for this leave after they have completed thirty (30) days of employment with the City prior to the commencement of the leave.

The five (5) days of leave do not need to be taken consecutively; they can be used intermittently. If leave is used intermittently, it must be used within three (3) months of the family member’s date of death.

The City will consider a request for bereavement leave for the death of a member’s aunt or uncle on a case -by-case basis.

Upland Mid-Management Employees
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19 ARTICLE 30 – PARENTAL LEAVE

The City shall provide all employees within the bargaining unit with up to eighty (80) hours of paid leave for the birth, adoption or foster placement of a child as outlined below:

 This leave does not extend any time used under Family Medical Leave Act (FMLA) or California Family Rights Act (CFRA);
 Time taken by employees under this article will run concurrently with leave under FMLA or CFRA;  Employees must have completed six (6) months of full -time City service after July 1, 2023 to be eligible for the leave;
 Employees are eligible for the leave regardless of gender, marital status or sexual orientation of the parent;
 Employees who have adopted a child or had a foster child placed in their home are eligible if the child is age seventeen (17) years or younger;
 Employees may take this time consecutively or intermittently, but it must be used within one (1) year of the birth, adoption or fo ster placement of the child;
 Any additional time needed beyond the initial eighty (80) hours may be charged to sick leave, vacation, compensatory or floating holiday time;
 Employees must complete all leave paperwork required by the City and provide a copy to their supervisor and Human Resources at least one (1) week prior to taking the leave. Leave paperwork must require documentation to substantiate the request (i.e. birth certificate, foster placement agreement, etc.);
 In no case will an employee receive more than the eighty (80) hours of leave time within a twelve (12) month period, regardless of whether more than one (1) birth, adoption or foster care placement event occurs within the twelve (12) month period;
 City employees who are co -parents with another City employee, will each be allowed eighty (80) hours of paid parental leave.

This article will be effective July 1, 2023 and will not be retroactively applied. All life events (birth, adoption, or foster placement) must occur after July 1, 2023.

ARTICLE 31- QUARTERLY PERSONNEL REPORTS

The City agrees to provide on a quarterly basis, personnel reports to UMMEA which shall include names, classifications and all personnel actions (new hires, terminations, transfers, promotions) within the Unit. Home and mailing addresses if different, and all address changes will be provided of Association members, and the City will request a waiver from non-Association members to provide the information. Also, a notice and opt- out system will be jointly developed b y the City and Association for the disclosure of employee addresses.

ARTICLE 32- LAYOFF PROCEDURE

A. Statement of Intent - Whenever, in the judgment of the City Council, it becomes necessary to abolish any position of employment, the employee holding such position of employment may be laid off or demoted pursuant to the provisions of the City's policy.
1) In determining the order of layoff, a combination of factors shall be considered, including: qualifications, productivity, general performance, seniority with the City

Upland Mid-Management Employees
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20 of Upland, and seniority in job classification, and needs of the City. Variations from the order of layoffs and recall from layoff may occur when the City deems such variations appropriate under fiscal circumstances.

2) The factors the City Manager or designee, in his/her discretion, may use to determine layoff include the following:
a. An employee's last four performance evaluations, if any; b. Any history of employee commendations, awards, etc.; c. Any history of employee disciplinary action;
d. Attendance record, including tardiness and unexcused absences; e. Safety record, including personal injury and damage to city property; f. Probationary and temporary employees shall be laid off before a regular employee in the same classification;
g. Between two regular appointees in the same classification with similar skills, abilities, qualifications, merit and/or record, the employee with the lesser seniority in the classification shall be laid off first; h. Between two regular appointees in the same classification with equal seniority the employee with the lesser skills, abilities, qualifications, merit and/or record shall be laid off first;
i. Memoranda of Understanding (“MOU”) between the City and effected bargaining units.

B. Definitions

1) Layoff - A layoff is the involuntary separation or reduction of a regular status employee to a position in a lower classification, without fault of the employee.

Cause for Layoff:
a. If a function is to be discontinued, curtailed, mechanized, or operated by a different method.
b. Reorganization
c. Budget reduction
d. Termination or decrease in funds and/or materials for projects or programs. e. The mandatory reinstatement of an employee.

2) Classification - A classification is the bargaining unit position. A list of classifications within the Upland Mid Management Unit is included in "Exhibit B."

3) Job Series -A group of classifications similar with respect to the duties performed but different in terms of the nature and level of responsibilities performed. Each job series shall be included in "Attachment B."

4) Seniority-Seniority for the purpose of determining order of layoff shall be defined as total accumulated continuous time served in regular and probationary status in

Upland Mid-Management Employees
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21 the City classified service. Regular and probationary status does not include seasonal/temporary part-time, contract, and/or provisional employees.

Should it become necessary to lay off by seniority, those employees with the least service in the affected classification shall be laid off or demoted:
a. First by classification; and

b. Second, to displace an employee, by City Seniority, including time served on military leave of absence in the armed forces of the United States. In order to bump into a former or lower classification:

1. An employee must have more City Seniority than at least one of the incumbents in the affected class.

2. Employees bumping to a lower class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off.

When two or more employees have equal seniority, the layoff shall be made in accordance with the Merit System Rules and Regulations.

C. Notification - Employees to be laid off shall be given, whenever possible, 45 calendar days prior notice, but no less than 30 calendar days' notice. The UMMEA shall be provided with a copy of the affected classifications and seniority list by classification of all affected employees within bargaining unit at least 30 days prior to its effective date.

D. Order of Layoff - In each classification, employees shall be laid off according to employment status in the following order:
1) Seasonal/temporary part-time, contract, and/or provisional employees performing services similar to classifications affected by layoff shall be terminated before any reduction in the regular work force. Likewise, other grant-funded employees shall be terminated in affected classifications, in accordance with federal or state rules or guidelines governing such funding programs.

2) Probationary employees and employees holding interim positions, who have regular status in another classification, shall revert to their former classification in the City to determine layoff rights.

3) Regular employees subject to layoff shall be based on seniority of service within that classification. For example, the employee being laid off or displaced from a classification shall be the employee in the affected classification with the least amount of time served in the affected classification.

E. Layoff Procedure - The layoff procedure is intended to minimize the impact of staff reduction on City services and ensure that employees are treated fairly in the process of layoff. The procedure for lay off, once the number of positions to remain by

Upland Mid-Management Employees
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22 classification has been determined shall be as follows:
1) Except as otherwise provided herein, whenever there is a reduction in the work force, the appointing authority shall demote the affected employee to a vacancy, if any, in a lower class for which the employee is qualified. All persons so demoted shall have their names placed on the reemployment list for the higher class. 2) An employee affected by layoff shall have the right to displace an employee who has less City seniority in a lower classification in which the affected employee once had regular status.
3) If a classification title is changed due to a reclassification; the employee shall retain bumping rights to the previous classification and series. 4) Displaced employees are allowed to bump into positions that they have not previously held, provided that the position did not exist when the employee was appointed to the position from which they are laid off and the employee meets the minimum qualifications.
5) An employee is eligible to bump to a lower classification within job series in which he/she has achieved regular status. For example: Employee "A" is hired in as a Senior Engineer and achieves regular status; however, never worked as an Assistant Engineer. Employee "A" may bump employee "B" in the lower classification of Assistant Engineer, if Employee "A" has more City seniority. 6) Employees transferring or voluntarily demoting shall retain the same anniversary date as in their previous position for all purposes, including step advancement.

F. Reemployment Lists -The names of persons laid off or demoted in accordance with these rules shall be entered upon a reemployment list. Lists from different departments or at different times for the same class of position shall be combined into a single list.

Such list shall be used by the appointing authority when a vacancy arises in the same or lower class of position before employment is made from an eligible list.

G. Duration of Reemployment List - Names of persons laid off shall be carried on a reemployment list for twelve (12) months, except that the name of an individual reappointed to a regular position of the same class shall, upon reappointment, be dropped from the list. An individual who declines either a voluntary demotion or reemployment in a classification shall be dropped from that specific reemployment list.

Persons reemployed in a lower class, or on a temporary basis, shall be continued on the list for the higher class for a balance of the twelve (12)-month period. An individual appointed from a reemployment list may be required to successfully pass a reemployment physical examination provided at City expense.

H. Terms and Conditions of Reemployment- Reemployment from a reemployment list to a previously held class shall be at the same step held at the time of layoff and at the current salary of that class at the time of reemployment. In case of a voluntary demotion from a reemployment list, the employee so electing shall be paid at the highest step in the range for the lower class which does not represent an increase in salary from the salary which would have been effective had the employee been

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23 appointed to his/her previously held class; and in no case to exceed "top" step in the current salary range of the class to which the employee is appointed. Employees reappointed from a reemployment list shall be credited with, at the time of reappointment, all accrued benefits at the time of layoff which were not compensated for at the time of layoff, provided that such accrued benefits shall not exceed established maximum at the time of reappointment.

I. Retraining- The City will make reasonable efforts to provide retraining opportunities to laid-off employees that will qualify them in classifications not related to their former classification and will attempt to place said laid-off employees in vacant positions in the City for which they are qualified. During the twelve months following a layoff, laid-off employees shall be eligible to compete for in-house promotional examinations for positions for which they qualify.

ARTICLE 33- PREVAILING BENEFITS

Except as provided herein, all wages, hours and other terms and conditions of employment presently enjoyed by employees in the unit shall remain in full force and effect during the term of this MOU, unless mut ually agreed to by both parties.

ARTICLE 34-SAVINGS CLAUSE

Should any provision of this agreement or the application of such provision be rendered or declared invalid by any court action or by reason of any existing or subsequently enacted legislation, the City and UMMEA shall meet and confer immediately upon what constitutes an equivalent benefit to that which was determined to be unlawful. Such equivalent benefit will be implemented retroactive to the date the old benefit ceased.

The remaining parts or portions of the Agreement shall remain in full force and effect.

ARTICLE 35 - TERM OF AGREEMENT

Except where expressly stated otherwise herein, the City and UMMEA agree that the provisions of this MOU shall become effective on July 1, 2023 and shall expire on June 30, 2027.

ARTICLE 36 - ZIPPER CLAUSE

During the term of this Agreement, the parties agree that negotiations cannot commence on any subject unless the parties mutually agree.

ARTICLE 37 – STEP INCREASES
Step increases shall not be automatic but will be contingent on an annual Performance Appraisal. No step increase shall be made to exceed the maximum rate established for the position.

Employees receiving an overall rating on their Performance Appraisal of “Meets Standards” or “Excee ds Standards” shall receive merit increases within their base salary range, as provided for below:

Upland Mid-Management Employees
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24  Supervisors will provide employees with Performance Appraisal by the due date provided to them by Human Resources. If Human Resources receives the Performance Appraisal prior to or on the due date, they will process the Personnel Action form for the step increase.  Supervisors will provide employees with Performance Appraisal by the due date provide by Human Resources. Should the supervisor fail to complete the evaluation by the due date, they will have thirty (30) days from the due date provided by Hunan Resources to complete. During the thirty (30) day period, the employee shall not receive the merit increase until Human Resources receives the Performance Appraisal. Once received Human Resources will process the Personnel Action for the step increase effective the date the step increase was due.
 Should the supervisor fail to provide employee with a Performance Appraisal during the thirty (30) day period, the employee will notify Human Resources. Human Resources will confirm this information with the Department Head and will proceed to provide employee with their step increase retroactive to the date the Performance Appraisal was originally due.
 If the employee receives an overall rating of “Below Standards” the step may be denied or suspended for a maximum of three (3) months. Within the three (3) month period, the supervisor/manager must re - evaluate the employee. If the new evaluation indicates the employee overall rating is “Meets Standards” , the merit increase shall be granted, retroactive to the original merit increase date. If the employee is not re-evaluated within the three (3) month period, the employee shall be deemed to be meeting job standards and shall be granted the merit increase retroactive to the original merit increase date.

Appeal Process
An employee may appeal the content of the Performance Appraisal with an overall rating of “Below Standards” to the Department Head.

The Department Head will review the Performance Appraisal of the employee and any additional information the employee provides in support of the appeal. The Department Head will provide the employee with their decision in writing within thirty (30) calendar days of the information provided by the employee. The Department Head’s decision is final on the content and overall rating of the Performance Appraisal.

In the case where the employee reports directly to the Department Head, they may appeal to the City Manager. The City Manager’s decision on the content and overall rating of the Performance Appraisal is final.

Upland Mid-Management Employees
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25 CITY OF UPLAND

Michael Blay, City Manager

Date

Stephen Parker, Assistant City Manager

Date

Theresa Doyle, Deputy Director of Human
Resources/Risk Management

Date

UPLAND MID MANAGEMENT EMPLOYEES’ ASSOCIATION

Mary LaPlante, Labor Relations Representative

Date

Bob Critchfield, UMMEA President

Date

Joshua Winter, UMMEA Vice President

Date

Kirk Swanner, UMMEA Secretary

Date

Upland Mid-Management Employees
Association
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26 APPENDIX A
Classes included in the Mid-Management Unit:

Grade Classification Title
28 ANIMAL SERVICES SUPERVISOR
42 ASSISTANT ENGINEER
33 ASSISTANT PLANNER
48 ASSOCIATE ENGINEER
39 ASSOCIATE PLANNER
56 BUILDING OFFICIAL*
47 CHIEF WATER TREATMENT OPERATOR
38 CRIME AND INTELLIGENCE ANALYST
41 ECONOMIC DEVELOPMENT COORDINATOR
61 ENGINEERING MANAGER
58 ENVIRONMENTAL COMPLIANCE PROGRAM MANAGER
41 HOUSING COORDINATOR
54 HOUSING MANAGER
58 INFORMATION TECHNOLOLGY MANAGER
35 MANAGEMENT ANALYST I
39 MANAGEMENT ANALYST II
53 OPERATIONS MANAGER
40 OPERATIONS SUPERVISOR
58 PLANNING MANAGER
37 POLICE DISPATCH SUPERVISOR
31 POLICE RECORDS SUPERVISOR
58 PRINCIPAL ENGINEER
52 RECREATION AND COMMUNITY SERVICES MANAGER
37 RECREATION AND COMMUNITY SERVICES SUPERVISOR
42 REGULATORY COMPLIANCE SPECIALIST
54 SENIOR ENGINEER
45 SENIOR PLANNER
38 UTILITY BILLING AND CUSTOMER SERVICE SUPERVISOR 60 UTILITIES MANAGER
46 UTILITIES SUPERVISOR
* This position is currently inactive and will be reviewed for classification and compensation upon reactivation.

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27 APPENDIX B

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28

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29

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30

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31

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32

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33

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34

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35

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36

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37

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38

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39

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40

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41

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42

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43

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44

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45

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46

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47

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48

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

UPLAND, CALIFORNIA ADOPTING AN AMENDMENT TO THE

SALARY SCHEDULE FOR PART-TIME EMPLOYEES

WHEREAS, it is the policy of the City of Upland to compensate its employees in a fair and equitable manner for their efficient and faithful service; and

WHEREAS, the City would like to amend the part-time salary schedule to be consistent with salary range and hourly rate of the full-time employees.

NOW, THEREFORE, the City Council of the City of Upland hereby finds, determines, and resolves as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. The City Council hereby approves the amendment to the part- time salary schedule, attached hereto, and authorizes the Deputy Director of Human Resources/Risk Management to implement the salary schedule.

Section 3. The City Council finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 4. Certification. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 5. Effective Date. This Resolution shall become effective July 1, 2023.

PASSED, APPROVED and ADOPTED this 12th day of June, 2023.

Bill Velto, Mayor

I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 12th day of June, 2023, by the following vote:

Resolution No.

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

City of Upland
Part -Time
Salary Schedule Effective 06/25/2023
The following part-time hourly positions are associated with the full-time salary schedule.

Job Description Grade 1 2 3 4 5 6 ACCOUNTANT I 31 Hourly 29.20 30.66 32.19 33.80 35.49 37.27 ACCOUNTING TECHNICIAN 20 Hourly 22.25 23.37 24.54 25.76 27.05 28.40 ADMINISTRATIVE ASSISTANT 20 Hourly 22.25 23.37 24.54 25.76 27.05 28.40 BACKGROUND INVESTIGATOR 39 Hourly 33.88 35.58 37.36 39.22 41.18 43.24 CODE ENFORCMENT OFFICER 30 Hourly 28.49 29.91 31.41 32.98 34.63 36.36

COMMUNICATIONS INFORMATION
SPECIALIST 39 Hourly 33.88 35.58 37.36 39.22 41.18 43.24 CUSTODIAN 13 Hourly 18.72 19.66 20.64 21.67 22.76 23.89 CUSTOMER SERVICE SPECIALIST I 13 Hourly 18.72 19.66 20.64 21.67 22.76 23.89 CUSTOMER SERVICE SPECIALIST II 17 Hourly 20.67 21.70 22.78 23.92 25.12 26.37 DEVELOPMENT SRVS TECHNICIAN I 23 Hourly 23.97 25.16 26.42 27.74 29.13 30.59 ENGINEERING TECHNICIAN 33 Hourly 30.68 32.21 33.82 35.51 37.29 39.15 FORENSIC TECHNICIAN 35 Hourly 32.23 33.84 35.53 37.31 39.18 41.14 MAINTENANCE WORKER I 15 Hourly 19.67 20.65 21.69 22.77 23.91 25.10 OFFICE ASSISTANT 14 Hourly 18.28 19.19 20.15 21.16 22.21 23.33 PAYROLL TECHNICIAN 28 Hourly 27.11 28.47 29.89 31.39 32.96 34.61 POLICE DISPATCHER I 25 Hourly 25.18 26.44 27.76 29.15 30.60 32.13 POLICE DISPATCHER II 29 Hourly 27.79 29.18 30.64 32.17 33.78 35.47 POLICE RECORDS TECHNICIAN I 14 Hourly 19.19 20.15 21.16 22.21 23.33 24.49 POLICE RECORDS TECHNICIAN II 18 Hourly 21.18 22.24 23.35 24.52 25.75 27.03 POLICE SERGEANT 58 Hourly 56.87 59.72 62.70 65.84 69.13 72.59 POLICE SERVICE TECHNICIAN 23 Hourly 23.97 25.16 26.42 27.74 29.13 30.59 UTILITY WORKER I-WATER 22 Hourly 23.38 24.55 25.78 27.07 28.42 29.84 WATER TREATMENT OPERATOR I 29 Hourly 27.79 29.18 30.64 32.17 33.78 35.47 STEP

City of Upland
Part -Time
Salary Schedule Effective 06/25/2023
The following part-time hourly positions are associated with the full-time salary schedule.

Job Description Grade 1 2 3 4 5 6 STEP
The following part-time hourly positions are temporary or seasonal.

Job Description Grade 1 2 3 4 5 6 Clerk I 37PT Hourly 16.21 17.02
Household Hazardous Waste (HHW) Wo 56PT Hourly 16.82 17.68 18.56 19.49 20.45 Intern I 37PT Hourly 16.21 17.02
Intern II 44PT Hourly 15.75 16.55 17.37 18.25 Park Ranger 19 Hourly 20.68 21.71 22.80 23.94 25.13 26.39 Police Cadet 6 Hourly 15.75 16.54 17.36 18.23 19.14 Police Officer Trainee 31 Hourly 27.81 29.20 30.66 32.19 33.80 35.49 Recreation Leader 6 Hourly 15.75 16.54 17.36 18.23 19.14 Recreation Specialist 14 Hourly 18.28 19.19 20.15 21.16 22.21 23.33 Reserve Police Officer 44 Hourly 40.25 42.26 44.38 46.60 48.93 51.37 Shelter Attendant 63PT Hourly 18.04 18.95 19.89 20.88 21.93 STEP

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

UPLAND, CALIFORNIA ESTABLISHING THE

COMPENSATION AND BENEFIT PLAN FOR NON-

REPRESENTED/CONFIDENTIAL EMPLOYEES

WHEREAS, it is the policy of the City of Upland to compensate its employees in a fair and equitable manner for their efficient and faithful service; and

WHEREAS, the City desires to provide consistency between recently negotiated employee agreements, it is necessary to establish the Non- Represented/Confidential employees’ compensation and benefits plan. The compensation and benefits plan will be effective through June 30, 2023.

NOW, THEREFORE, the City Council of the City of Upland hereby finds, determines, and resolves as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. The City Council hereby approves the establishment of the Non- Represented/Confidential employees’ compensation and benefits plan, attached hereto, and authorizes the City Manager to execute the compensation and benefits plan.

Section 3. The City Council finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 4. Certification. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 5. Effective Date. This Resolution shall become effective July 1, 2022.

PASSED, APPROVED and ADOPTED this 12th day of June, 2023.

Bill Velto, Mayor

Resolution No.

Page

I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 12th day of June, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

THE CITY OF UPLAND

NON-REPRESENTED/CONFIDENTIAL UNIT

COMPENSATION AND BENEFIT PLAN

July 1, 20232 to June 30, 20263

TABLE OF CONTENTS
ARTICLE 1 - PURPOSE ....................................................................................... 4 ARTICLE 2 - MANAGEMENT RIGHTS ................................................................ 4 ARTICLE 3 - SALARIES ...................................................................................... 5 ARTICLE 4 - RETIREMENT BENEFITS .......................................................... 565 ARTICLE 5 - HEALTH INSURANCE- CAFETERIA PLAN ................................ 76 ARTICLE 6 - RETIREE HEALTH INSURANCE REIMBURSEMENT............... 898 ARTICLE 7 - RETIREE HEALTH SAVINGS ACCOUNTS ............................. 9109 ARTICLE 8 - LIFE INSURANCE .................................................................. 10119 ARTICLE 9 - LONG TERM DISABILITY INSURANCE ................................ 10110 ARTICLE 10 - DEFERRED COMPENSATION ............................................ 10110 ARTICLE 11 - TUITION REIMBURSEMENT ............................................... 11120 ARTICLE 12- EDUCATION/CERTIFICATION PAY ......................................... 121 ARTICLE 132 - LONGEVITY PAY ............................................................... 11142 ARTICLE 143 - PERFORMANCE APPRAISAL PAY .................................. 11143 ARTICLE 154 - MERITORIOUS PAY ........................................................... 12153 ARTICLE 165 - BILINGUAL PAY ................................................................ 12154 ARTICLE 17 – NOTARY PAY ............................................................................ 14 ARTICLE 187 – CELL PHONE ........................................................................ 154 ARTICLE 19876 - PREVENTATIVE HEALTH BENEFIT ............................. 13165 ARTICLE 201987 - HOLIDAYS - FLOATING HOLIDAYS ........................... 13165 ARTICLE 210198 - EXECUTIVE LEAVE ..................................................... 14176 ARTICLE 221019 - OVERTIME/COMPENSATORY TIME OFF ............................... 15187 ARTICLE 23210 - SICK LEAVE BUYBACK ................................................ 15187 ARTICLE 24321 - SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT1986

ARTICLE 25432 - VACATION .................................................................... 120197 ARTICLE 26543 - VACATION BUYBACK ................................................. 172019

ARTICLE 27654 - BEREAVEMENT LEAVE ................................................ 12108 ARTICLE 2876 – PARENTAL LEAVE ............................................................. 221 ARTICLE 29 – STEP INCREASES .................................................................... 22 ARTICLE 302865 - LAYOFFF PROCEDURE .............................................. 18233 ARTICLE 312976 - PREVAILING BENEFITS .............................................. 23277 ARTICLE 320287 - SAVINGS CLAUSE....................................................... 23277 ARTICLE 331298 -TERM OF AGREEMENT ................................................ 23287

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4 THE CITY OF UPLAND

NON-REPRESENTED/CONFIDENTIAL EMPLOYEES

COMPENSATION AND BENEFIT PLAN

ARTICLE 1 - PURPOSE

Non-represented/confidential employees are not represented by an employee organization.

This compensation and benefit plan document is intended as a comprehensive document to define and describe the amounts of compensation, benefits, hours and other terms and conditions of employment for non-
represented/confidential employees. Additional employment terms and conditions may be covered by existing ordinances, resolutions, policies, and practices of the City, as well as the Merit System Rules and Regulations presently in effect.

ARTICLE 2 - MANAGEMENT RIGHTS

The rights of the CITY include, but are not limited to the exclusive right to:

 Determine the mission of its constituent departments, commissions, and boards.  Set standards of service.
 Determine the procedure and standards for employment and promotion.  Direct its employees.
 Relieve its employees from duty because of lack of work or for other lawful reasons.  Maintain efficiency of government operations.
 Determine the methods, means and personnel by which government operations are to be conducted.
 Determine the content of job classifications.
 Take all necessary actions to carry out its mission in emergencies.  Exercise complete control and discretion over its organization and the technology of performing its work.
 To discharge, suspend, demote, reprimand, withhold salary increases or otherwise discipline employees for cause.
 To establish employee performance standards, including, but not limited to, quality and quantity standards and to require compliance.

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5 The City reserves the right to contract out any work it deems necessary in the interest of efficiency, economy, improved work product, or emergency.

ARTICLE 3 - SALARIES

Effective the first full pay period following MOU Following ratification of the Non-Represented/Confidential Compensation and Benefits Plan by the City Council:
a. all employees in this unit shall receive a four and one halffive percent (5%4.5%) COLA increase in base salary, effective June 25, 2023 b. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective, June 23, 2024
c. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective December 8, 2024
d. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective June 22, 2025
e. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective December 7, 2025
.

The salary schedule in Exhibit B of the City of Upland Compensation Plan and attached hereto as "Exhibit B."

A one-time lump sum Premium Payment in the amount of five thousandforty- five hundred dollars ($5,0004,500) per employee utilizing American Rescue Plan Act (ARPA) funding. The employee must be actively employed by the City during the time period of July 1, 2022 through June 30, 2023 and remain currently employed on the scheduled payment date. The payment will be distributed on a special payroll as soon as practical after approval by the City Council. The one-time distribution shall not be pensionable.

These payments will be pro-rated based on the number of months employees have been employed with the City during April 1, 2020, through March 31, 2021.

An employee who was hired after the 15th of the month will not receive credit for working that month for purposes of calculating the pro-rated lump sum payment.

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6  For Example, an employee hired on May 16, 2020, will receive a payment of $3,750 (10 months times $375).

Employees who have been on an unpaid leave of absence during this time will also have their lump sum payment pro-rated based on the period of unpaid leave of absence.

ARTICLE 4 - RETIREMENT BENEFITS

Pension Reform Act of 2013:

The parties agree that the provisions of AB 340 (The California Pension Reform Act of 2013) went into effect on January 1, 2013. In addition, if there is any other clean up or other retirement legislation which goes into effect during this MOU and if there are provisions of that legislation which, by law automatically goes into effect, it shall do so. Either party may request to negotiate over the impact of such subsequent legislation.

A. PEPRA Members:

Pursuant to the Act, for "new members" herein referred to as PEPRA (Public Employees' Pension Reform Act) members (as defined by the Act) who are employees hired after January 1, 2013, they will be hired pursuant to the 2% @ 62 retirement formula.

For PEPRA members (as defined by the Act) who are employees hired after January 1, 2013, final compensation will be based on the highest annual average compensation earnable during the three consecutive years of employment immediately preceding the effective date of his or her retirement.

For PEPRA members (as defined by the Act) hired after January 1, 2013, the employee shall pay the higher of the classic member contribution or one half of the total normal cost rate as defined by the Act as their employee retirement contribution.

B. Classic Employees - two groups:
1) Classic Employees hired on or before December 31,. 2019, Employees are provided with membership in the California Public Employees Retirement System (CalPERS), 2.5%@ 55 retirement formula. The employee will pay the eight percent (8%) CalPERS employee/member contribution. Classic Employees hired after January

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7 1, 2020, shall cost share with the City by contributing 1.4% of CalPERS employer contribution in addition to the 8% employee/member contribution.

The City contracts with CalPERS for the Single Highest Year Option and the 1959 Survivor Benefit, 3rd level. There is an employee cost of $2.00 per month for the 1959 Survivor Benefit.

The agreement between the City and CalPERS allows for the buy-back of time served by the employee in the Military as defined under Government Code Section 21024.

ARTICLE 5 - HEALTH INSURANCE- CAFETERIA PLAN

A. Cafeteria Plan - In accordance with "The City of Upland Cafeteria Plan", the Ccity provides a 125 Flexible Benefit Plan ("the Plan"). The regular and intended effect of the Plan, under current law, is to enable employees to receive benefits which may not be subject to either State or Federal income tax.

The details of Plan eligibility and operational requirements are set forth in the Plan documents. Once enrolled in a cafeteria distribution plan, employees will only be permitted to modify the plan on the same basis as changes are permitted in health insurance plans, that is, during open enrollment periods and when the employee's dependent status changesor change in life status (marriage, birth of child, divorce, etc.).

1) The City shall make a monthly contribution as set forth below to each eligible member of the unit to be used toward the Section 125 Cafeteria Plan. These funds shall only be used for qualified benefits as provided for in IRC Section 125.

2) All employees must enroll in one of the health programs unless they submit to the City proof of comparable health coverage.

3) Employees who fail to complete this requirement will be enrolled in the lowest cost health insurance plan the Ccity offers.

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8 4) Employees who meet the requirement shall be allowed to utilize their Section 125 Flexible Benefit Plan contributions for any of the other qualified benefits as provided for in IRC Section 125.

B. City Section 125 Benefit Contribution- The City will make available to each covered employee a monthly amount for benefits, as specified in this compensation and benefits plan.

1) Employees hired prior to March 1, 2016, will receive the maximum benefits contribution allocation:
a. Effective January 1, 20243 - $1,5501,400
b. Effective January 1, 2025 - $1,700
a. Effective January 1, 2026 - $1,900
b.c.
2) Employees hired on or after March 1, 2016, will receive the following contributions to the plan as follows: effective January 1, 2023, and thereafter.

• Employee Only The amount to cover the
lowest cost plans for
health dental and vision
100% of the amount to
cover the lowest cost
plans for health, dental,
vision (Kaiser HSA
excluded) The cost for
this coverage will not
exceed the amounts as
stated above.

• Employee plus one The amount to cover the
lowest cost plans for
health dental and vision
100% of the amount to
cover the lowest cost
plans for health, dental,
vision (Kaiser HSA
excluded) The cost for
this coverage will not
exceed the amounts as
Formatted: Font: 12 pt

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9 stated above.

• Family The maximum benefit
contribution allocation as
stated above for the plan
year.of $1,400

The employee must pay the difference between the City's contribution and the actual premium of the plan selected, if any. The City reserves the right to change medical carriers during the open enrollment period.

Employees may transfer unused Cafeteria Plan funds to the Deferred Compensation 457 Plan. No cash-in-lieu will be allowed effective January 1, 2020.

ARTICLE 6 - RETIREE HEALTH INSURANCE REIMBURSEMENT

A. The City shall contribute monthly on behalf of each retiree the amount set forth in the table below. An additional $45 per month allowance is provided for spouse if the spouse is covered under the retiree's insurance.

B. To be eligible for the retiree medical payments herein, an employee must retire from the City and purchase retiree medical insurance within 120 days from separation.

YEARS OF

SERVICE
City’s Monthly
Payment -
Retirees in PERS
Medical

RETIREE ONLY
City’s Monthly
Payment -Retirees in
PERS Medical

RETIREE PLUS
SPOUSE

City’s Monthly
Reimbursement-
Retirees in other
than PERS
Medical

10-14 years of
service
PERS statutory
minimum
PERS statutory
minimum
$72.57
15-19 years of
service
PERS statutory
minimum
$141.81 per month $96.81
20-24 years of
service
PERS statutory
minimum
$166.05 per month $121.05
25 + years of
service
$145.14 per
month
$190.14 per month $145.14

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1 0

The provisions of this article above shall only apply to employees hired on or before December 31, 2015. To be eligible for the retiree medical payments herein, an employee must retire from the City and purchase retiree medical insurance within 120 days from separation.

ARTICLE 7 - RETIREE HEALTH SAVINGS ACCOUNTS

Retirement Health Savings (RHS) accounts will be established and through ICMA which will be payable to the employee only upon service or disability retirement with the City of Upland. City contributions to the RHS accounts will be based upon years of service in accordance with the following schedule:

Years of Service Monthly City Contribution Yearly City
Contribution
5 to 9.99 $12.50 $150.00
10 to 14.99 $25.00 $300.00
15 to 19.99 $50.00 $600.00
20 to 24.99 $75.00 $900.00
25+ $100.00 $1,200.00

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11 ARTICLE 8 - LIFE INSURANCE

The City provides employees in this unit with group life insurance in an amount equal to one times (1x) their annual salary.

ARTICLE 9 - LONG TERM DISABILITY INSURANCE

The City assumes the full premium cost for the employee in the City designated long-term disability program. This benefit will pay 66 2/3% of base salary to a maximum of $5000 per month after 60 days (or use of all sick leave, whichever is later) to qualified members of this unit.

ARTICLE 10 - DEFERRED COMPENSATION

The City will contribute eight percent (8%) of base monthly salary to the City's deferred compensation plan on behalf of employees in the following classifications:
 Accounting Supervisor
 City Clerk
 Deputy Director of Human Resources/Risk Management
 Executive Assistant to the City Manager
 Finance Officer
 Human Resources Analyst I/II
 Deputy Director of Human Resources/Risk Managementr
 Senior Human Resources Analyst
This amount may also be used toward the employee's cafeteria options as defined in Article 57, Health Insurance - Cafeteria Plan.

The City will contribute four two hundred dollars ($400200) a month to the City’s deferred compensation plan on behalf of employees in the following classifications:

 Budget Coordinator
 Executive Assistant I

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12 ARTICLE 11 - TUITION REIMBURSEMENT

The City agrees to reimburse employees up to thirty-five hundred ($3,500) per employee, per fiscal year, as long as funds are available, for costs for tuition and textbooks incurred for job-related education. Such expenditure must enhance the furtherance of the City’s work or continuing educational goals.

Eligibility for reimbursement is contingent upon an approved course or seminar, completed with, where applicable, a grade of “C” or better or “pass” when taken on a pass/fail basis. Approval for reimbursement must be submitted first to the Department Head prior to the employee enrolling in the class or purchasing textbooks and related materials. Upon successful completion of the course(s), the employee must submit a request for reimbursement to Finance Division for processing.

Time spent toward educational, or area development shall not be considered as time actually worked and should not occur during regular work hours.

ARTICLE 12 – EDUCATION/CERTIFICATION PAY

A. Education:

The City agrees to pay additional compensation over an employee’s base salary for a job-related degree above the minimum requirements required of an employee’s position.

The degree must be related to the employee’s employment with the City. For example: The minimum degree qualification for Accounting Supervisor is education equivalent to a Bachelor’s Degree from an accredited college or university with major coursework in accounting, finance, business administration, or a related field. An employee who presents a Master’s Degree in Psychology would not be eligible for the Education Incentive Pay as the degree does not relate to their duties as Accounting Supervisor.

Education Incentive Pay will be paid per pay period in
accordance with the following schedule:

AA/AS 2.5% above base salary
BA/BS 5% above base salary
MA/MS 7.5% above base salary

B. Certification:

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13 The City agrees to pay additional compensation for certifications earned above and beyond those required at the time of hire, effective upon approval of this Compensation and Benefits Plan by City Council.

Eligible employees will receive two- and one-half percent (2.5%) for each certification listed in their assigned classification above and beyond those required at the time of hire, up to a maximum of five percent (5%).

Classification Eligible Certifications
Accounting Supervisor CPA (Certified Public Accountant) CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

Budget Coordinator CPA (Certified Public Accountant)
CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

City Clerk CMC (Certified Municipal Clerk)
CPMC (Certified Professional Municipal
Clerk)
MMC (Master Municipal Clerk)

Deputy Director of Human
Resources/Risk Management
PHR (Professional in Human Resources)
SPHR (Senior Professional in Human
Resources)
SHRM-CP (Certified Professional)
SHRM-SCP (Senior Certified Professional)
IPMA-CP (Public Sector Certificated
Professional)
ARM (Associate in Risk Management)
RIMS Certified Risk Management
Professional
Finance Officer CPA (Certified Public Accountant)
CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

Human Resources Analyst I/II PHR (Professional in Human Resources) SPHR (Senior Professional in Human
Resources)
SHRM-CP (Certified Professional)
SHRM-SCP (Senior Certified Professional)
IPMA-CP (Public Sector Certificated
Professional)
ARM (Associate in Risk Management)
RIMS Certified Risk Management
Professional

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14 ARTICLE 132 - LONGEVITY PAY

There are two categories of longevity pay.

Employees in the unit with ten (10) years or more of continuous City service will receive a two-and-one-half percent (2.5%) increase in base salary.

Employees in the unit with fifteen (15) years or more of continuous City service will receive a two-and-one-half percent (2.5%) increase in base salary.

Employees in the unit with twenty (20) years or more of continuous City service will receive a two-and-a-half percent (2.5%) increase in base salary.

These two categories are not mutually exclusive so an employee who meets the requirements of allboth categories of longevity pay may receive seven and half percent (7.5%) maximum.earn both the 2.0% and the 2.5% concurrently.

ARTICLE 143 - PERFORMANCE APPRAISAL PAY

The Performance Appraisal Pay connects individual achievement to organizational goals and provides incentives for performance.

Annually employees recommended by their Department Hhead and who have reached top step of their salary grade may be eligible for a up to five percent (5%) lump sum bonus with an overall “Exceeds Standards” on their Employee Performance Appraisal and Development Report. Department head recommendations will be submitted to the City Manager’s Office for review and approval. Recommendations will contain a copy of the employee’s Performance Appraisal and Development Report.

Payment of the Performance Appraisal Pay will be made in a lump sum payment on the first regularly scheduled payday after approval from the City Manager. This special compensation is considered compensable under the CalPERS guidelines for Classic members.

Annually Department Heads may recommend an additional step for employees who have not reached top step of their salary range and have received an overall “Exceeds Standards” on their Employee Performance Appraisal and Development Report.

ARTICLE 154 - MERITORIOUS PAY

It is recognized that certain employees will put forth extraordinary efforts and

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15 produce outstanding results for the City. It is desired to reward these individuals. An incentive pay method has been established to encourage all employees to utilize fully their capabilities on behalf of the City. Employees recommended by their department heads and approved by the City Manager may be granted a five percent (5%) increase in salary for a period of three (3) months, six (6) months, or one year. Department head recommendations will be submitted to the City Manager’s Office for review and approval.

Payment of meritorious pay will be made in a lump sum on the first regularly scheduled payday after approval form the City Manager. Recommendations will contain supporting documentation justifying the reasons for the pay.

ARTICLE 165 - BILINGUAL PAY

The City will provide compensation in the amount of one hundred dollars ($100) per month to those employees who as part of their regular duties are required to provide fluency in a second language. The payment for bilingual compensation will be made biweekly in the amount of forty-six dollars and fifteen cents ($46.15) for twenty-six (26) pay periods.

Employees must successfully complete a fluency examination administered by the Human Resources/Risk Management Office.

Bilingual pay will be for employees who speak Spanish or who speak any other language designated by the City Manager as critical to the functions of the City.

If it is determined by the employee’s Department Head that the skill is no longer needed, the Department Head shall notify the Human Resources/Risk Management Office in writing to cease the compensation. The compensation will cease the date Human Resources/Risk Management Office receives notification from the Department Head.

ARTICLE 17 – NOTARY PAY
The City will provide compensation in the amount of one hundred dollars ($100) per month to those employees in the unit designated by the City Manager to perform notary duties. The payment for notary duties will be made biweekly in the amount of forty-six dollars and fifteen cents ($46.15) for twenty-six (26) pay periods.

Employees receiving notary pay shall maintain their commission from the California Secretary of State. The City shall pay for the cost of necessary stamps, journals, supplies, and fees associated with State and/or County

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16 requirements, as applicable.

ARTICLE 18 – CELL PHONE

Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non-taxability of the benefits provided under this Section.

ARTICLE 196 - PREVENTATIVE HEALTH BENEFIT

Employees may be reimbursed up to two hundred and fifty dollard $250225 annually for the purchase of items, classes, memberships or programs which contribute to physical fitness. This reimbursement shall be made in June of each year. Items which will be considered acceptable for reimbursement are defined in the City's policy on Preventive Health Benefits.

ARTICLE 2017 - HOLIDAYS- FLOATING HOLIDAYS

A. Official Holidays

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1) during holiday closure
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25) during holiday closure

Each official fixed holiday shall be 10 hours unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as

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17 the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday.

In order to be paid for an official fixed holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday falls on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be required to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for in the case where either holiday falls on a Sunday. In the case that either Christmas Day or New Year’s Day falls on a Sunday, it will be observed on the following Monday. Employees will receive compensation that will cover their absence from work from December 25th through January 1st. The employee must be an active employee of the City of Uplandin a paid status on the above dates to receive this holiday compensation.

Employees that are required to work, due to the nature of their job, during the holiday closure will observe the holidays on the actual day or as provided above when the holiday falls on a Friday, Saturday, or Sunday. Employees required to work during the holiday closure will receive a floating holiday contribution equal to the number of compensable hours provided to the employees that participated in the holiday closure.

B. Floating Holiday Leave

Employees shall receive twenty (20) hours of Floating Holiday annually on January 1st. Floating holiday hours which that are not used by the first pay period in December will automatically be cashed out on the second pay periodpay date in January that covers the final pay period for in December.

ARTICLE 2118 - EXECUTIVE LEAVE

Employees in the following classifications shall receive sixty (60) hours of executive leave annually effective January 1:

 Accounting Supervisor
 City Clerk

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18  Deputy Director of Human Resources/Risk Management  Executive Assistant to the City Manager
 Finance Officer
 Human Resources Analyst I/II
 Deputy Director of Human Resources/Risk Managementr

ARTICLE 2219 - OVERTIME/COMPENSATORY TIME OFF

Employees in the following classifications are designed as non-exempt position under the Fair Labor Standards Act (FLSA) and are subject to applicable overtime laws:

 Budget Coordinator
 Executive Assistant I

Overtime shall be paid for time worked in excess of the employee’s designated work week at the rate of one and one-half (1 ½) times the basic rate. Paid vacation, sick leave and floating holiday during a work period is counted as hours worked for overtime purposes.

Employees may make a request to the Department Head to have overtime compensation in the form of compensatory time off. In the event of a conflict between the employee and the Department Head, the Department Head’s decision shall prevail.

Employees may not accrue more than 100 hours of compensatory time. Employees who have reached the accrual cap will automatically receive overtime pay until a reduction in the bank of hours to an amount below the maximum accrual is reached.

ARTICLE 230 - SICK LEAVE BUYBACK

Employees earn sick leave at the rate of eight (8) hours per month, up to a maximum accrual of twelve hundred and fifty (1250) hours. Employees may use up to twenty (20) hours of sick leave for personal necessity situations. Those situations include, but are not limited to: attending school activities for child, attending court for custody proceedings, divorce proceedings, or other personal legal issues, etc.

No sick leave may be granted during the first thirty (30) days of employment with the City.

Annually, employees may request to convert a maximum of twenty (20) hours of sick leave to compensation if they have used less than forty (40)

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19 hours of sick leave between January 1st and November 30thDecember 31st calendar year.

Any employee who elects to covert accrued sick leave to compensat ion as provided for herein shall be limited to a maximum of twenty (20) hours per fiscal year of accrued sick leave to be converted, and in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451 - (a), must comply with the following:

 Any sick leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such sick leave.
o For example: Employee requests to convert twenty (20) hours of sick leave to compensation, the request must be in Human Resources by December 1, 2022, to be paid on the first pay period in June of 2023.
 All sick leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources no later than December 1st of the calendar year prior to the conversion.
 Employees who do not meet the requirement of using less than forty (40) hours of sick leave between January 1st and November 30thDecember 31st of the prior calendar year will not be eligible for the sick leave conversion.
 Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for sick leave converted to cash for that calendar year.
 Payments for accrued sick leave conversion to cash shall be made by separate check by the first pay period in June.

ARTICLE 241 - SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, fifty percent (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of

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20 625 hours.

b. Retiring employees may use fifty percent (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of 625 hours.

ARTICLE 252 - VACATION

Vacation shall accrue for employees based on the following schedule:

All
Eemployees may accrue vacation up to a maximum of three (3) years of entitlementfive hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

ARTICLE 263 - VACATION BUYBACK

In NovemberDecember of every year, employees may be paid in cash for unused vacation if they have used at least forty (40) hours of vacation during the preceding year.

The payment for vacation buyback will be tiered as follows:
 Employees who have less than six (6) years of service with the City, the maximum vacation buyback allowable is sixty (60) hours.  Employees who have six (6) years or more of service with the City, the maximum vacation buyback allowable is one hundred (100) hours.

Employees at this level must have eighty (80) hours of vacation accrual in their bank after the vacation buyback hours are paid. o Example 1: Employee has two hundred (200) hours of vacation accruals and buys back one hundred (100) hours, one hundred (100) hours of vacation will remain in their accrual bank. o Example 2: Employee has one hundred and twenty (120) hours of vacation accruals. The maximum vacation buyback they will be 01 – 02 Years of service 80 Hours per year
03 – 05 Years of service 10096 Hours per year
06 – 10 Years of service 140128 Hours per year
11 – 16 Years of service 160136 Hours per year
17 + Years of service One additional day (8 hours) per year, up to a maximum of 176 hours per year180 Hours
per year

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21 allowed is forty (40) hours to ensure a bank of eighty (80) hours remains.

Any employee who elects to convert accrued vacation leave to compensation as provided for herein, shall be in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451-1(a), must comply with the following:

 Any vacation leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such vacation leave.
o For example: Employee requests to buyback twenty (20) hours of vacation leave, the request must be in Human Resources by December 1st, 2022, to be paid on the first pay period in June of 2023 or on the first pay period in December of 2023November.  All vacation leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources not later than December 1st of the calendar year prior to the conversion.
 Employees who do not meet the requirement of using forty (40) hours of vacation leave between January 1st and November 30thDecember 31st of the prior calendar year will not be eligible for vacation buyback.  Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for vacation leave converted to cash for that calendar year.
 Payments for accrued vacation leave conversion to cash shall be made by separate check by the first pay period in November December.

ARTICLE 274 - BEREAVEMENT LEAVE

Employees may take up to 30 hours five (5) days per occurrence (January 1 through December 31) with pay in the event of a death of a qualified family member. A qualified family member includes a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law.the following: mother, father, grandfather, grandmother, brother, sister, spouse, child, grandchild, and employee spouse's father, mother, grandfather, grandmother, brother, sister and any relative who has resided with the employee for at least one year.

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22 Adoptive relatives and step relatives shall count the same as relatives by birth.

Notification of need for such leave must comply with the City's Administrative Policy on Sick Leave.

An employee will be eligible for this leave after they have completed thirty (30) days of employment with the City prior to the commencement of the leave.

The five (5) days do not need to be taken consecutively; they can be used intermittently. If leave is used intermittently, it must be used within three (3) months of the family member’s date of death.

The City will consider a request for bereavement leave for the death of a member’s aunt or uncle on a case-by-case basis.

ARTICLE 28 – PARENTAL LEAVE

The City shall provide all employees within the unit with up to eighty (80) hours of paid leave for the birth, adoption or foster placement of a child as outlined below:

 This leave does not extend any time used under Family Medical Leave Act (FMLA) or California Family Rights Act (CFRA);
 Time taken by employees under this article will run concurrently with leave under FMLA or CFRA;
 Employees must have completed six (6) months of full-time City service after July 1, 2023 to be eligible for the leave;
 Employees are eligible for the leave regardless of gender, marital status or sexual orientation of the parent;
 Employees who have adopted a child or had a foster child placed in their home are eligible if the child is age seventeen (17) years or younger;  Employees may take this time consecutively or intermittently, but it must be used within one (1) year of the birth, adoption or foster placement of the child;
 Any additional time needed beyond the initial eighty (80) hours may be charged to sick leave, vacation, compensatory or floating holiday time;  Employees must complete all leave paperwork required by the City and provide a copy to their supervisor and Human Resources at least one (1) week prior to taking the leave. Leave paperwork must require

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23 documentation to substantiate the request (i.e. birth certificate, foster placement agreement, etc.);
 In no case will an employee receive more than the eighty (80) hours of leave time within a twelve (12) month period, regardless of whether more than one (1) birth, adoption or foster care placement event occurs within the twelve (12) month period;
 City employees who are co-parents with another City employee, will each be allowed eighty (80) hours of paid parental leave.

This article will be effective July 1, 2023 and will not be retroactively applied.

All life events (birth, adoption, or foster placement) must occur after July 1, 2023.

ARTICLE 29 – STEP INCREASES

1. Step Increases
Step increases shall not be automatic but will be contingent on an annual Performance Appraisal. No step increase shall be made to exceed the maximum rate established for the position.

Employees receiving an overall rating on their Performance Appraisal of “Meets Standards” or “Exceeds Standards” shall receive merit increases within their base salary range, as provided for below:

 Supervisors will provide employees with Performance Appraisal by the due date provided to them by Human Resources. If Human Resources receives the Performance Appraisal prior to or on the due date, they will process the Personnel Action form for the step increase.
 Supervisors will provide employees with Performance Appraisal by the due date provided by Human Resources. Should the supervisor fail to complete the evaluation by the due date, they will have thirty (30) days from the due date provided by Human Resources to complete. During the thirty (30) day period, the employee shall not receive the merit increase until Human Resources receives the Performance Appraisal. Once received Human Resources will process the Personnel Action for the step increase effective the date the step increase was due.
 Should the supervisor fail to provide employee with a Performance Appraisal dur ing the thirty (30) day period, the employee will notify Human Resources. Human Resources will confirm this information with the Department Head and will proceed to provide employee with their step increase retroactive to the date the Performance Appraisa l was originally due.
 If the employee receives an overall rating of “Below Standards” the step may be denied or suspended for a maximum of three (3) months. Within the three (3) month period, the supervisor/manager must re-evaluate the employee. If the new evaluation indicates the

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24 employee overall rating is “Meets Standards”, the merit increase shall be granted, retroactive to the original merit increase date. If the employee is not re -evaluated within the three (3) month period, the employee shall be de emed to be meeting job standards and shall be granted the merit increase retroactive to the original merit increase date.

2. Appeal Process
An employee may appeal the content of the Performance Appraisal with an overall rating of “Below Standards” to the Department Head.

The Department Head will review the Performance Appraisal of the employee and any additional information the employee provides in support of the appeal. The Department Head will provide the employee with their decision in writing within thirty (30) calendar days of the information provided by the employee. The Department Head’s decision is final on the content and overall rating of the Performance Appraisal.

In the case where the employee reports directly to the Department Head, they ma y appeal to the City Manager. The City Manager’s decision on the content and overall rating of the Performance Appraisal is final.

ARTICLE 3025 - LAYOFF PROCEDURE

A. Statement of Intent - Whenever, in the judgment of the City Council, it becomes necessary to abolish any position of employment, the employee holding such position of employment may be laid off or demoted pursuant to the provisions of the City's policy.
1) In determining the order of layoff, a combination of factors shall be considered, including qualifications, productivity, general performance, seniority with the City of Upland, and seniority in job classification, and needs of the City. Variations from the order of layoffs and recall from layoff may occur when the City deems such variations appropriate under fiscal circumstances.

2) The factors the City Manager or designee, in his/her discretion, may use to determine layoff include the following:
a. An employee's last four performance evaluations, if any; b. Any history of employee commendations, awards, etc.; c. Any history of employee disciplinary action;
d. Attendance record, including tardiness and unexcused absences; e. Safety record, including personal injury and damage to city property; f. Probationary and temporary employees shall be laid off before a

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25 regular employee in the same classification;
g. Between two regular appointees in the same classification with similar skills, abilities, qualifications, merit and/or record, the employee with the lesser seniority in the classification shall be laid off first;
h. Between two regular appointees in the same classification with equal seniority the employee with the lesser skills, abilities, qualifications, merit and/or record shall be laid off first; i. Memoranda of Understanding (“MOU”) between the City and effected bargaining units.

B. Definitions

1) Layoff - A layoff is the involuntary separation or reduction of a regular status employee to a position in a lower classification, without fault of the employee.

Cause for Layoff:
a. If a function is to be discontinued, curtailed, mechanized, or operated by a different method.
b. Reorganization
c. Budget reduction
d. Termination or decrease in funds and/or materials for projects or programs. e. The mandatory reinstatement of an employee.

2) Classification - A list of classifications within the Non- Represented/Confidential unit is included in "Exhibit AB."

3) Job Series -A group of classifications similar with respect to the duties performed but different in terms of the nature and level of responsibilities performed. Each job series shall be included in "Attachment AB."

4) Seniority-Seniority for the purpose of determining order of layoff shall be defined as total accumulated continuous time served in regular and probationary status in the City classified service. Regular and probationary status does not include seasonal/temporary part-time, contract, and/or provisional employees.

Should it become necessary to lay off by seniority, those employees with

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26 the least service in the affected classification shall be laid off or demoted:
a. First by classification; and

b. Second, to displace an employee, by City Seniority, including time served on military leave of absence in the armed forces of the United States. In order to bump into a former or lower classification:

1. An employee must have more City Seniority than at least one of the incumbents in the affected class.

2. Employees bumping to a lower class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off. When two or more employees have equal seniority, the layoff shall be made in accordance with Merit Rules and Regulations.

C. Notification - Employees to be laid off shall be given, whenever possible, 45 calendar days prior notice, but no less than 30 calendar days' notice.

D. Order of Layoff - In each classification, employees shall be laid off according to employment status in the following order:
1) Seasonal/temporary part-time, contract, and/or provisional employees performing services similar to classifications affected by layoff shall be terminated before any reduction in the regular work force. Likewise, other grant-funded employees shall be terminated in affected classifications, in accordance with federal or state rules or guidelines governing such funding programs.

2) Probationary employees and employees holding interim positions, who have regular status in another classification, shall revert to their former classification in the City to determine layoff rights.

3) Regular employees subject to layoff shall be based on seniority of service within that classification. For example, the employee being laid off or displaced from a classification shall be the employee in the affected classification with the least amount of time served in the affected classification.

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27 E. Layoff Procedure - The layoff procedure is intended to minimize the impact of staff reduction on City services and ensure that employees are treated fairly in the process of layoff. The procedure for lay off, once the number of positions to remain by classification has been determined shall be as follows:
1) Except as otherwise provided herein, whenever there is a reduction in the work force, the appointing authority shall demote the affected employee to a vacancy, if any, in a lower class for which the employee is qualified. All persons so demoted shall have their names placed on the reemployment list for the higher class.
2) An employee affected by layoff shall have the right to displace an employee who has less City seniority in a lower classification in which the affected employee once had regular status.
3) If a classification title is changed due to a reclassification; the employee shall retain bumping rights to the previous classification and series. 4) Displaced employees are allowed to bump into positions that they have not previously held, provided that the position did not exist when the employee was appointed to the position from which they are laid off and the employee meets the minimum qualifications.
5) An employee is eligible to bump to a lower classification within job series in which he/she has achieved regular status. For example: Employee "A" is hired as a Senior Human Resources Analyst and achieves regular status; however, never worked as an Human Resources Analyst.

Employee "A" may bump employee "B" in the lower classification of Human Resources Analyst if Employee "A" has more City seniority than employee “B”.
6) Employees transferring or voluntarily demoting shall retain the same anniversary date as in their previous position for all purposes, including step advancement.

F. Reemployment Lists -The names of persons laid off or demoted in accordance with these rules shall be entered upon a reemployment list.

Lists from different departments or at different times for the same class of position shall be combined into a single list. Such list shall be used by the appointing authority when a vacancy arises in the same or lower class of position before employment is made from an eligible list.

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28 G. Duration of Reemployment List - Names of persons laid off shall be carried on a reemployment list for twelve (12) months, except that the name of an individual reappointed to a regular position of the same class shall, upon reappointment, be dropped from the list. An individual who declines either a voluntary demotion or reemployment in a classification shall be dropped from that specific reemployment list. Persons reemployed in a lower class, or on a temporary basis, shall be continued on the list for the higher class for a balance of the twelve (12)-month period. An individual appointed from a reemployment list may be required to successfully pass a reemployment physical examination provided at City expense.

H. Terms and Conditions of Reemployment- Reemployment from a reemployment list to a previously held class shall be at the same step held at the time of layoff and at the current salary of that class at the time of reemployment. In case of a voluntary demotion from a reemployment list, the employee so electing shall be paid at the highest step in the range for the lower class which does not represent an increase in salary from the salary which would have been effective had the employee been appointed to his/her previously held class; and in no case to exceed "top" step in the current salary range of the class to which the employee is appointed.

Employees reappointed from a reemployment list shall be credited with, at the time of reappointment, all accrued benefits at the time of layoff which were not compensated for at the time of layoff, provided that such accrued benefits shall not exceed established maximum at the time of reappointment.

I. Retraining- The City will make reasonable efforts to provide retraining opportunities to laid-off employees that will qualify them in classifications not related to their former classification and will attempt to place said laid-off employees in vacant positions in the City for which they are qualified. During the twelve months following a layoff, laid-off employees shall be eligible to compete for in-house promotional examinations for positions for which they qualify.

ARTICLE 3126 - PREVAILING BENEFITS

Except as provided herein, all wages, hours and other terms and conditions of employment presently enjoyed by employees shall remain in full force and effect during the term of this Compensation and Benefit Plan.

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29 ARTICLE 3227 - SAVINGS CLAUSE

Should any provision of this agreement or the application of such provision be rendered or declared invalid by any court action or by reason of any existing or subsequently enacted legislation, the City shall immediately provide an equivalent benefit to that which was determined to be unlawful. Such equivalent benefit will be implemented retroactive to the date the old benefit ceased. The remaining parts or portions of the Compensation and Benefits Plan shall remain in full force and effect.

ARTICLE 3328 - TERM OF AGREEMENT

The provisions of this Compensation and Benefits Plan shall become effective on July 1, 20232.

APPENDIX A

Classes included in the Non-Represented/Confidential Unit:

Grade Classification Title
4657 ACCOUNTING SUPERVISOR
3543 BUDGET COORDINATOR
5660 CITY CLERK
67 DEPUTY DIRECTOR OF HUMAN RESOURCES/RISK

MANAGEMENT
3438 EXECUTIVE ASSISTANT I
4045 EXECUTIVE ASSISTANT TO THE CITY MANAGER
6062 FINANCE OFFICER
3644 HUMAN RESOURCES ANALYST I
62 HUMAN RESOURCES/RISK MANAGER
4053 SENIOR HUMAN RESOURCES ANALYST II

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30 APPENDIX B

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THE CITY OF UPLAND

NON-REPRESENTED/CONFIDENTIAL UNIT

COMPENSATION AND BENEFIT PLAN

July 1, 2023 to June 30, 2026

TABLE OF CONTENTS
ARTICLE 1 - PURPOSE ....................................................................................... 4 ARTICLE 2 - MANAGEMENT RIGHTS ................................................................ 4 ARTICLE 3 - SALARIES ...................................................................................... 5 ARTICLE 4 - RETIREMENT BENEFITS .............................................................. 5 ARTICLE 5 - HEALTH INSURANCE- CAFETERIA PLAN .................................. 6 ARTICLE 6 - RETIREE HEALTH INSURANCE REIMBURSEMENT................... 8 ARTICLE 7 - RETIREE HEALTH SAVINGS ACCOUNTS ................................... 9 ARTICLE 8 - LIFE INSURANCE .......................................................................... 9 ARTICLE 9 - LONG TERM DISABILITY INSURANCE ...................................... 10 ARTICLE 10 - DEFERRED COMPENSATION .................................................. 10 ARTICLE 11 - TUITION REIMBURSEMENT ..................................................... 10 ARTICLE 12- EDUCATION/CERTIFICATION PAY ........................................... 11 ARTICLE 13 - LONGEVITY PAY ....................................................................... 12 ARTICLE 14 - PERFORMANCE APPRAISAL PAY .......................................... 13 ARTICLE 15 - MERITORIOUS PAY ................................................................... 13 ARTICLE 16 - BILINGUAL PAY ........................................................................ 14 ARTICLE 17 - NOTARY PAY ............................................................................. 14 ARTICLE 18 - CELL PHONE ............................................................................. 14 ARTICLE 19 - PREVENTATIVE HEALTH BENEFIT ......................................... 14 ARTICLE 20 - HOLIDAYS - FLOATING HOLIDAYS ......................................... 15 ARTICLE 21 - EXECUTIVE LEAVE .................................................................. 16 ARTICLE 22 - OVERTIME/COMPENSATORY TIME OFF ................................ 16 ARTICLE 23 - SICK LEAVE BUYBACK ............................................................ 17 ARTICLE 24 - SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT ...... 18 ARTICLE 25 - VACATION .................................................................................. 18 ARTICLE 26 - VACATION BUYBACK ............................................................... 19 ARTICLE 27 - BEREAVEMENT LEAVE ............................................................ 20 Page 1035 of 1369

ARTICLE 28 - PARENTAL LEAVE .................................................................... 20 ARTICLE 29 - STEP INCREASES ..................................................................... 21 ARTICLE 30 - LAYOFFF PROCEDURE ............................................................ 22 ARTICLE 31 - PREVAILING BENEFITS ............................................................ 27 ARTICLE 32 - SAVINGS CLAUSE .................................................................... 27 ARTICLE 33 - TERM OF AGREEMENT ............................................................. 27

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4 THE CITY OF UPLAND

NON-REPRESENTED/CONFIDENTIAL EMPLOYEES

COMPENSATION AND BENEFIT PLAN

ARTICLE 1 - PURPOSE

Non-represented/confidential employees are not represented by an employee organization.

This compensation and benefit plan document is intended as a comprehensive document to define and describe the amounts of compensation, benefits, hours and other terms and conditions of employment for non-
represented/confidential employees. Additional em ployment terms and conditions may be covered by existing ordinances, resolutions, policies, and practices of the City, as well as the Merit System Rules and Regulations presently in effect.

ARTICLE 2 - MANAGEMENT RIGHTS

The rights of the CITY include, but are not limited to the exclusive right to:

 Determine the mission of its constituent departments, commissions, and boards.  Set standards of service.
 Determine the procedure and standards for employment and promotion.  Direct its employees.
 Relieve its employees from duty because of lack of work or for other lawful reasons.  Maintain efficiency of government operations.
 Determine the methods, means and personnel by which government operations are to be conducted.
 Determine the content of job classifications.
 Take all necessary actions to carry out its mission in emergencies.  Exercise complete control and discretion over its organization and the technology of performing its work.
 To discharge, suspend, demote, reprimand, withhold salary increases or otherwise discipline employees for cause.
 To establish employee performance standards, including, but not limited to, quality and quantity standards and to require compliance.

The City reserves the right to contract out any work it deems necessary in the

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5 interest of efficiency, economy, improved work product, or emergency.

ARTICLE 3 - SALARIES

Following ratification of the Non-Represented/Confidential Compensation and Benefits Plan by the City Council:
a. all employees in this unit shall receive a five percent (5%) COLA increase in base salary, effective June 25, 2023
b. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective, June 23, 2024
c. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective December 8, 2024
d. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective June 22, 2025
e. all employees in this unit shall receive a two percent (2%) COLA increase in base salary, effective December 7, 2025

The salary schedule in Exhibit B of the City of Upland Compensation Plan and attached hereto as "Exhibit B."

A one-time lump sum Premium Payment in the amount of five thousand dollars ($5,000) per employee utilizing American Rescue Plan Act (ARPA) funding. The employee must be actively employed by the City during the time period of July 1, 2022 through June 30, 2023 and remain currently employed on the scheduled payment date. The payment will be distributed on a special payroll as soon as practical after approval by the City Council. The one-time distribution shall not be pensionable.

ARTICLE 4 - RETIREMENT BENEFITS

Pension Reform Act of 2013:

The parties agree that the provisions of AB 340 (The California Pension Reform Act of 2013) went into effect on January 1, 2013. In addition, if there is any other clean up or other retirement legislation which goes into effect during this MOU and if there are provisions of that legislation which, by law automatically goes into effect, it shall do so. Either party may request to negotiate over the impact of such subsequent legislation.

A. PEPRA Members:

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6 Pursuant to the Act, for "new members" herein referred to as PEPRA (Public Employees' Pension Reform Act) members (as defined by the Act) who are employees hired after January 1, 2013, they will be hired pursuant to the 2% @ 62 retirement formula.

For PEPRA members (as defined by the Act) who are employees hired after January 1, 2013, final compensation will be based on the highest annual average compensation earnable during the three consecutive years of employment immediately preceding the effective date of his or her retirement.

For PEPRA members (as defined by the Act) hired after January 1, 2013, the employee shall pay the higher of the classic member contribution or one half of the total normal cost rate as defined by the Act as their employee retirement contribution.

B. Classic Employees - two groups:
1) Classic Employees hired on or before December 31,2019, Employees are provided with membership in the California Public Employees Retirement System (CalPERS), 2.5%@ 55 retirement formula. The employee will pay the eight percent (8%) CalPERS employee/member contribution. Classic Employees hired after January 1, 2020, shall cost share with the City by contributing 1.4% of CalPERS employer contribution in addition to the 8% employee/member contribution.

The City contracts with CalPERS for the Single Highest Year Option and the 1959 Survivor Benefit, 3rd level. There is an employee cost of $2.00 per month for the 1959 Survivor Benefit.

The agreement between the City and CalPERS allows for the buy-back of time served by the employee in the Military as defined under Government Code Section 21024.

ARTICLE 5 - HEALTH INSURANCE - CAFETERIA PLAN

A. Cafeteria Plan - In accordance with "The City of Upland Cafeteria Plan", the City provides a 125 Flexible Benefit Plan ("the Plan"). The regular and intended effect of the Plan, under current law, is to enable employees to

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7 receive benefits which may not be subject to either State or Federal income tax.

The details of Plan eligibility and operational requirements are set forth in the Plan documents. Once enrolled in a cafeteria distribution plan, employees will only be permitted to modify the plan on the same basis as changes are permitted in health insurance plans, that is, during open enrollment periods or change in life status (marriage, birth of child, divorce, etc.).

1) The City shall make a monthly contribution as set forth below to each eligible member of the unit to be used toward the Section 125 Cafeteria Plan. These funds shall only be used for qualified benefits as provided for in IRC Section 125.

2) All employees must enroll in one of the health programs unless they submit to the City proof of comparable health coverage.

3) Employees who fail to complete this requirement will be enrolled in the lowest cost health insurance plan the City offers.

4) Employees who meet the requirement shall be allowed to utilize their Section 125 Flexible Benefit Plan contributions for any of the other qualified benefits as provided for in IRC Section 125.

B. City Section 125 Benefit Contribution- The City will make available to each covered employee a monthly amount for benefits, as specified in this compensation and benefits plan.

1) Employees hired prior to March 1, 2016, will receive the maximum benefits contribution allocation:
a. Effective January 1, 2024 - $1,550
b. Effective January 1, 2025 - $1,700
c. Effective January 1, 2026 - $1,900
2) Employees hired on or after March 1, 2016, will receive the following contributions to the plan as follows:

• Employee Only The amount to cover the
lowest cost plans for

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8 health dental and vision
(Kaiser HSA excluded)
The cost for this
coverage will not exceed
the amounts as stated
above.

• Employee plus one The amount to cover the
lowest cost plans for
health dental and vision
(Kaiser HSA excluded)
The cost for this
coverage will not exceed
the amounts as stated
above.

• Family The maximum benefit
contribution allocation as
stated above for the plan
year.

The employee must pay the difference between the City's contribution and the actual premium of the plan selected, if any. The City reserves the right to change medical carriers during the open enrollment period.

Employees may transfer unused Cafeteria Plan funds to the Deferred Compensation 457 Plan.

ARTICLE 6 - RETIREE HEALTH INSURANCE REIMBURSEMENT

A. The City shall contribute monthly on behalf of each retiree the amount set forth in the table below. An additional $45 per month allowance is provided for spouse if the spouse is covered under the retiree's insurance.

B. To be eligible for the retiree medical payments herein, an employee must retire from the City and purchase retiree medical insurance within 120 days from separation.

The provisions of this article above shall only apply to employees hired on

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9 or before December 31, 2015. To be eligible for the retiree medical payments herein, an employee must retire from the City and purchase retiree medical insurance within 120 days from separation.

ARTICLE 7 - RETIREE HEALTH SAVINGS ACCOUNTS

Retirement Health Savings (RHS) accounts will be established and will be payable to the employee only upon service or disability retirement with the City of Upland. City contributions to the RHS accounts will be based upon years of service in accordance with the following schedule:

Years of Service Monthly City Contribution Yearly City
Contribution
5 to 9.99 $12.50 $150.00
10 to 14.99 $25.00 $300.00
15 to 19.99 $50.00 $600.00
20 to 24.99 $75.00 $900.00
25+ $100.00 $1,200.00

ARTICLE 8 - LIFE INSURANCE

The City provides employees in this unit with group life insurance in an amount equal to one times (1x) their annual salary.

ARTICLE 9 - LONG TERM DISABILITY INSURANCE

YEARS OF

SERVICE
City’s Monthly
Payment -
Retirees in PERS
Medical

RETIREE ONLY
City’s Monthly
Payment -Retirees in
PERS Medical

RETIREE PLUS
SPOUSE

City’s Monthly
Reimbursement-
Retirees in other
than PERS
Medical

10-14 years of
service
PERS statutory
minimum
PERS statutory
minimum
$72.57
15-19 years of
service
PERS statutory
minimum
$141.81 per month $96.81
20-24 years of
service
PERS statutory
minimum
$166.05 per month $121.05
25 + years of
service
$145.14 per
month
$190.14 per month $145.14

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10 The City assumes the full premium cost for the employee in the City designated long-term disability program. This benefit will pay 66 2/3% of base salary to a maximum of $5000 per month after 60 days (or use of all sick leave, whichever is later) to qualified members of this unit.

ARTICLE 10 - DEFERRED COMPENSATION

The City will contribute eight percent (8%) of base monthly salary to the City's deferred compensation plan on behalf of employees in the following classifications:
 Accounting Supervisor
 City Clerk
 Deputy Director of Human Resources/Risk Management
 Executive Assistant to the City Manager
 Finance Officer
 Human Resources Analyst I/II
This amount may also be used toward the employee's cafeteria options as defined in Article 5, Health Insurance - Cafeteria Plan.

The City will contribute four hundred dollars ($400) a month to the City’s deferred compensation plan on behalf of employees in the following classifications:
 Budget Coordinator
 Executive Assistant I

ARTICLE 11 - TUITION REIMBURSEMENT

The City agrees to reimburse employees up to thirty-five hundred ($3,500) per employee, per fiscal year, as long as funds are available, for costs for tuition and textbooks incurred for job-related education. Such expenditure must enhance the furtherance of the City’s work or continuing educational goals.

Eligibility for reimbursement is contingent upon an approved course or seminar, completed with, where applicable, a grade of “C” or better or “pass” when taken on a pass/fail basis. Approval for reimbursement must be submitted first to the Department Head prior to the employee enrolling in the class or purchasing textbooks and related materials. Upon successful completion of the course(s), the employee must submit a request for reimbursement to Finance Division for

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11 processing.

Time spent toward educational, or area development shall not be considered as time actually worked and should not occur during regular work hours.

ARTICLE 12 – EDUCATION/CERTIFICATION PAY

A. Education:

The City agrees to pay additional compensation over an employee’s base salary for a job-related degree above the minimum requirements required of an employee’s position.

The degree must be related to the employee’s employment with the City. For example: The minimum degree qualification for Accounting Supervisor is education equivalent to a Bachelor’s Degree from an accredited college or university with major coursework in accounting, finance, business administration, or a related field. An employee who presents a Master’s Degree in Psychology would not be eligible for the Education Incentive Pay as the degree does not relate to their duties as Accounting Supervisor.

Education Incentive Pay will be paid per pay period in accordance with the following schedule:

AA/AS 2.5% above base salary
BA/BS 5% above base salary
MA/MS 7.5% above base salary

B. Certification:

The City agrees to pay additional compensation for certifications earned above and beyond those required at the time of hire, effective upon approval of this Compensation and Benefits Plan by City Council.

Eligible employees will receive two - and one-half percent (2.5%) for each certification listed in their assigned classification above and beyond those required at the time of hire, up to a maximum of five percent (5%).

Classification Eligible Certifications
Accounting Supervisor CPA (Certified Public Accountant) CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

Budget Coordinator CPA (Certified Public Accountant)

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12 CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

City Clerk CMC (Certified Municipal Clerk)
CPMC (Certified Professional Municipal
Clerk)
MMC (Master Municipal Clerk)

Deputy Director of Human
Resources/Risk Management
PHR (Professional in Human Resources)
SPHR (Senior Professional in Human
Resources)
SHRM-CP (Certified Professional)
SHRM-SCP (Senior Certified Professional)
IPMA-CP (Public Sector Certificated
Professional)
ARM (Associate in Risk Management)
RIMS Certified Risk Management
Professional

Finance Officer CPA (Certified Public Accountant)
CMFO (Certified Municipal Finance
Officer)
CPP (Certified Payroll Professional)

Human Resources Analyst I/II PHR (Professional in Human Resources) SPHR (Senior Professional in Human
Resources)
SHRM-CP (Certified Professional)
SHRM-SCP (Senior Certified Professional)
IPMA-CP (Public Sector Certificated
Professional)
ARM (Associate in Risk Management)
RIMS Certified Risk Management
Professional

ARTICLE 13 - LONGEVITY PAY

Employees in the unit with ten (10) years or more of continuous City service will receive a two-and-one-half percent (2.5%) increase in base salary.

Employees in the unit with fifteen (15) years or more of continuous City service will receive a two-and-one-half percent (2.5%) increase in base salary, for a total of five percent (5%) longevity pay.

Employees in the unit with twenty (20) years or more of continuous City service will receive a two-and-a-half percent (2.5%) increase in base salary, for a total of seven- and one-half percent (7.5%) longevity pay.

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13 These categories are not mutually exclusive so an employee who meets the requirements of all categories of longevity pay may receive seven- and one- half percent (7.5%) maximum.

ARTICLE 14 - PERFORMANCE APPRAISAL PAY

The Performance Appraisal Pay connects individual achievement to organizational goals and provides incentives for performance.

Annually employees recommended by their Department Head and who have reached top step of their salary grade may be eligible for a up to five percent (5%) lump sum bonus with an overall “Exceeds Standards” on their Employee Performance Appraisal and Development Report. Department head recommendations will be submitted to the City Manager’s Office for review and approval. Recommendations will contain a copy of the employee’s Performance Appraisal and Development Report.

Payment of the Performance Appraisal Pay will be made in a lump sum payment on the first regularly scheduled payday after approval from the City Manager.

Annually Department Heads may recommend an additional step for employees who have not reached top step of their salary range and have received an overall “Exceeds Standards” on their Employee Performance Appraisal and Development Report.

ARTICLE 15 - MERITORIOUS PAY

It is recognized that certain employees will put forth extraordinary efforts and produce outstanding results for the City. It is desired to reward these individuals. An incentive pay method has been established to encourage all employees to utilize fully their capabilities on behalf of the City. Employees recommended by their department heads and approved by the City Manager may be granted a five percent (5%) increase in salary for a period of three (3) months, six (6) months, or one year. Department head recommendations will be submitted to the City Manager’s Office for review and approval.

Payment of meritorious pay will be made in a lump sum on the first regularly scheduled payday after approval form the City Manager. Recommendations will contain supporting documentation justifying the reasons for the pay.

ARTICLE 16 - BILINGUAL PAY

The City will provide compensation in the amount of one hundred dollars ($100)

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14 per month to those employees who as part of their regular duties are required to provide fluency in a second language. The payment for bilingual compensation will be made biweekly in the amount of forty-six dollars and fifteen cents ($46.15) for twenty-six (26) pay periods.

Employees must successfully complete a fluency examination administered by the Human Resources/Risk Management Office.

Bilingual pay will be for employees who speak Spanish or who speak any other language designated by the City Manager as critical to the functions of the City.

If it is determined by the employee’s Department Head that the skill is no longer needed, the Department Head shall notify the Huma n Resources/Risk Management Office in writing to cease the compensation. The compensation will cease the date Human Resources/Risk Management Office receives notification from the Department Head.

ARTICLE 17 – NOTARY PAY
The City will provide compensation in the amount of one hundred dollars ($100) per month to those employees in the unit designated by the City Manager to perform notary duties. The payment for notary duties will be made biweekly in the amount of forty-six dollars and fifteen cents ($46.15) for twenty-six (26) pay periods.

Employees receiving notary pay shall maintain their commission from the California Secretary of State. The City shall pay for the cost of necessary stamps, journals, supplies, and fees associated with State and/or County requirements, as applicable.

ARTICLE 18 – CELL PHONE

Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non-taxability of the benefits provided under this Section.

ARTICLE 19 - PREVENTATIVE HEALTH BENEFIT

Employees may be reimbursed up to two hundred and fifty dollard $250 annually for the purchase of items, classes, memberships or programs which

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15 contribute to physical fitness. This reimbursement shall be made in June of each year. Items which will be considered acceptable for reimbursement are defined in the City's policy on Preventive Health Benefits.

ARTICLE 20 - HOLIDAYS- FLOATING HOLIDAYS

A. Official Holidays

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1) during holiday closure
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25) during holiday closure

Each official fixed holiday shall be 10 hours unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday.

In order to be paid for an official fixed holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday falls on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be required to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for in the case where either holiday falls on a Sunday. In the case that either Christmas Day or New Year’s Day falls on a Sunday, it will be observed on the following Monday. Employees will receive

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16 compensation that will cover their absence from work from December 25th through January 1st. The employee must be in a paid statuson the above dates to receive this holiday compensation.

Employees that are required to work, due to the nature of their job, during the holiday closure will observe the holidays on the actual day or as provided above when the holiday falls on a Friday, Saturday, or Sunday. Employees required to work during the holiday closure will receive a floating holiday contribution equal to the number of compensable hours provided to the employees that participated in the holiday closure.

B. Floating Holiday Leave

Employees shall receive twenty (20) hours of Floating Holiday annually on January 1st. Floating holiday hours that are not used in December will automatically be cashed out on the pay date in January that covers the final pay period for December.

ARTICLE 21 - EXECUTIVE LEAVE

Employees in the following classifications shall receive sixty (60) hours of executive leave annually effective January 1:

 Accounting Supervisor
 City Clerk
 Deputy Director of Human Resources/Risk Management
 Executive Assistant to the City Manager
 Finance Officer
 Human Resources Analyst I/II
Executive Leave which is not used in December will automatically be cashed out on the pay date in January that covers the final pay period in December.

ARTICLE 22 - OVERTIME/COMPENSATORY TIME OFF

Employees in the following classifications are designed as non -exempt position under the Fair Labor Standards Act (FLSA) and are subject to applicable overtime laws:

 Budget Coordinator

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17  Executive Assistant I

Overtime shall be paid for time worked in exces s of the employee’s designated work week at the rate of one and one -half (1 ½) times the basic rate. Paid vacation, sick leave and floating holiday during a work period is counted as hours worked for overtime purposes.

Employees may make a request to th e Department Head to have overtime compensation in the form of compensatory time off. In the event of a conflict between the employee and the Department Head, the Department Head’s decision shall prevail.

Employees may not accrue more than 100 hours of c ompensatory time. Employees who have reached the accrual cap will automatically receive overtime pay until a reduction in the bank of hours to an amount below the maximum accrual is reached.

ARTICLE 23 - SICK LEAVE BUYBACK

Employees earn sick leave at the rate of eight (8) hours per month, up to a maximum accrual of twelve hundred and fifty (1250) hours. Employees may use up to twenty (20) hours of sick leave for personal necessity situations. Those situations include, but are not limited to: attendin g school activities for child, attending court for custody proceedings, divorce proceedings, or other personal legal issues, etc.

No sick leave may be granted during the first thirty (30) days of employment with the City.

Annually, employees may request to convert a maximum of twenty (20) hours of sick leave to compensation if they have used less than forty (40) hours of sick leave between January 1 st and December 31st of the prior calendar year.

Any employee who elects to covert accrued sick leave to c ompensation as provided for herein shall be limited to a maximum of twenty (20) hours per fiscal year of accrued sick leave to be converted, and in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451 - (a), must comply wi th the following:

 Any sick leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such sick leave.

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18 o For example: Employee requests to convert twenty (20) hours of sick leave to compensation, the request must be in Human Resources by Decemb er 1, 2022, to be paid on the first pay period in June of 2023.
 All sick leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources no later than December 1 st of the calendar year prior to the conversion.
 Employees who do not meet the requirement of using less than forty (40) hours of sick leave between January 1 st and December 31st of the prior calendar year will not be eligible for the sick leave conversion.
 Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for sick leave converted to cash for that calendar year.
 Payments for accrued sick leave conversion to cash shall be made by separate check by the first pay period in June.

ARTICLE 24 - SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, fifty percent (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of 625 hours.

b. Retiring employees may use fifty percent (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of 625 hours.

ARTICLE 25 - VACATION

Vacation shall accrue for employees based on the following schedule:

All
01 – 02 Years of service 80 Hours per year
03 – 05 Years of service 100 Hours per year
06 – 10 Years of service 140 Hours per year
11 – 16 Years of service 160 Hours per year
17 + Years of service 180 Hours per year

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19 Employees may accrue vacation up to a maximum of five hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

ARTICLE 26 - VACATION BUYBACK

In November of every year, employees may be paid in cash for unused vacation if they have used at least forty (40) hours of vacation during the preceding year.

The payment for vacation buyback will be tiered as follows:
 Employees who have less than six (6) years of service with the City, the maximum vacation buyback allowable is sixty (60) hours.  Employees who have six (6) years or more of service with the City, the maximum vacation buyback allowable is one hundred (100) hours.

Employees at this level must have eighty (80) hours of vacation accrual in their bank after the vacation buyback hours are paid. o Example 1: Employee has two hundred (200) hours of vacation accruals and buys back one hundred (100) hours, one hundred (100) hours of vacation will remain in their accrual bank. o Example 2: Employee has one hundred and twenty (120) hours of vacation accruals. The maximum vacation buyback they will be allowed is forty (40) hours to ensure a bank of eighty (80) hours remains.

Any employee who elects to convert accrued vacation leave to compensation as provided for herein, shall be in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451-1(a), must comply with the following:

 Any vacation leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such vacation leave.
o For example: Employee requests to buyback twenty (20) hours of vacation leave, the request must be in Human Resources by December 1st, to be paid on the first pay period in November.  All vacation leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources not later than December 1st of the calendar year prior

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20 to the conversion.
 Employees who do not meet the requirement of using forty (40) hours of vacation leave between January 1st and December 31st of the prior calendar year will not be eligible for vacation buyback.  Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for vacation leave converted to cash for that calendar year.
 Payments for accrued vacation leave conversion to cash shall be made by separate check by the first pay period in November.

ARTICLE 27 - BEREAVEMENT LEAVE

Employees may take up to five (5) days per occurrence (January 1 through December 31) with pay in the event of a death of a qualified family member.

A qualified family member includes a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent -in-law.

Adoptive relatives and step relatives shall count the same as relatives by birth.

Notification of need for such leave must comply with the City's Administrative Policy on Sick Leave.

An employee will be eligible for this leave after they have completed thirty (30) days of employment with the City prior to the commencement of the leave.

The five (5) days do not need to be tak en consecutively; they can be used intermittently. If leave is used intermittently, it must be used within three (3) months of the family member’s date of death.

The City will consider a request for bereavement leave for the death of a member’s aunt or uncle on a case-by-case basis.

ARTICLE 28 – PARENTAL LEAVE

The City shall provide all employees within the unit with up to eighty (80) hours of paid leave for the birth, adoption or foster placement of a child as outlined below:

 This leave does not extend any time used under Family Medical Leave Act (FMLA) or California Family Rights Act (CFRA);

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21  Time taken by employees under this article will run concurrently with leave under FMLA or CFRA;
 Employees must have completed six (6) months of full-time City service after July 1, 2023 to be eligible for the leave;
 Employees are eligible for the leave regardless of gender, marital status or sexual orientation of the parent;
 Employees who have adopted a child or had a foster child placed in their home are eligible if the child is age seventeen (17) years or younger;  Employees may take this time consecutively or intermittently, but it must be used within one (1) year of the birth, adoption or foster placement of the child;
 Any additional time needed beyond the i nitial eighty (80) hours may be charged to sick leave, vacation, compensatory or floating holiday time;  Employees must complete all leave paperwork required by the City and provide a copy to their supervisor and Human Resources at least one (1) week prior to taking the leave. Leave paperwork must require documentation to substantiate the request (i.e. birth certificate, foster placement agreement, etc.);
 In no case will an employee receive more than the eighty (80) hours of leave time within a twelve (12) month period, regardless of whether more than one (1) birth, adoption or foster care placement event occurs within the twelve (12) month period;
 City employees who are co-parents with another City employee, will each be allowed eighty (80) hours of paid parental leave.

This article will be effective July 1, 2023 and will not be retroactively applied.

All life events (birth, adoption, or foster placement) must occur after July 1, 2023.

ARTICLE 29 – STEP INCREASES

1. Step Increases
Step increases shall not be automatic but will be contingent on an annual Performance Appraisal. No step increase shall be made to exceed the maximum rate established for the position.

Employees receiving an overall rating on their Performance Appraisal of “Meets Standards” or “Exceeds Standards” shall receive merit increases within their base salary range, as provided for below:

 Supervisors will provide employees with Performance Appraisal by the due date provided to them by Human Resources. If Human Resources receives the Performance Appraisal

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22 prior to or on the due date, they will process the Personnel Action form for the step increase.
 Supervisors will provide employees with Performance Appraisal by the due date provided by Human Resources. Should the supervisor fail to complete the evaluation by the due date, they will have thirty (30) days from the due date provided by Human Resources to complete. During the thirty (30) day period, the employee shall not receive the merit increase until Human Resources receives the Performance Appraisal. Once received Human Resources will process the Personnel Action for the step increase effective the date the step increase was due.
 Should the supervisor fail to provide employee with a Performance Appraisal dur ing the thirty (30) day period, the employee will notify Human Resources. Human Resources will confirm this information with the Department Head and will proceed to provide employee with their step increase retroactive to the date the Performance Appraisa l was originally due.
 If the employee receives an overall rating of “Below Standards” the step may be denied or suspended for a maximum of three (3) months. Within the three (3) month period, the supervisor/manager must re-evaluate the employee. If the new evaluation indicates the employee overall rating is “Meets Standards”, the merit increase shall be granted, retroactive to the original merit increase date. If the employee is not re-evaluated within the three (3) month period, the employee shall be de emed to be meeting job standards and shall be granted the merit increase retroactive to the original merit increase date.

2. Appeal Process
An employee may appeal the content of the Performance Appraisal with an overall rating of “Below Standards” to the Department Head.

The Department Head will review the Performance Appraisal of the employee and any additional information the employee provides in support of the appeal. The Department Head will provide the employee with their decision in writing within thirty (30) calendar days of the information provided by the employee. The Department Head’s decision is final on the content and overall rating of the Performance Appraisal.

In the case where the employee reports directly to the Department Head, they may appeal to the City Manager. The City Manager’s decision on the content and overall rating of the Performance Appraisal is final.

ARTICLE 30 - LAYOFF PROCEDURE

A. Statement of Intent - Whenever, in the judgment of the City Council, it becomes necessary to abolish any position of employment, the employee holding such position of employment may be laid off or demoted pursuant to the provisions of the City's policy.
1) In determining the order of layoff, a combination of factors shall be

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23 considered, including qualifications, productivity, general performance, seniority with the City of Upland, and seniority in job classification, and needs of the City. Variations from the order of layoffs and recall from layoff may occur when the City deems such variations appropriate under fiscal circumstances.

2) The factors the City Manager or designee, in his/her discretion, may use to determine layoff include the following:
a. An employee's last four performance evaluations, if any; b. Any history of employee commendations, awards, etc.; c. Any history of employee disciplinary action;
d. Attendance record, including tardiness and unexcused absences; e. Safety record, including personal injury and damage to city property; f. Probationary and temporary employees shall be laid off before a regular employee in the same classification;
g. Between two regular appointees in the same classification with similar skills, abilities, qualifications, merit and/or record, the employee with the lesser seniority in the classification shall be laid off first;
h. Between two regular appointees in the same classification with equal seniority the employee with the lesser skills, abilities, qualifications, merit and/or record shall be laid off first; i. Memoranda of Understanding (“MOU”) between the City and effected bargaining units.

B. Definitions

1) Layoff - A layoff is the involuntary separation or reduction of a regular status employee to a position in a lower classification, without fault of the employee.

Cause for Layoff:
a. If a function is to be discontinued, curtailed, mechanized, or operated by a different method.
b. Reorganization
c. Budget reduction
d. Termination or decrease in funds and/or materials for projects or programs. e. The mandatory reinstatement of an employee.

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24 2) Classification - A list of classifications within the Non- Represented/Confidential unit is included in "Exhibit A."

3) Job Series -A group of classifications similar with respect to the duties performed but different in terms of the nature and level of responsibilities performed. Each job series shall be included in "Attachment A."

4) Seniority-Seniority for the purpose of determining order of layoff shall be defined as total accumulated continuous time served in regular and probationary status in the City classified service. Regular and probationary status does not include seasonal/temporary part-time, contract, and/or provisional employees.

Should it become necessary to lay off by seniority, those employees with the least service in the affected classification shall be laid off or demoted:
a. First by classification; and

b. Second, to displace an employee, by City Seniority, including time served on military leave of absence in the armed forces of the United States. In order to bump into a former or lower classification:

1. An employee must have more City Seniority than at least one of the incumbents in the affected class.

2. Employees bumping to a lower class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off. When two or more employees have equal seniority, the layoff shall be made in accordance with Merit Rules and Regulations.

C. Notification - Employees to be laid off shall be given, whenever possible, 45 calendar days prior notice, but no less than 30 calendar days' notice.

D. Order of Layoff - In each classification, employees shall be laid off according to employment status in the following order:
1) Seasonal/temporary part-time, contract, and/or provisional employees performing services similar to classifications affected by layoff shall be

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25 terminated before any reduction in the regular work force. Likewise, other grant-funded employees shall be terminated in affected classifications, in accordance with federal or state rules or guidelines governing such funding programs.

2) Probationary employees and employees holding interim positions, who have regular status in another classification, shall revert to their former classification in the City to determine layoff rights.

3) Regular employees subject to layoff shall be based on seniority of service within that classification. For example, the employee being laid off or displaced from a classification shall be the employee in the affected classification with the least amount of time served in the affected classification.

E. Layoff Procedure - The layoff procedure is intended to minimize the impact of staff reduction on City services and ensure that employees are treated fairly in the process of layoff. The procedure for lay off, once the number of positions to remain by classification has been determined shall be as follows:
1) Except as otherwise provided herein, whenever there is a reduction in the work force, the appointing authority shall demote the affected employee to a vacancy, if any, in a lower class for which the employee is qualified. All persons so demoted shall have their names placed on the reemployment list for the higher class.
2) An employee affected by layoff shall have the right to displace an employee who has less City seniority in a lower classification in which the affected employee once had regular status.
3) If a classification title is changed due to a reclassification; the employee shall retain bumping rights to the previous classification and series. 4) Displaced employees are allowed to bump into positions that they have not previously held, provided that the position did not exist when the employee was appointed to the position from which they are laid off and the employee meets the minimum qualifications.
5) An employee is eligible to bump to a lower classification within job series in which he/she has achieved regular status. For example: Employee "A" is hired as a Senior Human Resources Analyst and achieves regular

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26 status; however, never worked as an Human Resources Analyst.

Employee "A" may bump employee "B" in the lower classification of Human Resources Analyst if Employee "A" has more City seniority than employee “B”.
6) Employees transferring or voluntarily demoting shall retain the same anniversary date as in their previous position for all purposes, including step advancement.

F. Reemployment Lists -The names of persons laid off or demoted in accordance with these rules shall be entered upon a reemployment list.

Lists from different departments or at different times for the same class of position shall be combined into a single list. Such list shall be used by the appointing authority when a vacancy arises in the same or lower class of position before employment is made from an eligible list.

G. Duration of Reemployment List - Names of persons laid off shall be carried on a reemployment list for twelve (12) months, except that the name of an individual reappointed to a regular position of the same class shall, upon reappointment, be dropped from the list. An individual who declines either a voluntary demotion or reemployment in a classification shall be dropped from that specific reemployment list. Persons reemployed in a lower class, or on a temporary basis, shall be continued on the list for the higher class for a balance of the twelve (12)-month period. An individual appointed from a reemployment list may be required to successfully pass a reemployment physical examination provided at City expense.

H. Terms and Conditions of Reemployment- Reemployment from a reemployment list to a previously held class shall be at the same step held at the time of layoff and at the current salary of that class at the time of reemployment. In case of a voluntary demotion from a reemployment list, the employee so electing shall be paid at the highest step in the range for the lower class which does not represent an increase in salary from the salary which would have been effective had the employee been appointed to his/her previously held class; and in no case to exceed "top" step in the current salary range of the class to which the employee is appointed.

Employees reappointed from a reemployment list shall be credited with, at the time of reappointment, all accrued benefits at the time of layoff which were not compensated for at the time of layoff, provided that such accrued benefits shall not exceed established maximum at the time of

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27 reappointment.

I. Retraining- The City will make reasonable efforts to provide retraining opportunities to laid -off employees that will qualify them in classifications not related to their former classification and will attempt to place said laid-off employees in vacant positions in the City for which they are qualified. During the twelve months following a layoff, laid-off employees shall be eligible to compete for in-house promotional examinations for positions for which they qualify.

ARTICLE 31 - PREVAILING BENEFITS

Except as provided herein, all wages, hours and other terms and conditions of employment presently enjoyed by employees shall remain in full force and effect during the term of this Compensation and Benefit Plan.

ARTICLE 32 - SAVINGS CLAUSE

Should any provision of this agreement or the application of such provision be rendered or declared invalid by any court action or by reason of any existing or subsequently enacted legislation, the City shall immediately provide an equivalent benefit to that which was determined to be unlawful. Such equivalent benefit will be implemented retroactive to the date the old benefit ceased. The remaining parts or portions of the Compensation and Benefits Plan shall remain in full force and effect.

ARTICLE 33 - TERM OF AGREEMENT

The provisions of this Compensation and Benefits Plan shall become effective on July 1, 2023.

APPENDIX A

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28 Classes included in the Non-Represented/Confidential Unit:

Grade Classification Title
46 ACCOUNTING SUPERVISOR
35 BUDGET COORDINATOR
56 CITY CLERK
67 DEPUTY DIRECTOR OF HUMAN RESOURCES/RISK

MANAGEMENT
34 EXECUTIVE ASSISTANT I
40 EXECUTIVE ASSISTANT TO THE CITY MANAGER
60 FINANCE OFFICER
36 HUMAN RESOURCES ANALYST I
40 HUMAN RESOURCES ANALYST II

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29 APPENDIX B

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30

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31

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32

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33

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34

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

UPLAND, CALIFORNIA AMENDING THE COMPENSATION

AND BENEFIT PLAN FOR EXECUTIVE EMPLOYEES

WHEREAS, it is the policy of the City of Upland to compensate its employees in a fair and equitable manner for their efficient and faithful service; and

WHEREAS, the City desires to provide consistency between recently negotiated employee agreements, it is necessary to emend the Executive employees’ compensation and benefits plan. The amendment to the compensation and benefits plan will be effective through June 30, 2026.

NOW, THEREFORE, the City Council of the City of Upland hereby finds, determines, and resolves as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. The City Council hereby approves the amendment of the Executive employees’ compensation and benefits plan, attached hereto, and authorizes the City Manager to execute the compensation and benefits plan.

Section 3. The City Council finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 4. Certification. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 5. Effective Date. This Resolution shall become effective July 1, 2023.

PASSED, APPROVED and ADOPTED this 12th day of June, 2023.

Bill Velto, Mayor

Resolution No.

I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 12th day of June, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

THE CITY OF UPLAND

EXECUTIVE MANAGEMENT

COMPENSATION AND BENEFIT PLAN

Updated July 1, 20232

TABLE OF CONTENTS
ARTICLE 1 – PURPOSE ......................................................1ARTICLE 1 – PURPOSE ............................................................................................................................................. 3 ARTICLE 2 – MANAGEMENT RIGHTS1ARTICLE 2 – MANAGEMENT RIGHTS ............................................................................................................................................. 3 ARTICLE 3 – COMPENSATION ........................ 2ARTICLE 3 – COMPENSATION ............................................................................................................................................. 4 ARTICLE 4 - RETIREMENT BENEFITS3ARTICLE 4 - RETIREMENT BENEFITS ............................................................................................................................................. 4 ARTICLE 5 – HEALTH INSURANCE – CAFETERIA PLAN .......... 4ARTICLE 5 – HEALTH INSURANCE – CAFETERIA PLAN ........................................................... 5 ARTICLE 6 – RETIREE HEALTH INSURANCE REIMBURSEMENT4ARTICLE 6 – RETIREE HEALTH INSURANCE REIMBURSEMENT .......................................... 5 ARTICLE 7 – LIFE INSURANCE ...................... 4ARTICLE 7 – LIFE INSURANCE ............................................................................................................................................. 6 ARTICLE 8 – LONG TERM DISABILITY INSURANCE .... 5ARTICLE 8 – LONG TERM DISABILITY INSURANCE ............................................................................... 6 ARTICLE 9 – 401(a) AND DEFERRED COMPENSATION5ARTICLE 9 – 401(a) AND DEFERRED COMPENSATION .................................................................................... 6 ARTICLE 10 – LONGEVITY PAY ....................5ARTICLE 10 – LONGEVITY PAY ............................................................................................................................................. 6 ARTICLE 11 – PREVENTATIVE HEALTH BENEFIT ................... 5ARTICLE 11 – PREVENTATIVE HEALTH BENEFIT ........................................................................ 7 ARTICLE 12 – UNIFORM ALLOWANCE .................... 5ARTICLE 12 – UNIFORM ALLOWANCE .................................................................................................................. 7 ARTICLE 13 – VEHICLE ALLOWANCE5ARTICLE 13 – VEHICLE ALLOWANCE ............................................................................................................................................. 7 ARTICLE 14 - CELL PHONE ALLOWANCE .......................................................... 67 ARTICLE 15 – HOLIDAYS ............................................ 6ARTICLE 15 – HOLIDAYS ............................................................................................................................................. 7 ARTICLE 16 – FLOATING HOLIDAYS 7ARTICLE 16 – FLOATING HOLIDAYS ............................................................................................................................................. 8 ARTICLE 17 – EXECUTIVE LEAVE .......... 7ARTICLE 17 – EXECUTIVE LEAVE ............................................................................................................................................. 8 ARTICLE 18 – SICK LEAVE ...................................... 7ARTICLE 18 – SICK LEAVE ............................................................................................................................................. 8 ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT ....... 7ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT ............................................................................................................................................. 8 ARTICLE 20 – VACATION........................................... 8ARTICLE 20 – VACATION

............................................................................................................................................. 9 ARTICLE 21 – VACATION BUYBACK . 8ARTICLE 21 – VACATION BUYBACK ............................................................................................................................................. 9 ARTICLE 22 – BEREAVEMENT LEAVE8ARTICLE 22 – BEREAVEMENT LEAVE ........................................................................................................................................... 10 ARTICLE 23 – BILINGUAL PAY ............................................................................... 11 ARTICLE 24 – TUITION REIMBURSEMENT ......................................................... 11

Upland Executive Management Compensation and Benefit Plan 4 THE CITY OF UPLAND

EXECUTIVE MANAGEMENT EMPLOYEES

Compensation and Benefit Plan

ARTICLE 1 – PURPOSE

Executive Management employees are not represented by an employee organization. The Executive Management positions serve at the will and pleasure of the City Manager.

This compensation and benefit plan document is intended as a comprehensive document to define and describe the amounts of compensation and benefits for Executive Management Employees. However, the terms and conditions of employment for the Executive Management Employees may also be addressed in individual employment contracts. If an individual’s employment contract agreement conflicts with this document, then the provision of the employment agreement will supersede the provisions of this document.

ARTICLE 2 – MANAGEMENT RIGHTS

The rights of the CITY include, but are not limited to the exclusive right to:

 Determine the mission of its constituent departments, commissions and boards;  Set standards of service;
 Determine the procedure and standards for employment and promotion;  Direct its employees;
 Relieve its employees from duty because of lack of work or for other lawful reasons; Mmaintain efficiency of government operations;  Determine the methods, means and personnel by which government operations are to be conducted;
 Determine the content of job classifications;
 Take all necessary actions to carry out its mission in emergencies;  Exercise complete control and discretion over its organization and the technology of performing its work;
 To discharge, suspend, demote, reprimand, withhold salary increases or otherwise discipline employees for cause; and
 To establish employee performance standards, including, but not limited to, quality and quantity standards and to require compliance.

The City reserves the right to contract out any work it deems necessary in the interest of efficiency, economy, improved work product, or emergency.

Notwithstanding anything to the contrary in this section, in any other provision of this chapter of the Upland Municipal Code, or in any other presently existing ordinance, resolution, agreement, rule, policy, practice or other city enactment of any type or nature,

Upland Executive Management Compensation and Benefit Plan 5 all present and future department heads shall be deemed and are designated as at -will employees who each serve at the pleasure of the City Manager, and accordingly the City Manager may reduce the salary of, suspend, demote or discharge any department head ,
2350.13)

ARTICLE 3 – COMPENSATION

1. The Executive Management Salary Range Table (Appendix B) is established to provide the minimum and maximum monthly salary levels for Executive Management positions.

2. The City Manager is responsible for the determination of each individual employee’s salary rate within the assigned salary range. Such determination will be based on job performance and or other competitive and economic factors.

a. Effective June 25, 202326, 2022, all employees in this unit shall receive a four- and one-half five percent (54.5%) COLA increase in base salary. b. Effective June 23, 2024, all employees in this unit shall receive a four percent (4%) COLA increase in base salary
a.c. Effective June 22, 2025, all employees in this unit shall receive a three percent (3%) COLA increase in base salary.

Employees in this unit shall receive Aa one-time, lump sum Premium Payment in the amount of five thousandforty-five hundred dollars ($5,0004,500) per employee utilizing American Rescue Plan Act (ARPA) funding. The payments will be distributed on a special payroll as soon as practical after approval of the Compensation and Benefits Plan by the City Council.

The one-time distribution shall not be pensionable.
b.

The City of Upland provides its Executive Management Employees with membership in the California Public Employees Retirement System (CalPERS):

Non-Safety: 2.5% @ 55 retirement formula; The City pays 7% of the

Police Chief: 3% @ 55 retirement formula; The City pays 9% of salary

The City contracts with CalPERS for the Single Highest Year Option for all employees who are not defined as “new members” pursuant to the Pension Reform Act of 2013 and the 1959 Survivor Benefit, 3rd level for all members of the bargaining unit. There is an employee cost of $2.00 per month for the 1959 Survivor Benefit.

The agreement between the City and CalPERS allows for the buy-back of time served by the employee in the Military as defined under Government Code Section 21024.

Pension Reform Act of 2013:

Formatted: Not Expanded by / Condensed by
Formatted: Not Expanded by / Condensed by
Formatted: Not Expanded by / Condensed by
Formatted: Not Expanded by / Condensed by
Formatted: Not Expanded by / Condensed by

Upland Executive Management Compensation and Benefit Plan 6 1) The parties agree that the provisions of AB 340 (The California Pension Reform Act of 2013) went into effect on January 1, 2013. In addition, if there is any other clean up or other retirement legislation which goes into effect during this compensation and benefit plan and if there are provisions of that legislation which, by law automatically goes into effect, it shall do so.

2) Two Tier Retirement: Pursuant to the Act, for “new members” (as defined by the Act) who are employees hired after January 1, 2013, they will be hired pursuant to the 2% @ 62 retirement formula (non -safety) and

2.7% @ 57 (safety)5.

For “new members” (as defined by the Act) who are employees hired after January 1, 2013, final compensation will be based on the highest annual average compensation earnable during the three consecutive years of employment immediately preceding the effective date of his or her retirement.

ARTICLE 5 – HEALTH INSURANCE – CAFETERIA PLAN

Effective January 1, 2023, Eemployees will receive Cafeteria Plan allowances for the purchase of health insurance benefits through the City’s Cafeteria Plan.as stated below:
 Effective January 1, 2024 - $1,550
 Effective January 1, 2025 - $1,700
 Effective January 1, 2026 - $1,900
fourteen hundred dollars ($1,400) per month for the purchase of health insurance benefits through the City’s Cafeteria Plan. The health insurance options under the City’s Cafeteria Plan include medical insurance, dental insurance, and vision insurance.

Employees may also contribute any remaining Cafeteria Plan Funds to the City’s deferred compensation plan.

An employee may elect not to be covered by the City’s Health Insurance if an employee provides proof of health insurance coverage from another source. The City may require proof of alternative coverage at any time.

ARTICLE 6 – RETIREE HEALTH INSURANCE REIMBURSEMENT

The City will provide retiree medical insurance reimbursement in accordance with the following schedule for employees who have health insurance and are paying a premium which exceeds these amounts. An additional $45 per month allowance is provided for a spouse if the spouse is covered under the employee’s insurance. Retirees who are participating in one of the City’s health insurance plans will have the PERS administrative fee deducted from their reimbursement. This benefit was eliminated for employees hired after October 1, 2014.

10 - 14 years of service $ 72.57 per month

Upland Executive Management Compensation and Benefit Plan 7 15 - 19 years of service $ 96.81 per month
20 - 24 years of service $121.05 per month
25 + years of service $145.14 per month

ARTICLE 7 – LIFE INSURANCE

The City provides employees with group life insurance in an amount equal to one times (1x) their annual salary.

ARTICLE 8– LONG TERM DISABILITY INSURANCE

The City assumes the full premium cost for the employee in the City designated long- term disability program. This benefit will pay 66 2/3% of base salary to a maximum of $5000 per month after 60 days (or use of all sick leave, whichever is later) to qualified members of this unit.

ARTICLE 9 – 401 (a) AND DEFERRED COMPENSATION PLANS

Effective July 1, 2022, the City will contribute nine percent (9%) of base monthly salary to the City’s 401(a) plan on behalf of each employee.

Employees may contribute to the City’s 457 (b) (deferred comp) up to the yearly maximum limit as defined by IRS guidelines.

ARTICLE 10 – LONGEVITY PAY

Employees with twenty (20) years or more of continuous service will receive a five percent (5%) increase in base salary.

Upland Executive Management Compensation and Benefit Plan 8 ARTICLE 8– LONG TERM DISABILITY INSURANCE

The City assumes the full premium cost for the employee in the City designated long- term disability program. This benefit will pay 66 2/3% of base salary to a maximum of $5000 per month after 60 days (or use of all sick leave, whichever is later) to qualified members of this unit.

ARTICLE 9 – 401 (a) AND DEFERRED COMPENSATION PLANS

Effective July 1, 2022, the City will contribute nine percent (9%) of base monthly salary to the City’s 401(a) plan on behalf of each employee.

Employees may contribute to the City’s 457 (b) (deferred comp) up to the yearly maximum limit as defined by IRS guidelines.

ARTICLE 10 – LONGEVITY PAY

Employees with twenty (20) years or more of continuous service will receive a five two- and one -half percent (52.5%) increase in base salary.

ARTICLE 11 – PREVENTATIVE HEALTH BENEFIT

Employees may be reimbursed up to two hundred and fifty dollars ($250)225 annually for the purchase of items, classes, memberships, or programs which contribute to physical fitness. This reimbursement shall be made in June of each year. Items which will be considered acceptable for reimbursement are defined in the City’s policy on Preventive Health Benefits.

ARTICLE 12 – UNIFORM ALLOWANCE

The Police Chief shall receive an allowance in the amount of one thousand dollars ($1,000.00) per year after completion of 12 months of employment. A uniform will be provided at time of appointment.

The purpose of the allowance is to provide uniform cleaning or replacement expenses.

Effective, July 1, 2023, Tthis allowance will be paid per pay period in the amount of thirty-eight dollars and forty-six cents ($38.46).

ARTICLE 13 – VEHICLE ALLOWANCE

The Police Chief shall receive a City vehicle to take home. All other executive management employees receive five hundred dollars ($500)350.00/ per month.

ARTICLE 14 – CELL PHONE ALLOWANCE

Upland Executive Management Compensation and Benefit Plan 9 Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non - taxability of the benefits provided under this Section.

ARTICLE 15 – HOLIDAYS

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1)
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25)

Each official fixed holiday shall be ten (10) hours unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday.

To be paid for an official fixed City holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday fell on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be requir ed to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for the case where either holiday falls on a Sunday. In the case that either Christmas Day or New Year’s Day falls on a Sunday it will be observed on the following Monday. Employees will receive compensation that will cover their absence from work from December 25th through January 1st. The employee must be in a paid status on the above dates to receive this holiday compensation.

ARTICLE 16 – FLOATING HOLIDAYS

Employees in the unit shall receive twenty (20) hours of Floating Holiday annually.

Floating holiday hours which are not used in December will automatically be cashed out on the pay date in January that covers the final pay period in December.

Upland Executive Management Compensation and Benefit Plan 10 ARTICLE 17 – EXECUTIVE LEAVE

Employees in the unit shall receive one hundred (100) hours of executive leave annually.

Executive Leave which is not used in December will automatically be cashed out on the pay date in January that covers the final pay period in December.

ARTICLE 18 – SICK LEAVE

Employees in the unit earn sick leave at the rate of eight (8) hours per month, up to a maximum accrual of twelve hundred and fifty (1250) hours. Notification of need for such leave must comply with the City’s Administrative Policy on Sick Leave.

ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, fifty percent (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of 625 hours; or

b. Retiring employees may use fifty percent (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of six hundred and twenty-five (625) hours.

ARTICLE 20 – VACATION

Vacation shall accrue based on the following schedule:

01 – 02 Years of service 80 Hours per year
03 – 05 Years of service 100 Hours per year
06 – 10 Years of service 140Hours per year
11 – 16 Years of service 160 Hours per year
17 + Years of service 180 Hours per year

All employees may accrue vacation up to a maximum of five hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

Police Chief:

Vacation shall accrue based on the following schedule:

01 – 02 Years of service 100 Hours per year
03 – 05 Years of service 140 Hours per year
06 – 16 Years of service 168 Hours per year

Upland Executive Management Compensation and Benefit Plan 11 16 + Years of service 180 Hours Per Year

All employees may accrue vacation up to a maximum of five hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

ARTICLE 21 – VACATION BUYBACK

Executive employees may convert up to eighty hours (80) of unused vacation, sick leave, and/or executive leave. This request must be made in writing to Human Resources and will be paid in November of each year.

An additional 80 hours of vacation can be cashed out in June of each year.

Any employee who elects to convert accrued vacation leave to compensation as provided for herein, shall be in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451- 1(a), must comply with the following:

Upland Executive Management Compensation and Benefit Plan 12 ARTICLE 14 – CELL PHONE ALLOWANCE

Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non -taxability of the benefits provided under this Section.

ARTICLE 15 – HOLIDAYS

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1)
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25)

Upland Executive Management Compensation and Benefit Plan 13 ARTICLE 14 – CELL PHONE ALLOWANCE

Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non -taxability of the benefits provided under this Section.

ARTICLE 15 – HOLIDAYS

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1)
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25)

Each official fixed holiday shall be ten (10) hours unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday.

To be paid for an official fixed City holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday fell on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be required to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

Upland Executive Management Compensation and Benefit Plan 14 City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for the case where either holiday falls on a Sunday. In the ca se that either Christmas Day or New Year’s Day falls on a Sunday it will be observed on the following Monday. Employees will receive compensation that will cover their absence from work from December 25th through January 1st. The employee must be an active employee of the City of Upland on the above dates to receive this holiday compensation.

ARTICLE 16 – FLOATING HOLIDAYS

Employees in the unit shall receive twenty (20) hours of Floating Holiday annually.

Floating holiday hours which are not used by the first pay period in December will automatically be cashed out on the second pay period pay date in January that covers the final pay period in December.

ARTICLE 17 – EXECUTIVE LEAVE

Employees in the unit shall receive eighty (80) hours of executive leave annually.

Executive Leave which is not used by the first pay period in December will automatically be cashed out on the second pay period check pay date in January that covers the final pay perioin December.

ARTICLE 18 – SICK LEAVE

Employees in the unit earn sick leave at the rate of eight (8) hours per month, up to a maximum accrual of twelve hundred and fifty (1250) hours. Notification of need for such leave must comply with the City’s Administrative Policy on Sick Leave.

ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, fifty percent (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of 625 hours; or

b. Retiring employees may use fifty percent (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of six hundred and twenty-five (625) hours.

Upland Executive Management Compensation and Benefit Plan 15  Any vacation leave conversion request must be made in writing using the form provided by Human Resources and must be
received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such vacation leave.
o For example: Employee requests to buy back twenty (20) hours of vacation leave, the request must be in Human
Resources by December 1st, to be paid on the first pay
period in November.
 All vacation leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources not later than December 1st of the calendar year prior to the conversion.
 Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for vacation leave converted to cash for that calendar year.

ARTICLE 22 – BEREAVEMENT LEAVE

Employees may take up to five (5) days 30 hours annually per occurrence (January 1 through December 31) with pay in the event of a death of a qualified family member. A qualified family member inc ludes a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law. the following: mother, father, grandfather, grandmother, brother, sister, spouse, child, grandchild, and employee spouse’s father, mother, grandfather, grandmother, brother, sister and any relative who has resided with the employee for at least six (6) months. Adoptive relatives and step relatives shall count the same as relatives by birth. Notification of need for such leave must comply with the City’s Administrative Policy on Sick Leave.

An employee will be eligible for this leave after they have completed thirty (30) days of employment with the City prior to the commencement of the leave.

The five (5) days do not need to be taken consecutively; they can be used intermittently.

If leave is used intermittently, it must be used within three (3) months of the family member’s date of death.

The City will consider a request for bereavement leave for the death of a member’s aunt orand uncle on a case-by-case basis.

Upland Executive Management Compensation and Benefit Plan 16 Executive Management may also take up to four (4) hours per year to attend funeral services for situations other than the above with City Manager approval .

ARTICLE 23- BILINGUAL PAV

A bilingual differential of one hundred ($100) per month shall be paid to certified employees who use their fluency in writing, reading and/or translating a second language. The bilingual pay will be granted only as long as the City Manager requires the employee to utilize their bilingual proficiency for City services.

In order to receive the bilingual pay for a designated position, the employee must be certified by testing. Such testing will be arranged for by Human Resources.

Certified employees will receive the bilingual differential effective the day following notification that they have successfully been certified as bilingual.

ARTICLE 24 – TUITION REIMBURSMENT

The City agrees to reimburse employees up to thirty-five hundred ($3,500) per employee, per fiscal year, as long as funds are available, for costs for tuition and textbooks incurred for job-related education. Such expenditure must enhance the furtherance of the City’s work or continuing educations goals.

Eligibility for reimbursement is contingent upon an approved course or seminar, completed with, where applicable, a grade of “C” or better or “pass” when taken on a pass/fail basis. Approval for reimbursement must be submitted first to the City Manager prior to the employee enrolling in the class or purchasing textbooks and related materials. Upon successful completion of the course(s), the employee must submit a request for reimbursement to the Finance Division for processing.

Upland Executive Management Compensation and Benefit Plan 17 APPENDIX A

Grade Classification Title

9688 City Manager

7983 Assistant City Manager

8394 Chief of Police

713247 Public Works Director

723243 Development Services Director

Upland Executive Management Compensation and Benefit Plan 18 APPENDIX B

Upland Executive Management Compensation and Benefit Plan 19

THE CITY OF UPLAND

EXECUTIVE MANAGEMENT

COMPENSATION AND BENEFIT PLAN

Updated July 1, 2023

TABLE OF CONTENTS
ARTICLE 1 – PURPOSE ................................................................................................. 3 ARTICLE 2 – MANAGEMENT RIGHTS..................................................................... 3 ARTICLE 3 – COMPENSATION .................................................................................. 4 ARTICLE 4 - RETIREMENT BENEFITS .................................................................... 4 ARTICLE 5 – HEALTH INSURANCE – CAFETERIA PLAN .................................. 5 ARTICLE 6 – RETIREE HEALTH INSURANCE REIMBURSEMENT ................. 5 ARTICLE 7 – LIFE INSURANCE ................................................................................. 6 ARTICLE 8 – LONG TERM DISABILITY INSURANCE ......................................... 6 ARTICLE 9 – 401(a) AND DEFERRED COMPENSATION ...................................... 6 ARTICLE 10 – LONGEVITY PAY ................................................................................ 6 ARTICLE 11 – PREVENTATIVE HEALTH BENEFIT ............................................. 7 ARTICLE 12 – UNIFORM ALLOWANCE .................................................................. 7 ARTICLE 13 – VEHICLE ALLOWANCE ................................................................... 7 ARTICLE 14 - CELL PHONE ALLOWANCE ............................................................ 7 ARTICLE 15 – HOLIDAYS ............................................................................................ 7 ARTICLE 16 – FLOATING HOLIDAYS ...................................................................... 8 ARTICLE 17 – EXECUTIVE LEAVE ........................................................................... 8 ARTICLE 18 – SICK LEAVE ......................................................................................... 8 ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT ...... 8 ARTICLE 20 – VACATION............................................................................................ 9 ARTICLE 21 – VACATION BUYBACK ....................................................................... 9 ARTICLE 22 – BEREAVEMENT LEAVE ................................................................. 10 ARTICLE 23 – BILINGUAL PAY ............................................................................... 11 ARTICLE 24 – TUITION REIMBURSEMENT ......................................................... 11

Upland Executive Management Compensation and Benefit Plan 3 THE CITY OF UPLAND

EXECUTIVE MANAGEMENT EMPLOYEES

Compensation and Benefit Plan

ARTICLE 1 – PURPOSE

Executive Management employees are not represented by an employee organization. The Executive Management positions serve at the will and pleasure of the City Manager.

This compensation and benefit plan document is intended as a comprehensive document to define and describe the amounts of compensation and benefits for Executive Management Employees. However, the terms and conditions of employment for the Executive Management Employees may also be addressed in individual employment contracts. If an individual’s employment contract agreement conflicts with this document, then the provision of the employment agreement will supersede the provisions of this document.

ARTICLE 2 – MANAGEMENT RIGHTS

The rights of the CITY include, but are not limited to the exclusive right to:

 Determine the mission of its constituent departments, commissions and boards;  Set standards of service;
 Determine the procedure and standards for employment and promotion;  Direct its employees;
 Relieve its employees from duty because of lack of work or for other lawful reasons; maintain efficiency of government operations;
 Determine the methods, means and personnel by which government operations are to be conducted;
 Determine the content of job classifications;
 Take all necessary actions to carry out its mission in emergencies;  Exercise complete control and discretion over its organization and the technology of performing its work;
 To discharge, suspend, demote, reprimand, withhold salary increases or otherwise discipline employees for cause; and
 To establish employee performance standards, including, but not limited to, quality and quantity standards and to require compliance.

The City reserves the right to contract out any work it deems necessary in the interest of efficiency, economy, improved work product, or emergency.

Notwithstanding anything to the contrary in this section, in any other provision of this chapter of the Upland Municipal Code, or in any other presently existing ordinance, resolution, agreement, rule, policy, practice or other city enactment of any type or nature, all present and future department heads shall be deemed and are designated as at-will

Upland Executive Management Compensation and Benefit Plan 4 employees who each serve at the pleasure of the City Manager, and accordingly the City Manager may reduce the salary of, suspend, demote or discharge any department head without prior notice and without cause. No department head shall have any administrative right of due process in connection with any reduction in salary, suspension, demotion or discharge, and no department head shall have any right of appeal to the board of review or the city council. The City Manager’s decision in regards to the employment status of a department head shall be final and absolute. No department head shall have the right or authority to undertake any of the rights or powers specified in Upland Municipal Code Sections 2.36.140, 2.36.150, 2.36.160 and 2.36.170. (Ord. 1790 § 2, 2005; prior code § 2350.13)

ARTICLE 3 – COMPENSATION

1. The Executive Management Salary Range Table (Appendix B) is established to provide the minimum and maximum monthly salary levels for Executive Management positions.

2. The City Manager is responsible for the determination of each individual employee’s salary rate within the assigned salary range. Such determination will be based on job performance and or other competitive and economic factors.

a. Effective June 25, 2023, all employees in this unit shall receive a five percent (5%) COLA increase in base salary.
b. Effective June 23, 2024, all employees in this unit shall receive a four percent (4%) COLA increase in base salary
c. Effective June 22, 2025, all employees in this unit shall receive a three percent (3%) COLA increase in base salary.

d. Employees in this unit shall receive a one-time, lump sum Premium Payment in the amount of five thousand dollars ($5,000) per employee utilizing American Rescue Plan Act (ARPA) funding. The payments will be distributed on a special payroll as soon as practical after approval of the Compensation and Benefits Plan by the City Council. The one-time distribution shall not be pensionable.

ARTICLE 4 - RETIREMENT BENEFITS

The City of Upland provides its Executive Management Employees with membership in the California Public Employees Retirement System (CalPERS):

Non-Safety: 2.5% @ 55 retirement formula; Classic Employees shall cost share with the City by contributing 1.4% of CalPERS employer contribution in addition to the 8% employee contribution.

Police Chief: 3% @ 55 retirement formula; employee will pay 9% towards the employee contribution.

The City contracts with CalPERS for the Single Highest Year Option for all employees

Upland Executive Management Compensation and Benefit Plan 5 who are not defined as “new members” pursuant to the Pension Reform Act of 2013 and the 1959 Survivor Benefit, 3rd level for all members of the bargaining unit. There is an employee cost of $2.00 per month for the 1959 Survivor Benefit.

The agreement between the City and CalPERS allows for the buy-back of time served by the employee in the Military as defined under Government Code Section 21024.

Pension Reform Act of 2013:

1) The parties agree that the provisions of AB 340 (The California Pension Reform Act of 2013) went into effect on January 1, 2013. In addition, if there is any other clean up or other retirement legislation which goes into effect during this compensation and benefit plan and if there are provisions of that legislation which, by law automatically goes into effect, it shall do so.

2) Two Tier Retirement: Pursuant to the Act, for “new members” (as defined by the Act) who are employees hired after January 1, 2013, they will be hired pursuant to the 2% @ 62 retirement formula (non-safety) and 2.7% @ 57 (safety).

For “new members” (as defined by the Act) who are employees hired after January 1, 2013, final compensation will be based on the highest annual average compensation earnable during the three consecutive years of employment immediately preceding the effective date of his or her retirement.

ARTICLE 5 – HEALTH INSURANCE – CAFETERIA PLAN

Employees will receive Cafeteria Plan allowances for the purchase of health insurance benefits through the City’s Cafeteria Plan.as stated below:
 Effective January 1, 2024 - $1,550
 Effective January 1, 2025 - $1,700
 Effective January 1, 2026 - $1,900
The health insurance options under the City’s Cafeteria Plan include medical insurance, dental insurance, and vision insurance. Employees may also contribute any remaining Cafeteria Plan Funds to the City’s deferred compensation plan.

An employee may elect not to be covered by the City’s Health Insurance if an employee provides proof of health insurance coverage from another source. The City may require proof of alternative coverage at any time.

ARTICLE 6 – RETIREE HEALTH INSURANCE REIMBURSEMENT

The City will provide retiree medical insurance reimbursement in accordance with the following schedule for employees who have health insurance and are paying a premium which exceeds these amounts. An additional $45 per month allowance is provided for a

Upland Executive Management Compensation and Benefit Plan 6 spouse if the spouse is covered under the employee’s insurance. Retirees who are participating in one of the City’s health insurance plans will have the PERS administrative fee deducted from their reimbursement. This benefit was eliminated for employees hired after October 1, 2014.

10 - 14 years of service $ 72.57 per month
15 - 19 years of service $ 96.81 per month
20 - 24 years of service $121.05 per month
25 + years of service $145.14 per month

ARTICLE 7 – LIFE INSURANCE

The City provides employees with group life insurance in an amount equal to one times (1x) their annual salary.

ARTICLE 8– LONG TERM DISABILITY INSURANCE

The City assumes the full premium cost for the employee in the City designated long- term disability program. This benefit will pay 66 2/3% of base salary to a maximum of $5000 per month after 60 days (or use of all sick leave, whichever is later) to qualified members of this unit.

ARTICLE 9 – 401 (a) AND DEFERRED COMPENSATION PLANS

Effective July 1, 2022, the City will contribute nine percent (9%) of base monthly salary to the City’s 401(a) plan on behalf of each employee.

Employees may contribute to the City’s 457 (b) (deferred comp) up to the yearly maximum limit as defined by IRS guidelines.

ARTICLE 10 – LONGEVITY PAY

Employees with twenty (20) years or more of continuous service will receive a five percent (5%) increase in base salary.

Upland Executive Management Compensation and Benefit Plan 7 ARTICLE 11 – PREVENTATIVE HEALTH BENEFIT

Employees may be reimbursed up to two hundred and fifty dollars ($250) annually for the purchase of items, classes, memberships, or programs which contribute to physical fitness.

This reimbursement shall be made in June of each year. Items which will be considered acceptable for reimbursement are defined in the City’s policy on Preventive Health Benefits.

ARTICLE 12 – UNIFORM ALLOWANCE

The Police Chief shall receive an allowance in the amount of one thousand dollars ($1,000.00) per year. A uniform will be provided at time of appointment.

The purpose of the allowance is to provide uniform cleaning or replacement expenses.

This allowance will be paid per pay period in the amount of thirty-eight dollars and forty- six cents ($38.46).

ARTICLE 13 – VEHICLE ALLOWANCE

The Police Chief shall receive a City vehicle to take home. All other executive management employees receive five hundred dollars ($500) per month.

ARTICLE 14 – CELL PHONE ALLOWANCE

Employees shall be entitled to a cell phone allowance in the amount of one hundred dollars ($100) per month or the use of a City-issued cell phone. If the employee chooses the cell phone allowance the amount shall be subject to applicable withholdings. Employee acknowledges that the City makes no representation with respect to the taxability or non- taxability of the benefits provided under this Section.

ARTICLE 15 – HOLIDAYS

The City of Upland observes the following holidays as official fixed holidays, established by Resolution:

New Year’s Day (January 1)
Martin Luther King Day (Third Monday in January)
President’s Day (Third Monday in February)
Memorial Day (Last Monday in May)
Independence Day (July 4)
Labor Day (First Monday in September)
Thanksgiving Day (Fourth Thursday in November)
Friday after Thanksgiving Day (The Day After the Fourth Thursday in November) Christmas Day (December 25)

Upland Executive Management Compensation and Benefit Plan 8 Each official fixed holiday shall be ten (10) hours unless otherwise noted.

If the holiday falls on a Friday or Saturday, Thursday shall be designated as the holiday and if the holiday falls on Sunday, Monday shall be designated as the holiday.

To be paid for an official fixed City holiday (the days on which the public offices of the City of Upland will be closed) employees must be in a paid status both the day before and the day after the holiday. For example, if a holiday fell on a Monday, and the employee was on a 4/10 work schedule with Fridays off, the employee would be required to be in a paid status on the Thursday before the holiday and the Tuesday following the holiday.

City Hall and most City departments will be permanently closed from Christmas Day through New Year’s Day. Christmas Day and New Year’s Day holidays will be part of this closure except for the case where either holiday falls on a Sunday. In the case that either Christmas Day or New Year’s Day falls on a Sunday it will be observed on the following Monday. Employees will receive compensation that will cover their absence from work from December 25th through January 1st. The employee must be in a paid status on the above dates to receive this holiday compensation.

ARTICLE 16 – FLOATING HOLIDAYS

Employees in the unit shall receive twenty (20) hours of Floating Holiday annually.

Floating holiday hours which are not used in December will automatically be cashed out on the pay date in January that covers the final pay period in December.

ARTICLE 17 – EXECUTIVE LEAVE

Employees in the unit shall receive one hundred (100) hours of executive leave annually.

Executive Leave which is not used in December will automatically be cashed out on the pay date in January that covers the final pay period in December.

ARTICLE 18 – SICK LEAVE

Employees in the unit earn sick leave at the rate of eight (8) hours per month, up to a maximum accrual of twelve hundred and fifty (1250) hours. Notification of need for such leave must comply with the City’s Administrative Policy on Sick Leave.

ARTICLE 19 – SICK LEAVE ACCRUAL PAYMENT UPON RETIREMENT

Upon service or disability retirement under the PERS retirement plan, employees may elect one of the following options for payment of unused sick leave:

a. At the time of service or disability retirement, fifty percent (50%) of accrued sick leave may be cashed out at the current hourly rate, up to a maximum of 625 hours; or

b. Retiring employees may use fifty percent (50%) of accrued sick leave as Personal Leave just prior to retirement, up to a maximum of six hundred and twenty-five (625) hours.

Upland Executive Management Compensation and Benefit Plan 9 ARTICLE 20 – VACATION

Vacation shall accrue based on the following schedule:

01 – 02 Years of service 80 Hours per year
03 – 05 Years of service 100 Hours per year
06 – 10 Years of service 140Hours per year
11 – 16 Years of service 160 Hours per year
17 + Years of service 180 Hours per year

All employees may accrue vacation up to a maximum of five hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

Police Chief:

Vacation shall accrue based on the following schedule:

01 – 02 Years of service 100 Hours per year
03 – 05 Years of service 140 Hours per year
06 – 16 Years of service 168 Hours per year
16 + Years of service 180 Hours Per Year

All employees may accrue vacation up to a maximum of five hundred hours (500) of vacation leave. Any hours over the five hundred (500) will automatically be cashed out on the pay period that the maximum accrual is reached.

ARTICLE 21 – VACATION BUYBACK

Executive employees may convert up to eighty hours (80) of unused vacation, sick leave, and/or executive leave. This request must be made in writing to Human Resources and will be paid in November of each year.

An additional 80 hours of vacation can be cashed out in June of each year.

Any employee who elects to convert accrued vacation leave to compensation as provided for herein, shall be in compliance with the Department of Treasury, Internal Revenue Service (IRS) Section 1.451- 1(a), must comply with the following:

Upland Executive Management Compensation and Benefit Plan 10  Any vacation leave conversion request must be made in writing using the form provided by Human Resources and must be received by Human Resources no later than December 1st of the calendar year prior to the end of the calendar year in which the employee wishes to convert such vacation leave.
o For example: Employee requests to buy back twenty (20) hours of vacation leave, the request must be in Human
Resources by December 1st, to be paid on the first pay
period in November.
 All vacation leave conversion requests are irrevocable and cannot be changed or amended unless rescinded and received in writing by Human Resources not later than December 1st of the calendar year prior to the conversion.
 Employees who fail to submit a request by December 1st of the calendar year prior to the conversion will not be eligible for vacation leave converted to cash for that calendar year.

ARTICLE 22 – BEREAVEMENT LEAVE

Employees may take up to five (5) days per occurrence (January 1 through December 31) with pay in the event of a death of a qualified family member. A qualified family member includes a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law. Adoptive relatives and step relatives shall count the same as relatives by birth.

An employee will be eligible for this leave after they have completed thirty (30) days of employment with the City prior to the commencement of the leave.

The five (5) days do not need to be taken consecutively; they can be used intermittently. If leave is used intermittently, it must be used within three (3) months of the family member’s date of death.

The City will consider a request for bereavement leave for the death of a member’s aunt or uncle on a case-by-case basis.

Executive Management may also take up to four (4) hours per year to attend funeral services for situations other than the above with City Manager approval.

Upland Executive Management Compensation and Benefit Plan 11 ARTICLE 23- BILINGUAL PAV

A bilingual differential of one hundred ($100) per month shall be paid to certified employees who use their fluency in writing, reading and/or translating a second language. The bilingual pay will be granted only as long as the City Manager requires the employee to utilize their bilingual proficiency for City services.

In order to receive the bilingual pay for a designated position, the employee must be certified by testing. Such testing will be arranged for by Human Resources.

Certified employees will receive the bilingual differential effective the day following notification that they have successfully been certified as bilingual.

ARTICLE 24 – TUITION REIMBURSMENT

The City agrees to reimburse employees up to thirty-five hundred ($3,500) per employee, per fiscal year, as long as funds are available, for costs for tuition and textbooks incurred for job-related education. Such expenditure must enhance the furtherance of the City’s work or continuing education goals.

Eligibility for reimbursement is contingent upon an approved course or seminar, completed with, where applicable, a grade of “C” or better or “pass” when taken on a pass/fail basis. Approval for reimbursement must be submitted first to the City Manager prior to the employee enrolling in the class or purchasing textbooks and related materials. Upon successful completion of the course(s), the employee must submit a request for reimbursement to the Finance Division for processing.

Upland Executive Management Compensation and Benefit Plan 12 APPENDIX A

Grade Classification Title

88 City Manager

79 Assistant City Manager

83 Chief of Police

71 Public Works Director

72 Development Services Director

Upland Executive Management Compensation and Benefit Plan 13 APPENDIX B

Upland Executive Management Compensation and Benefit Plan 14

DATE: June 12, 2023
TO: MAYOR AND CITY COUNCIL
FROM: MICHAEL BLAY, CITY MANAGER
PREPARED BY: THOMAS RICE, ASSISTANT CITY ATTORNEY

STEPHEN PARKER, ASSISTANT CITY MANAGER
SUBJECT: CONSIDER APPROVAL OF REVISIONS TO THE CITY MANAGER EMPLOYMENT

AGREEMENT

RECOMMENDED ACTION:

It is recommended that the City Council approve First Amendment to the City of Upland City Manager Employment Agreement with Michael Blay providing him with an increase in base salary and to the percentage 401(a) contribution.

GOAL STATEMENT
The proposed action supports the City’s goal of ensuring stability and consistency in City management.

BACKGROUND
In October 2021, the Upland City Council approved an Employment Agreement with Michael Blay to serve as City Manager (“Employment Agreement”), which included a salary of Step 8 on the Executive Salary Schedule ($251,407.01). The first date of employment was November 9, 2021.

In July 2022, the City Manager received the same 4.5% COLA provided to all employ ees of the Executive Management Unit (which matched that received by the Upland City Employees Association , Upland Mid- Management Employees Association and Non-Represented/Confidential Unit), resulting in a salary of $262,720.32.

On November 28, 2022, during his annual performance evaluation in Closed Session with City Council, the City Manager volunteered to defer any step increase until forthcoming negotiations with all four labor bargaining groups in the City were concluded.

As a part of the Classification and Compensation Study, all Upland employees’ compensation was compared with comparable agencies. The City Manager’s salary was identified as 2% below market median.

With the implementation of the Classification and Compensation Study, all City employees below market median were moved onto the new salary schedule with a minimum of a 2% pay increase.

Effective June 25, 2023, all full -time Upland employees not in a Y-rated status will receive a 5% Cost of Living Adjustment (COLA).

Should the City Manager have been moved onto the new salary schedule along with all other City employees, and then received the 5% COLA, he would be placed on step 5 of the adopted Upland Executive Salary Schedule ($301,615.03).

ISSUES AND ANALYSIS
This proposed First Amendment to the Employment Agreement would place the City Manager at Step 3 of the adopted Upland Executive Salary Schedule ($273,573.73). In addition, the amendment would also increase the City’s annual contribution to the City Manager’s 401(a) account from 9% to 14%, in lieu of an annual step increase in November 2022 and a COLA increase in July 2023.

ENVIRONMENTAL DETERMINATION
The proposed action is not subject to the California Environmental Quality Act (CEQA). Section 15378 of the CEQA Guidelines defines a project subject to CEQA. The proposed action is not included within the definition of a “project” and thus is exempt.

FISCAL IMPACTS
The fiscal impact of this action is an increase over the City Manager’s current compensation of $25,691 on an All Funds basis and $8,992 to the General Fund. These amounts have been included in the City’s FY 23/24 operating budget.

ALTERNATIVES
Provide alternative direction to staff.

CEQA: Not a Project

23152.06020\41182168.1

FIRST AMENDMENT TO THE CITY OF UPLAND

CITY MANAGER EMPLOYMENT AGREEMENT
(MICHAEL BLAY)

This First Amendment to the City Manager Employment Agreement (“First Amendment”) between the City of Upland (“City”) and Michael Blay (“Employee”) is entered into this 12th day of June, 2023.

RECITALS

WHEREAS, the City entered into an original City Manager Employment Agreement (“Original Agreement”) with Employee on October 25, 2021; and

WHEREAS, the City and Employee now desire to further amend the Original Agreement in order to provide for a base salary increase for Employee due to the fact that other City employees have received an increase that bring their base salaries within ten percent (10%) of Employee’s base salary.

AGREEMENT

NOW, THEREFORE, the above named parties hereby mutually agree and promise as follows:

1. Section 3.A of the Original Agreement is hereby amended to read as follows:

“Base Salary: City agrees to pay City Manager an annual base salary, of Two Hundred Seventy-Three Thousand, Five Hundred Seventy-Three Dollars and Seventy-Three Cents ($273,573,73), payable in installment at the same time that other management employees of Employer are paid.

2. Section 4 of the Original Agreement is hereby amended to add the following language:

“City agrees to contribute Fourteen Percent (14%) of employee’s base monthly salary to a 401(a) plan.

2. The increases set forth in Sections 1 and 2 above shall become effective beginning June 25, 2023.

2. Except as amended by this First Amendment, all other terms of the Original Agreement, as previously amended, shall remain in full force and effect.

[SIGNATURES ON FOLLOWING PAGE]

23152.06020\41182168.1

2 SIGNATURE PAGE TO

FIRST AMENDMENT TO THE CITY OF UPLAND

CITY MANAGER EMPLOYMENT AGREEMENT
(MICHAEL BLAY)

The City and Employee have duly executed this First Amendment as of the date first written above.

CITY OF UPLAND EMPLOYEE

By: By:

DATE: June 12, 2023
TO: MAYOR AND CITY COUNCIL
FROM: MICHAEL BLAY, CITY MANAGER
PREPARED BY: STEPHEN DEITSCH, CITY ATTORNEY

STEPHEN PARKER, ASSISTANT CITY MANAGER
SUBJECT: CONSIDER ORDINANCE INCREASING CITY COUNCIL AND CITY TREASURER

SALARIES AND A RESOLUTION TO PROVIDE ELECTED OFFICIALS WITH AN AUTO

ALLOWANCE AND HEALTH BENEFITS ALLOWANCE

RECOMMENDED ACTION:

It is recommended that the City Council hold first reading by title only, waive further reading and introduce an Ordinance to increase salary compensation for members of the City Council and adopt a Resolution to provide members of the City Council and the City Treasurer with a monthly auto allowance and a monthly health benefits cafeteria allowance.

GOAL STATEMENT
The proposed action supports the City’s goal of addressing fiscal and organizational sustainability while furnishing elected officials with fair compensation and benefits based on the services they perform for the City.

BACKGROUND
City Council, Mayor, and City Treasurer Monthly Salary Compensation

The Government Code allows the City Council to prescribe monthly salary compensation for members of the City Council, and to increase such compensation over time above those floor levels set forth in the Government Code.

Section 2.02.040 of the Upland Municipal Code was enacted by Ordinance in September 1985, thirty-seven (37) years ago, at which time the City’s population was over 50,000 but under 75,000. Consequently, the compensation was set at $500 per month.

According to the 2020 Census, the City’s population was 79,272, which triggered an increase in compensation to $600 according to the statutory compensation schedule, notwithstanding the fact that Section 2.02.040 of the Upland Municipal Code was not amended. Section 2.02.050 of the Upland Municipal Code allowed for the automatic increase in compensation as the population increased, which complies with Government Code Section 36516(a)(2).

Section 2.08.010 of the Upland Municipal Code calls for the City Treasurer to receive a salary “equal to two -thirds the compensation of a city council member as established in UMC Section 2.02.040…” The City Treasurer currently receives $400 per month in salary compensation.

Under the authority of Government Code Section 36516.1, Section 2.02.080 of the Upland Municipal Code authorizes the additional compensation of $100 per month to be paid to the City’s Mayor in addition to the compensation set for members of the City Council due to the additional workload imposed upon the Mayor by virtue of the office’s duties.

The City’s Mayor currently receives $700 per month in salary compensation.

ISSUES AND ANALYSIS
Any proposed salary compensation increase shall not exceed an amount equal to 5% for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance was enacted. Thirty -seven (37) years since the enactment of the ordinance establishing Section 2.02.040, multiplied by 5%, equals a maximum 185% salary increase allowed under Government Code Section 36516(a)(4). The current salary compensation paid to members of the City Council of $600, multiplied by 185%, equals $1,110.

Rather than taking the entire $1,110 increase available for a total of $1,710, if the draft Ordinance is passed, members of the City Council will be entitled to receive a $600 increase for a monthly salary of $1,200, the City Treasurer will be entitled to receive a $400 increase for a monthly salary of $800, and the Mayor will be entitled to receive a $600 increase for a monthly salary of $1,300 per month. This increase in salary compensation would bring the City of Upland closer in line to the levels of salary compensation received by city council members of other nearby cities, while simultaneously foregoing $510 of eligible compensation from future members of City Council. As a point of reference, other councilmembers receive the following amounts in monthly salary compensation:

1. Rancho Cucamonga
a. Mayor - $1,609
b. Council - $1,452

2. Ontario
a. Mayor - $3,180.99
b. Council - $1,884.51

3. Chino
a. Mayor - $1,534
b. Council - $1,281

4. Chino Hills
a. Mayor/Council - $826.88

5. Redlands
a. Mayor/Council - $6,000

6. Fontana
a. Mayor - $4,200
b. Council - $2,106

7. Montclair
a. Mayor - $1,650
b. Council - $1,150

8. Claremont
a. Mayor/Council - $400

Auto Allowance
The draft Resolution would provide members of the City Council and the City Treasurer a monthly auto allowance of $500. This would serve to reimburse members of the City Council and the City Treasurer for wear and tear on their automobiles for using their own personal automobiles while performing official duties. Other local cities like Rancho Cucamonga, Ontario, Chino, Chino Hills, Fontana, and Montclair provide auto allowances to their councilmembers.

Health Benefits Cafeteria Allowance
The draft Resolution would provide members of the City Council and the City Treasurer, a monthly health benefits cafeteria allowance on the same terms as that received by the City’s employees. The proposal is for members of the City Council and the City Treasurer to receive the following:

1. Effective July 1, 2023, they shall be entitled to a monthly allowance of $1,500;

2. Effective January 1, 2024, they shall be entitled to a monthly allowance of $1,550;

3. Effective January 1, 2025, they shall be entitled to a monthly allowance of $1,700; and

4. Effective January 1, 2026, they shall be entitled to a monthly allowance of $1,900.

After June 30, 2026, the cafeteria allowance shall match the then-negotiated benefits with the Upland Mid- Management Employees Association.”

Except for the City of Claremont, all the other above-mentioned local cities provide their council members with some form of health benefits.

Effective Dates
If the Ordinance is passed, the Ordinance will take effect 30 days after the second reading and adoption o f the Ordinance. However, the salary compensation increases will not take effect until any member of the City Council begins a new term of office, which is expected to be after the 2024 election. The salary compensation increase will then apply to all members of the City Council, the Mayor and the City Treasurer.

If the Resolution is passed, the Resolution takes effect immediately and the auto allowance and health benefits become effective, by the Resolution’s terms, on July 1, 2023.

ENVIRONMENTAL DETERMINATION
The proposed action is not subject to the California Environmental Quality Act (CEQA). Section 15378 of the CEQA Guidelines defines a project subject to CEQA. The proposed action is not included within the definition of a “project” and thus is exempt.

FISCAL IMPACTS
Once a member of the City Council begins a new term in office, which is expected to be after the 2024 election, t he City would pay an additional $3,400 per month for members of the City Council, Mayor, and City Treasurer in the form of salary compensation. Effective July 1, 2023, the City would pay an additional $3,000 per month in auto allowance for members of the City Council, including the Mayor, and the City Treasurer. Effective July 1, 2023, the City would pay up to $9,000 per month for the health benefits cafeteria allowance for members of the City Council, including the Mayor, and the City Treasurer. Effective January 1, 2023, January 1, 2024, and January 1, 2025, that figure would rise to up to $9,300, $10,200, and $11,400 per month, respectively.

ALTERNATIVES
1) Accept the maximum salary increase allowed under Government Code Section 36516(a)(4) of 185%, and have City Council

CEQA: Not a project.

ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
UPLAND, CALIFORNIA AMENDING SECTION 2.02.040 AND
DELETING SECTION 2.02.050 OF CHAPTER 2.02 OF TITLE
2 OF THE UPLAND MUNICIPAL CODE TO INCREASE CITY

COUNCIL COMPENSATION

WHEREAS, Government Code Section 36516(a)(2) and Upland Municipal Code Section 2.02.040 prescribe the amount of salary compensation to be paid to each member of the City Council as listed in Government Code Section 36516(a)(2); and

WHEREAS, Section 2.02.040 of the Upland Municipal Code was enacted by Ordinance in September 1985, thirty-seven (37) years ago, and at which time the City’s population was over 50,000 but under 75,000. Consequently, the compensation was set at $500 per month; and

WHEREAS, according to the 2020 Census, the City’s population was 79,272, which triggered an increase in compensation to $600 according to the statutory compensation schedule, notwithstanding the fact that Section 2.02.040 of the Upland Municipal Code was not amended; and

WHEREAS, Section 2.02.050 of the Upland Municipal Code allowed for the automatic increase in compensation as the population increased, which process follows that allowed by Government Code Section 36516(a)(2); and

WHEREAS, Section 2.08.010 of the Upland Municipal Code calls for the City Treasurer to receive a salary equal to two-thirds the compensation of a member of City Council as established in Upland Municipal Code Section 2.02.040; and

WHEREAS, the City Treasurer currently receives $400 per month in salary compensation; and

WHEREAS, under the authority of Government Code Section 36516.1, Section

2.02.080 of the Upland Municipal Code authorizes the additional compensation of $100 per month to be paid to the City’s Mayor in addition to the compensation set for members of the city council due to the additional workload imposed upon the Mayor by virtue of the office’s duties; and

WHEREAS, the City’s Mayor currently receives $700 per month in salary compensation; and

WHEREAS, Government Code Section 36516(a)(4) authorizes the City to increase the compensation for members of the City Council beyond those amounts established in the statutory compensation schedule provided that the increase shall not exceed an amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance was enacted; and

Ordinance No.

WHEREAS, 37 years since the enactment of the ordinance establishing Section 2.02.040, multiplied by 5%, equals a maximum 185% salary increase allowed under Government Code Section 36516(a)(4); and

WHEREAS, the current salary compensation paid to members of the City Council of $600, multiplied by 185%, equals $1,110; and

WHEREAS, the City Council desires to increase the monthly salary compensation to $1,200 per month; and

WHEREAS, by increasing the monthly salary compensation by $600 instead of the possible $1,110, City Council is foregoing $510 of eligible compensation from future City Councils; and

WHEREAS, if this Ordinance is passed, and due to Section 2.02.080 of the Upland Municipal Code, the Mayor would be entitled to receive $1,300 per month; and

WHEREAS, if this Ordinance is passed, and due to Section 2.08.010 of the Upland Municipal Code, the City Treasurer would be entitled to receive $800 per month.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF UPLAND DOES ORDAIN AS FOLLOWS:

Section 1. The above recitals are true and correct and are hereby incorporated herein by this reference.

Section 2. Section 2.02.040 of Chapter 2.02 of Title 2 of the Upland Municipal Code is hereby amended as follows (new language in underline and deleted language in strikethrough):

“Section 2.02.040 Salaries.

Each member of the city council shall receive, as salary, the sum of $1,200.00 $500.00 per month, as prescribed in Section 36516 of the Government Code for cities 50,000 up to and including 75,000 population group, which shall be payable from and after the operative date of this ordinance at the same time and in the same manner as the salaries are paid to other officers and employees of the city of Upland.”

Section 3. Section 2.02.050 of Chapter 2.02 of Title 2 of the Upland Municipal Code is hereby deleted in its entirety and marked as “Reserved.”

Section 4. Compliance with California Environmental Quality Act.

The City Council finds that this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section

Ordinance No.

15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Further, if the activity is deemed a project this City Council finds that this Ordinance is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 5. Severability. If any section, subsection, subdivision, sentence, or clause or phrase in this Ordinance or any part thereof is for any reason held to be unconstitutional, invalid or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Ordinance or any part thereof. The City Council hereby declares that it would have adopted each section irrespective of the fact that any one or more subsections, subdivisions, sentences, clauses, or phrases are declared unconstitutional, invalid, or ineffective.

Section 6. Effective Date. This Ordinance shall become effective thirty (30) days from its adoption.

Section 7. Publication. The City Clerk shall certify to the adoption of this Ordinance and cause it, or a summary of it, to be published in a newspaper of general circulation printed and published within the City of Upland, pursuant to all legal requirements.

PASSED, APPROVED, AND ADOPTED this ____ day of _________, 2023.

Bill Velto, Mayor

I, Keri Johnson, City Clerk of the City of Upland, California, do hereby certify that the foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Upland held on the 12th day of June, 2023, and was adopted at a regular meeting of the City Council of the City of Upland on the ____ day of __________, 2023, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

UPLAND, CALIFORNIA AUTHORIZING THE ISSUANCE OF

AN AUTO ALLOWANCE FOR MEMBERS OF THE CITY

COUNCIL AND CITY TREASURER AND PROVIDING HEALTH

BENEFITS FOR MEMBERS OF THE CITY COUNCIL AND CITY

TREASURER

WHEREAS, Government Code Section 1223 authorizes the providing of auto allowances for members of the City Council and the City Treasurer of the City of Upland (“City”); and

WHEREAS, an auto allowance is not subject to the salary compensation limits under Government Code Section 36516 by the statute’s own terms; and

WHEREAS, the City Council desires to provide members of the City Council and the City Treasurer with a monthly auto allowance of $500 per month in order to offset the costs they incur due to having their personal vehicles on standby in order for use to attend City events and attend events as City representatives; and

WHEREAS, Government Code Section 53200 et seq. authorizes the City to provide health benefits to members of the City Council and the City Treasurer, which are also not subject to the salary compensation limits under Government Code Section 36516, provided that certain enumerated requirements are met; and

WHEREAS, the City Council desires to provide members of the City Council and the City Treasurer with a health benefits cafeteria allowance, on the same terms as that provided to the City’s employees.

NOW, THEREFORE, the City Council of the City of Upland hereby finds, determines and resolves as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. Members of the City Council and the City Treasurer shall be entitled to receive a monthly auto allowance of $500, effective July 1, 2023.

Section 3. Members of the City Council and the City Treasurer shall be entitled to receive a health benefits cafeteria allowance based upon the most recent negotiations with the City’s represented employee groups. They shall be entitled to the below defined cafeteria allowances:

A. Effective July 1, 2023, they shall be entitled to a monthly allowance of $1,500;

B. Effective July 1, 2024, they shall be entitled to a monthly allowance of $1,550;

Resolution No.

Page

C. Effective January 1, 2025, they shall be entitled to a monthly allowance of $1,700; and

D. Effective January 1, 2026, they shall be entitled to a monthly allowance of $1,900.

After 2026, the cafeteria allowance shall match the then-negotiated benefits with the Upland Police Management Association.

Section 4. Compliance with California Environmental Quality Act. The City Council finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.

Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Section 5. Certification. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

Section 6. Severability. If any section, subsection, subdivision, sentence, or clause or phrase in this Resolution or any part thereof is for any reason held to be unconstitutional, invalid or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Resolution or any part thereof. The City Council hereby declares that it would have adopted each section irrespective of the fact that any one or more subsections, subdivisions, sentences, clauses, or phrases are declared unconstitutional, invalid, or ineffective.

Section 7. Effective Date. This Resolution shall become effective immediately.

PASSED, APPROVED and ADOPTED this ____ day of ____________, 2023.

Bill Velto, Mayor

I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the ____ day of ____________, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

Resolution No.

Page

ATTEST:

Keri Johnson, City Clerk

DATE: June 12, 2023
TO: MAYOR AND CITY COUNCIL
FROM: MICHAEL BLAY, CITY MANAGER
PREPARED BY: STEPHEN PARKER, ASSISTANT CITY MANAGER
SUBJECT: PROPOSED ANNUAL BUDGET FOR FISCAL YEAR 2023-2024 AND RELATED ITEMS

RECOMMENDED ACTION:

It is recommended that the City Council:

1. Approve a Resolution adopting the Fiscal Year 2023-2024 Annual Budget; and

2. Approve a Resolution approving the appropriations limit for the Fiscal Year 2023 -2024; and

3. Approve a Resolution approving the General Fund Reserve Policy; and

4. Approve amending the City’s Classification Plan to include job descriptions for Budget Specialist, Crime Prevention – Community Outreach Specialist and Police Civilian Investigator

GOAL STATEMENT
The proposed action supports the City’s goal of providing sound fiscal stewardship for the City of Upland .

BACKGROUND
The proposed Fiscal Year 2023-2024 Annual Budget has been prepared under the direction and leadership of the City Manager. This budget represents a cooperative effort by the City's Executive Team to continue the delivery of thorough and cost-effective municipal services within the constraints of available financial resources. A budget workshop that included presentations by department heads was held on May 25, 2023.

ISSUES AND ANALYSIS
Annual Budget
Total General Fund operating revenues are projected to be $55,807,750, an increase of approximately $1.7 million over the prior year amended budget. Notable increases include $0.4 million in charges for services primarily relating to higher budgeted Public Works Fees and licenses and permits up $0.3 million due to current development trends as well as a $0.2 million increase in sales tax and other taxes primarily related to Transient Occupancy Taxes due to moderate economic growth.

General Fund operating expenditures are projected to be $55,684,290, which is $3.7 million higher than the prior year's amended budget. Salaries and benefits are estimated to increase by $3.1 million primarily due to the implementation of the classification and compensation study, negotiated pay and benefit increases, and step increases. Maintenance and operations are estimated to increase by $0.6 million primarily due $0.5 million being reserved for use in District 1 and 4 parks due to a policy City Council approved in April 2023 that called for setting aside revenue from leases in parks to be spent on parks in the same district .

This budget shows a brighter future for the City. For the first time in the last four years, the proposed budget is not balanced with one-time funds. In addition, prior years’ use of American Rescue Plan Act (ARPA) Funds to pay for the salaries of 4 Police Officers and the reclassification of 5 employees to the Corporal/Detective level is no longer occurring with this budget. That means that without the use of any one-time funds, the proposed General Fund budget is balanced. This year's General Fund budget including transfers out and reservation of fund balance is $55,684,290. The ending fund balance is projected as $9,505,430. The City’s financial situation is much stronger than that figure indicates, however, with beginning General Fund cash projected to be well in excess of $20 million, and the City retaining the strongest reserves it has seen in well over a decade. Due to a quirk of governmental accounting with internal borrowings, the City’s reserves are being reflected as much lower than actual cash. As a part of implementing the City’s BLAST pension strategy, in April 2022 the City conducted an internal borrowing of $20.5 million as component of paying down over $45 million of the City’s Unfunded Accrued Liability with

California Public Employees’ Retirement System (CalPERS). Had the borrowing been external, an additional $20.5 million would be reflected in fund balance. Regardless, the City has ample reserves, including the Economic Uncertainty Reserve established by the General Fund Reserve Policy at 22.5% of the operating expenditures (or $12.6 million).

Personnel costs, inclusive of all City funds, are increasing by $2.5 million from $42.4 million to $44.9 million, largely due to the implementation of the classification and compensation study and negotiated pay and benefit increases, and offset somewhat by decreases in the City’s required UAL payments . In total, the number of authorized positions has increased by one from the amended budget to 265. The increase, which was not discussed during the Budget Workshop, relates to the City Manager’s request for the conversion of two of the City’s four budgeted part-time Park Rangers to one full-time Park Ranger. This key position has been a challenge to fill a nd maintain due to its unique demands, and the net cost of the request is $22,291 as reflected in the Fiscal Impact of Personnel Changes attachment.

Maintenance and operations expenditures (excluding the UAL & Employee Benefits Internal Service Fund) are increasing by $5.3 million from $97.8 million to $103.1 million. Almost the entire increase, $5.0 million, is attributed to increases in utility funds' costs of operation. Capital projects and equipment appropriations are projected to increase by $22.9 million from $40.9 million to $63.7 million due primarily to a $9.7 million increase in street-related spending out of restricted Special Revenue Funds, and a $9.4 million increase in water and storm drain-related capital projects.

A Long-Term Financial Planning section at the end of the Budget Message includes a chart that summarizes a five- year budget projection. In this projection, the City is barely able to maintain a structural budget, but in doing so loses out on the opportunity to increase service levels or begin to make inroads on the decades of deferred maintenance that has occurred throughout the City.

Appropriations Limit
Article XIIIB (Proposition 4) of the California Constitution, commonly referred to as the Gann Initiative or Gann Appropriations Limit, was adopted by California voters in 1980 and placed limits on the amount of proceeds of taxes that can be spent by all entities of government. The base year of appropriated proceeds of taxes in 1978-79 is adjusted annually using a ratio of the changes in population, inflation and/or the changes in non-residential construction.

This appropriations limit is required to be annually reviewed by the City's independent auditor, published in the annual budget document, and submitted to the State Controller with the filing of the Annual Report of Financial Transactions no later than 90 days after the end of each fiscal year.

The California Department of Finance provides the change in the California Per Capita Personal Income Factor (CCPI) and the population changes in both the City of Upland and the County of San Bernardino. Cities may choose an inflation factor that is either the change in the CCPI or the change in non -residential construction. The population factor option is either the growth rate in the city or county. Each of these factors is an annual election.

For the FY 23/24 calculation, staff recommends electing to use the increase in the change in Per Capita Personal Income of 4.44% as that percentage increase is higher than the increase in the change in Nonresidential New Construction of 1.00%. Staff recommends electing to use the Count of San Bernardino’s change in population of

0.12 %, which is higher than the decrease in population for the City of Upland of -0.50%.

The calculations are provided on the attached worksheets. The FY 23/24 appropriations limit is $136,639,132, which exceeds the appropriations subject to the limit (proceeds of taxes less debt service payments) of $42,897,825 by $93,741,307. The analysis below provides the figures for the estimate of the appropriations limit for FY 2 3/24.

INFLATION OPTION FACTOR
PCPI 4.44%
Change in Non-Residential Construction 1.00%

POPULATION OPTION FACTOR
City of Upland -0.50%

County of San Bernardino 0.12%

Using the figures for the change in PCPI and the change in population for the C ounty of San Bernardino provides the optimum increase.

General Fund Reserve Policy
Currently, the Economic Uncertainty Reserve is at $10.3 million, but any year-end operating surplus will be prioritized to replenish the reserve to a full 22.5% of General Fund operating expenditures, which based on the FY 23/24 budget, will be $12.6 million. In addition, Staff will come back to City Council for approval of a resolution on June 26, 2023, that will seek authorization to implement the transfers identified in General Fund Reserve Policy pertaining to the increase in reserves during the 21/22 fiscal year that were not able to occur due to the internal borrowing as a part of the BLAST pension policy implementation.

The General Fund Reserve Policy (the "Policy") was established in June 2021, and is required to be reviewed and approved by the City Council at least every year during the annual budget process. The Policy under consideration has only been recommended to add the following clarifying sentence in Section IV – Replenishment of Unreserved Fund Balance: Should the General Fund’s Unassigned Fund Balance be in a deficit position due to any long-term internal borrowing, despite being excluded from the ACFR due to compliance with GASB 54, such reserves shall still receive an allocation of year-end operating surplus as elaborated below. The Policy, attached for consideration, continues to reflect six categories of reserves and sets targets for funding levels.

Personnel Changes
The FY 23/24 budget includes several personnel changes, which are described below and are summarized in the following table, including the net addition of one Full Time Equivalents (FTEs) and the reclassification of six FTE's.

Department Action # of Positions Position

Administrative
Services

Customer Service Reduce 1 Customer Service Specialist I Human Resources Add 1 Office Assistant

Public Works
Administration Reclass 1 Accounting Technician to Budget Specialist

Police
Administrative Services Reclass 2 Police Detective to Police Corporal Administrative Services Reclass 1 Senior Accounting Technician to Budget Specialist Investigations Add 1 Park Ranger (replacing 2 PT Park Rangers) Operations Reclass 1 Police Services Technician to Civilian Investigator Operations Reclass 1 Police Services Technician to Crime Prevention - Community Outreach Specialist
Patrol Frozen 1 Police Officer

Total Additions 2
Total Reductions 1
Net Change 1

The General Fund effect of all the budget requests is $85,856 for FY 23/24, with an all funds net effect of $56,979.

This amount is an increase of $22,291 over what was reflected in the Budget Workshop, due to the inadvertent omission of the City Manager’s request that 2 part-time Park Ranger positions be replaced by 1 full-time Park Ranger.

Administrative Services
The budget includes one reduction and one addition as proposed in the Budget Workshop. The Customer Service Specialist I in Customer Service would move to Human Resources as an Office Assistant and be the primary point of contact for calls and walk-in requests at City Hall.

Public Works
The proposed budget includes one reclassification request from an Accounting Technician to a Budget Specialist to reflect the higher-level work being accomplished in the second-largest department in the City.

Police
One Police Officer is still included in the Schedule of Positions, but is frozen, meaning not funded with the FY 2023/24 Proposed Budget.

The new position in the department is a full-time Park Ranger, which will replace 2 part-time Park Ranger positions previously funded.

The Police Department is requesting five reclassifications in this budget. Two Police Detectives would be reclassified as Police Corporals at the same pay rate. One Senior Accounting Technician would be reclassified as a Budget Specialist to reflect the higher-level work being accomplished in the City’s largest department. Two Police Services Technicians would be reclassified – one to a Civilian Investigator which would be a specialized non-sworn investigator that would help lessen the workload in the detective bureau, and one to a Crime Prevention - Community Outreach Specialist to be a dedicated position to act as a bridge between the community and the Police Department.

Classification Plan Update
As part of effectuating the personnel changes outlined in the budget, the following job descriptions must be added to or amended in the City’s Classification Plan: Budget Specialist, Crime Prevention – Community Outreach Specialist and Police Civilian Investigator.

FISCAL IMPACTS
Total available sources for FY 23/24 are projected to be $156,786,570 and are comprised of projected revenues and transfers in. The total uses for FY 23/24 are projected to be $212,717,440 and include operating expenditure budgets, capital improvement project requests, and transfers out. The following table summarizes the estimated total ending FY 23/24 fund balances by fund category.

General Fund $9,505,430

Special Revenue Funds

11,533,550

General Capital Improvements

14,945,090

Enterprise Funds

38,113,360

Internal Service Fund

(4,520,100)

Successor Agency Fund

(5,685,810)

Total

$63,891,520

The following table summarizes total appropriations by fund:

General Fund $55,074,960
Housing 4,260,440
Public Safety Augmentation 1,500,070
Gas Tax 10,614,390
Measure I 5,923,630
RMRA 5,784,850

HOME Investment Partnership Program 510,000
Community Development Block Grant 924,690
Parking Business Improvement Area 236,180
Air Quality Management District 25,890
Homeland Security Grants - PD 104,300
Prop 30 150,000
COPS 1,321,140
Other Grants 316,180
Office of Traffic Safety 143,710
Other Public Safety Grants 88,850
Asset Forfeiture – Federal DOJ 1,189,580
Asset Forfeiture – Federal/Treasury 10,350
Asset Forfeiture - State 193,360
American Rescue Plan Act (ARPA) 5,156,850
General Capital Improvements 554,750
Park Acquisition & Development 2,694,590
Storm Drain Development 2,791,380
Street & Traffic Facility Development 917,870
General Capital Projects 868,310
Street & Alley Repairs 1,114,090
Water Bond Capital Projects 8,964,820
Water Utility 44,633,850
Solid Waste Utility 17,726,780
Sewer Utility 16,227,680
Self-Funded Liability Insurance 5,274,230
Fleet Maintenance & Replacement 1,582,300
Information Systems 3,308,180
Building Maintenance & Operations 1,376,760
UAL & Employee Benefits 6,960,010
Successor Agency Housing 3,318,090
Total $211,843,110

ENVIRONMENTAL DETERMINATION
The subject action approves the budget for the fiscal year. This spending plan is not considered a “project” under the California Environmental Quality Act (CEQA) pursuant to Section 15378(b)(4) of the CEQA Guidelines. Under this section, a project does not include the creation of a government funding mechanism or other governm ent fiscal activities, which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.

FISCAL IMPACTS
There is no fiscal impact associated with this action.

ALTERNATIVES
Provide alternative direction to staff.

CEQA: Not a Project

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
UPLAND, CALIFORNIA ADOPTING THE FISCAL YEAR 2023-
2024 ANNUAL BUDGET

WHEREAS, the City is required to adopt an annual budget for the Fiscal Year beginning on July 1, 2023 and ending on June 30, 2024; and

WHEREAS, a budget is a spending plan to match anticipated revenues for each fiscal year and is vital to the success of the City of Upland; and

WHEREAS, the City Manager has caused a budget document to be prepared and presented to the City Council; and

WHEREAS, the main schedules that comprise the budget document have been placed on file in the office of the City Clerk and made available for public examination.

NOW, THEREFORE, the City Council of the City of Upland hereby finds, determines and resolves as follows:

Section 1. The above recitals are true and correct and are incorporated herein by this reference.

Section 2. The City Council of the City of Upland approves and adopts the Fiscal Year 2023-2024 Annual Budget, set forth in Exhibit “A”, attached hereto and incorporated herein by this reference.

Section 3. The following funds, appropriations, and transfers, therefore, are hereby authorized for the fiscal year beginning July 1, 2023:

General Fund $ 55,074,960
Housing 4,260,440
Public Safety Augmentation 1,500,070 Gas Tax 10,614,390
Measure I 5,923,630
RMRA 5,784,850
HOME Investment Partnership Program 510,000 Community Development Block Grant 924,690 Parking Business Improvement Area 236,180 Air Quality Management District 25,890 Homeland Security Grants – PD 104,300 Prop 30 150,000
COPS 1,321,140
Other Grants 316,180
Office of Traffic Safety 143,710 Other Public Safety Grants 88,850 Asset Forfeiture – Federal DOJ 1,189,580

Resolution No.

Asset Forfeiture – Federal/Treasury 10,350 Asset Forfeiture – State 193,360
American Rescue Plan Act 5,156,850
General Capital Improvements 554,750 Park Acquisition & Development 2,694,590 Storm Drain Development 2,791,380
Street & Traffic Facility Development 917,870 General Capital Projects 868,310
Street & Alley Repairs 1,114,090
Water Bond Capital Projects 8,964,820
Water Utility 44,633,850
Solid Waste Utility 17,726,780
Sewer Utility 16,227,680
Self-Funded Liability Insurance 5,274,230 Fleet Maintenance & Replacement 1,582,300 Information Systems 3,308,180
Building Maintenance & Operations 1,376,760 UAL & Employee Benefits 6,960,010
Successor Agency Housing 3,318,090
Total $ 211,843,110

Section 4. The City Manager is hereby authorized to make expenditures, including capital outlay items, provided for in said budget.

Section 5. The City Manager is hereby authorized to increase appropriations in those instances where there is an offsetting source of revenue such as when money has been received or put on deposit with the City.

Section 6. The City Manager is hereby authorized to approve continuing appropriations for capital improvement projects and other expenditures approved by the City Council but not yet expended prior to July 1, 2023.

Section 7. The City Manager is hereby authorized to redistribute allocated budgeted amounts within or between departments.

Section 8. Compliance with California Environmental Quality Act. The City Council finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.

Further, if the activity is deemed a project this City Council finds that this Resolution is exempt pursuant to Section 15061(b)(3) of the State CEQA Guidelines.

Resolution No.

Section 9. Certification. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 10. Severability. If any section, subsection, subdivision, sentence, or clause or phrase in this Resolution or any part thereof is for any reason held to be unconstitutional, invalid or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Resolution or any part thereof. The City Council hereby declares that it would have adopted each section irrespective of the fact that any one or more subsections, subdivisions, sentences, clauses, or phrases are declared unconstitutional, invalid, or ineffective.

Section 11. Effective Date. This Resolution shall become effective immediately.

PASSED, APPROVED and ADOPTED this 12th day of June, 2023.

Bill Velto, Mayor

I, Keri Johnson, City Clerk of the City of Upland, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 12th day of June, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

Keri Johnson, City Clerk

City of Gracious Living

UPLAND, CALIFORNIA

ADOPTED BUDGET
FISCAL YEAR 2023-2024
1 Page 1124 of 1369

City Manager’s Budget Message

Honorable Mayor and Council Members:

I am pleased to submit the proposed Fiscal Year 2023/2024 (FY 23/24) operating and capital budget for your review and consideration.

For the first time in the last four years, the City of Upland is presenting a balanced budget without the use of one-time funds. Recent economic growth has benefited the City and helped close our recent budget gap. Under the judicious leadership of the City Council, the City continues to meet fiscal challenges and has diligently worked to maintain and enhance revenues and reduce operational expenditures where possible.

Furthermore, despite rising inflation and corresponding budget constraints, City departments are performing outstanding work with the resources they have. However, service levels in a number of areas do not meet the standards our residents expect and deserve. While staff will continue to perform as efficiently as possible with existing resources, the City will continue to look for additional sources of revenue to improve the quality of life in Upland. Improved 9-1-1 police response times, faster repair of potholes, Citywide street improvements, and sidewalk repairs are all top priorities that need to be addressed.

One focus of Staff for this fiscal year is ensuring we take advantage of one-time opportunities for addressing deferred maintenance through use of the $15.2 million the City received from the American Rescue Plan Act (ARPA) through December 31, 2024. We are gratified to be receiving our fair share of federal funds; however, these funds are just a downpayment on the significant needs of the City that have built up over decades.

This budget continues to demonstrate the City’s commitment to public safety by retaining recent increases to Police staffing in the form of implementing the Corporal Program, where five positions were reclassified to a Corporal/Detective level and four Police Officer positions were added. While the funding for these positions came out of ARPA for the last two fiscal years, the City was able to wean itself off using this one-time money to cover the costs of ongoing staffing.

The General Fund was able to cover all the recent additions to staffing in the Police Department, ensuring that the positions would not go away once ARPA funding did in 2024.

In addition, City Council have shown meaningful support for the men and women that perform the daily work that keeps the City running. In an effort to retain valuable workers, they recently implemented a classification and compensation study that brings Upland employees to the median salary of our comparable agencies. Negotiations with the City’s four bargaining groups just 2 Page 1125 of 1369

3 Page 1126 of 1369

BUDGET OVERVIEW

Projected citywide operating revenues of $156,521,570 represent an increase of $11.2 million compared to the prior year. The majority of the increase is the result of an intentional paydown of the City’s Unfunded Accrued Liability in the prior fiscal year, which is the main reason why the UAL and Employee Benefits Internal Service Fund is requested $2.6 million less in payments from other funds of the City this year. The funds with the highest revenues are: General Fund ($55,807,750), Water Utility Fund ($34,110,390), Solid Waste Utility ($16,856,630), and Sewer Utility Fund ($12,250,750). Revenue by fund type is depicted in the following figure:

The FY 23/24 operating and capital expenditure budget totals $211,843,110, including Capital Improvement Project (CIP) requests. Many funds make up the total budget amount, with the largest being the General Fund in the amount of $55,074,960, or 26.0% of the organization’s total.

Other major fund expenditures include the Water Utility Fund ($53,598,670), Solid Waste Utility ($17,726,780), Sewer Utility Fund ($16,227,680), and Gas Tax Fund ($10,614,390). In summary, appropriations reflect a total increase of $30,773,940 or 17.0% from the prior year. The most notable expenditure increases are: $2.8 million in the General Fund, $9.5 in street project funds, $9.3 million in Water Utility Fund, and $1.9 million in Solid Waste Fund.

General Fund

35.7%
Special Revenue
Funds

9.1%Capital Project
Funds

1.3%
Enterprise Funds

40.2%
Internal Service
Funds

11.6%
Successor Agency

2.1%
Total Revenues by Fund Type
$156,521,570
4 Page 1127 of 1369

Personnel costs inclusive of all City funds are increasing by $3.1 million from $34.8 million to $37.9 million. The majority of increases relate to implementation of compensation and classification study and negotiated pay and benefit increases ($2.2 million). In total, the number of authorized FTE positions from the 2022-23 amended budget increased by 1.0 to 265.0 FTE’s.

Maintenance and operation appropriations (excluding the UAL & Employee Benefits Internal Service Fund) are increasing by $5.4 million from $97.8 million to $103.2 million. $5.0 million of the increase is attributed to increases in utility funds’ costs of operation, and another $1.7 million relates to General Fund debt service taken on to make additional discretionary payments to CalPERS to reduce the City’s UAL.

Capital Projects & Equipment appropriations are increasing by $22.9 million from $40.9 million to $63.7 million. The increases are primarily due to growth of $9.6 million in street project funds, $6.6 million in Enterprise funds, $3.1 million in Special Revenue funds, and $3.5 million in Capital Projects funds.

General Fund

26.0%
Special Revenue
Funds

18.2%Capital Project
Funds

4.2%
Enterprise Funds

41.3%
Internal Service
Funds

8.7%
Successor
Agency Funds

1.6%
Total Expenditures by Fund Type
$211,843,110
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GENERAL FUND

The ending General Fund balance is projected to be $9,505,430. This does not include funds that are held in City-Designated Reserves in conjunction with the City’s General Fund Reserve Policy.

A summary of most General Fund reserves projected as of July 1, 2023, is illustrated in the following table:

General Fund Reserves
Restricted (Section 115 Trusts) $4,427,325
Committed:

Economic Uncertainty Reserve 12,400,000
Emergency Disaster Contingency Reserve 1,000,000
General Plan Update Reserve 502,000
Others 590,000
Committed Total $14,492,000

City Council-Designated:

Building Replacement and Maintenance
Reserve
1,480,000
Infrastructure Improvement Reserve 3,011,000
City Council-Designated Total $4,491,000
Total General Fund Reserves $23,410,325
Salaries & Benefits

17.9%
Maintenance &
Operations

52.0%
Capital Projects &
Equipment

30.1%
Total Expenditures by Category
$211,843,110
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General Fund Revenues and Transfers In:

Total General Fund operating revenues are projected to be $55,807,750 an increase of $5.6 million from the prior year budget. The General Fund revenues by source are depicted in the following figure:

• Property Taxes
Property tax revenues are projected to be $21,049,090. This estimate reflects an overall increase of $1,781,440 over the prior year budget.
• Sales Tax
Forecasts provided by our sales tax consultant, HdL Companies, estimate that retail sales tax revenues will be $20,451,030, an increase of $2,046,910 from the prior year budget. • Licenses & Permits
Revenue from Licenses and Permits is estimated to be $2,150,320, which is an increase over the prior year budget of $447,650.
• Charges for Services
Revenue from Charges for Services is estimated to be $3,053,060, which is an increase over the prior year budget of $641,930.

Property
Taxes

37.7%
Other Taxes

6.2%Sales Tax

36.6%
Licenses & Permits

3.9%
Other
Governments

0.1%
Charges for
Service 5.5%
Fines &
Forfeitures

0.9%
Use of Money
and Property

2.8%
Other
Revenue 6.3%
General Fund Revenues by Source
$55,807,750
7 Page 1130 of 1369

• Use of Money and Property
Revenue from Use of money and Property is estimated to be $1,556,920, which is an increase over the prior year budget of $599,890.
• Miscellaneous Changes
Other changes include an increase of $11,000 in revenue from Other Governments and decreases in Fines & Forfeitures of $59,560 and Other Revenue of $54,450. • Transfers In
Transfers In are estimated to be $265,000 from Solid Waste Utility to the Sewer Utility.

The Transfer In amount pertains to costs of the City’s closed landfill that is budgeted for in the Sewer Utility.

General Fund Expenditures and Transfers Out:

General Fund operating expenditures are projected to be $55,074,960 which is $2.8 million higher than the prior year’s original budget. The change is due to increases in budgeted personnel services (not including PERS UAL) totaling $1.7 million and an increase in operations and maintenance totaling $1.1 million. The General Fund expenditures by department are depicted in the following figure:

General Government

3.9%Administrative
Services

18.4%
Police

54.9%
Engineering and
Public Works

17.4%
Development
Services

5.4%
General
Government
Administrative
Services
Police
Engineering and
Public Works
General Fund Expenditures by Department
$55,074,960
8 Page 1131 of 1369

•Personnel
General Fund personnel costs are projected to total $24.1 million, an increase of $1.7 million over the prior year adopted budget. The increase is primarily due to negotiated pay and benefit increases ($1.5 million).
•Maintenance and Operations (M&O)
The maintenance and operations budget is projected to be $30,946,910, which is an increase of $1.1 million over the prior year’s adopted budget. The increase is attributed to $712,200 in Vehicle Acquisition, $454,850 for higher Information Systems, and $432,140 in Contract Services costs. This increase has been reduced in part to Unfunded Accrued Liability payments to CalPERS decreasing by $0.6 million. In addition, the City has incorporated a vacancy allowance and maintenance and operations allowance to properly reflect in the budget an estimate for anticipated shortfalls in expenses in both categories.

SPECIAL REVENUE FUNDS

HOUSING FUND
The Housing Division is responsible for the administration of the Low- and Moderate-Income (LMI) Housing program. Available resources provide for the development and implementation of housing programs to increase and improve or preserve affordable housing within the City’s corporate limits for persons or families of low- to moderate-income. The total appropriations for the Housing Fund are $4,260,440.

STREET MAINTENANCE AND IMPROVEMENT FUNDS
The City receives three sources of funds for street infrastructure improvements. The Gas Tax Fund and Road Maintenance Rehabilitation Account Fund accounts for gasoline taxes received from the State of California, and the Measure I Fund accounts for the City’s share of San Bernardino County revenue received from the State of California from a special 1/2% sales tax. For FY 23/24, the total budget for street improvement projects from these sources is $22,322,870, with $21,100,090 of that budgeted specifically for street-related capital projects. Some of the projects of interest include: City/County North Shared Roadways, Arrow Highway Rehab (Benson to Mountain), Arrow Highway Rehab (Mountain to San Antonio), 17th Street Reconstruction (San Antonio to Euclid), Mulberry Avenue Reconstruction (Foothill Blvd. to Pine Street), Citywide Pavement Maintenance 2023/2024, Palm Ave (9th Street to Arrow Highway), Lexington Street/First and Second Street Rehab, and Citywide Crack Seal/Slurry Seal.

HOME INVESTMENT PARTNERSHIP PROGRAM
The Home Investment Partnership Program FY 23/24 budget is $510,000. Revenues are received from the State of California and the U.S. Housing and Urban Development Department. They are required to be used to assist limited income individuals and families in the purchase of their first home or to make needed improvements and repairs to their current homes.

COMMUNITY DEVELOPMENT BLOCK GRANT FUNDS (CDBG)
This year’s CDBG program has a total allocation of $924,690. The recommendations for these funds have been processed and approved by the CDBG Committee, and the City Council has reviewed and supports the recommendations. These funds continue to address many important Draft 2 06/07/23 2:44 PM
99 Page 1132 of 1369

community needs that may not otherwise be possible. Programs such as Code Enforcement, Graffiti Removal, and Homeless Services are examples of how these funds directly benefit the Upland community.

CITIZEN’S OPTION FOR PUBLIC SAFETY (COPS)
This fund is used to account for the receipt of funds generated by AB3229 and expenditures must be used for front-line police activities. The total appropriations are $1,321,140 and total revenues are anticipated to total $150,000.

AIR QUALITY MANAGEMENT DISTRICT
This fund accounts for the receipt of funds generated by AB2766, which sets forth requirements for the reduction of air pollution from mobile sources as promulgated by the South Coast Air Quality Management District. The total appropriations are $25,890, and total estimated revenues are $100,000.

CAPITAL PROJECT FUNDS
Capital Project Funds include: General Capital Improvements, Park Acquisition and Development, Storm Drain Development, Street & Traffic Facility Development, General Capital Projects, and Street & Alley Repairs. The total budget is $8,940,990. Projects of interest include: Dog Park Improvements, Downtown Urban Space, Citrus Park Snack Bar Roof Replacement, Shade Structures for Picnic Areas, Park Restroom Improvements, Playground Equipment Replacement, Arrow Highway Storm Drain Improvements (Benson Avenue to Fairwood Avenue), I-10 & Monte Vista Avenue Interchange Project, I-10 & Euclid Avenue Interchange Project, and the Animal Shelter and Police Department Generator Improvements. The revenues for these funds are derived mostly from development impact fees and are projected to be $1,993,980.

ENTERPRISE FUNDS

WATER UTILITY FUND
The Water Utility Fund budget includes the cost of delivering water and service to City customers and maintaining the system. Total Water Utility appropriations are $53,598,670. Proposed capital improvement projects of interest for FY 23/24 include: Water Master Plan, Reservoir Replacement at 17th Street, 17th Street Water Main (Laurel to Euclid) & Service Replacements (San Antonio to Euclid), Plant 13 Chlorine Generation, Plant 5 Vehicular Gate Replacement, SCADA Antenna Replacement and Equipment, 9th Street Water Main Replacement (Benson to Mountain), and Storm Water Trash Capture Devices in Catch Basins. Revenues are projected at $34,110,390 and year-end fund balance is projected to be $9,623,560.

SOLID WASTE UTILITY FUND
The Solid Waste Utility Fund budget includes the cost of providing refuse service to City customers. Revenues are projected at $16,856,630 and appropriations and transfers out are $17,991,780. The Solid Waste fund balance is projected to be $1,296,450.

ENVIRONMENTAL ENTERPRISE FUND
The Environmental Enterprise Utility Fund operating budget includes the cost of providing sewer services to City customers and to maintain the system. Total appropriations are $16,227,680.

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1010 Page 1133 of 1369

Significant capital improvement projects include Sewer Master Plan, Citywide Sewer Rehabilitation, Arrow Highway and Benson Ave. Sewer Relocations and Improvements, and Manhole Adjustments to Grade Shared City/County Roadways. Revenues and transfers in are projected to be $12,250,750, leaving an estimated year-end fund balance of $27,193,350.

INTERNAL SERVICE FUNDS

SELF-FUNDED LIABILITY INSURANCE FUND
This fund contains revenues (derived from charges to other funds) and expenditures of $5,274,230, a decrease of $8,000 from the prior year adopted budget. For FY 23/24, Self-Funded Insurance expenses have been allocated to other funds based on the fund’s percentage of salary cost.

FLEET MAINTENANCE AND REPLACEMENT FUND
The Fleet Maintenance and Replacement Fund provides for the operation of the City’s Fleet Management division, which accounts for repairs, routine maintenance, and replacement of City vehicles. In FY 23/24, the Fleet Maintenance and Replacement Fund expenses are projected to be at $1,582,300, with revenues generated from charges to other funds. The fund is projected to have a balance of $888,300 at year-end, which will be used to purchase replacement vehicles in future years.

INFORMATION SYSTEMS FUND
The Information Systems Fund provides for the operation of the City’s Information Systems Division, including maintenance of the City’s communications network, computer network and hardware infrastructure. In FY 23/24, Information Systems expenditures are expected to be $3,308,180. Revenue will be generated from charging other funds and receipt of PEG Fees. The projected fund balance at year end is $1,302,060 and will be used for information technology projects, upgrades and replacements in future years.

BUILDING MAINTENANCE & OPERATIONS FUND
The Building Maintenance & Operations Fund provides for the operation of the City’s Building Maintenance & Operations Division which maintains the City’s facilities. In FY 23/24, operations costs and maintenance of all city facilities are expected to total $1,376,760 while revenues (charges to other departments/funds) are expected to total $1,026,760. Fund balance is projected to be $477,230 at year end.

UAL AND EMPLOYEE BENEFITS FUND
The UAL and Employee Benefits Fund provides for the allocation and charging of Unfunded Accrued Liability (UAL) pension costs and other employee benefits costs internally among the City’s various functions. In FY 23/24, UAL and employee benefits costs are expected to be $6,960,010. This is a decrease of $623,440 from the prior years’ budget, due to CalPERS’ 21.3% return during the period ending June 30, 2021, which is being reflected in the City’s payments this fiscal year.

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1111 Page 1134 of 1369

LONG TERM FINANCIAL PLANNING
A budget is a fiscal plan that establishes anticipated revenue and expenditures for accomplishing a variety of services over a given time frame. While the City of Upland prepares a one-year budget, we cannot lose sight of our long-term needs. It is critical to safeguard our operating reserves, address any fiscal weaknesses, and make strategic financial decisions to ensure we have a resilient City over the long-term. It is important that we continue to refine our financial strategy with the goal of being a resilient and fiscally responsible City. How well we are able to define our strategy now will enable us to more proactively address our financial concerns and prevent the need for less desirable reactionary approaches in the future.

Addressing long-term financial concerns has been a priority for the City of Upland for at least ten years. The long-term priorities are:

1. Maintain a balanced operating budget in order to avoid dipping into existing reserves.

2.Maintain operating reserves at 22.5% of budgeted operating expenditures.

3.Address unfunded liabilities for CalPERS pension and other postemployment benefits (OPEB). On 4/30/2023, pension and OPEB trust balances were $2,690,221 and $1,737,104, respectively.

4.Provide necessary funding for infrastructure maintenance and improvements. One-time federal funds and prior year surpluses have allowed us to start making a dent in improving the health of our deteriorating infrastructure. We have been focusing on improvements that will save the city money in future years and on revenue generating facilities.

5.Provide funding for additional public safety services. We are currently focusing on the training and safety of our officers.

In an effort to plan for the future, this year’s budget includes a 5-year financial projection. The projection includes the additional 1.0 (FTE) positions requested as part of the budget. It does not assume any other increase in service levels. It also does not provide for additional needs such as addressing deteriorating infrastructure.

The projection does take the existing FY 23/24 budget and factored in known increases to personnel costs, along with revenue and expenditure assumptions for the future based on the best available information, including the impacts of ARPA funding on current and projected revenue sources. The 5-year financial projection does not include the use of money from the City’s Section 115 Trust that was established to address the City’s pension obligation. The projection also does not include any additional revenue associated with new development or future grant opportunities.

The chart below reflects the effect of ARPA funding on the Spendable Fund Balance of the General Fund over the next five years.

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1212 Page 1135 of 1369

† Note: Spendable fund balance includes committed and assigned fund balances and City Council- designated reserves.

Deficits shown in future years highlight the need for the City to identify additional revenue sources or find expenditures that will be able to be reduced in order to balance the budget.

While it is clear that progress has been made toward reaching financial goals, there is still quite a distance between the City’s current position and long-term financial goals of meeting the standards our residents expect and deserve.

CONCLUSION
Under the leadership of the City Council, the City's fiscal condition remains stable and is improving as we continue along a steady course into the coming fiscal year. City Council’s thoughtful and measured response to our fiscal situation has kept us on a sustainable financial path while continuing to provide core services to its citizens. Looking forward to the next five years, we cannot lose sight of our long-term needs and it is critical to safeguard our operating reserves, address any fiscal weaknesses, and make strategic financial decisions to ensure we have a resilient City over the long-term.
$0.1
($0.6)($1.1)($1.6)($1.9)
$23.5 $22.9 $21.8
$20.2
$18.2
($5.0)
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
2023-24 2024-25 2025-26 2026-27 2027-28
Mi
l
l
i
o
n
s

(
$
)
General Fund Spendable†Fund Balance Projections
FY2024-2028
Expenditures
FY Ending
Unrestricted
Fund Balance
Draft 2 06/07/23 2:44 PM
1313 Page 1136 of 1369

BUDGET PROCESS
Purpose of the Budget Document
The Budget sets forth a strategic resource allocation plan that is distinctly aligned with community goals, preferences, and needs. The Budget is a policy document, financial plan, operations guide, and communication device all in one.

The Budget:
♦Determines the quality and quantity of City programs and services. ♦States expenditure requirements for the allocation plan and estimated available revenues to finance it.
♦Sets targets and provides a means of measuring accomplishments against goals, actual versus planned outcomes.
♦Serves as a communication device for elected officials, the public, and the City organization that promotes the City’s vision and direction, fiscal health and vitality, and what the public is getting for its tax dollars.

Through the Budget document, the City demonstrates its accountability to its residents, customers, and community.

The Relationship Between the Operating Budget and Capital Improvement Program The Budget document is comprised of both the Annual Operating Budget and the Capital Budget.

The development of the two budgets, however, takes place on two separate, albeit interrelated, tracks.

The Operating Budget is the complete budget used to finance all day-to-day operations and obligations of the City. The budget includes general government administration and operations, debt service, capital expenditures, and transfer payments for a particular fiscal year. The funding for this budget is derived from taxes, fees, licenses, fines, and inter-governmental revenues (state and federal).

The Capital Improvement Program (CIP) is a multi-year instrument that drives the identification, evaluation, and financing of capital infrastructure that is in need of renovation, repair and/or construction. Capital projects range from road maintenance or construction to the renovation of municipal buildings, recreation centers, and water main and sewer system replacement. The CIP relates these capital project needs to the financial sources that will support their realization and the timeframe in which both the financial and work will take place. Capital improvement projects typically carry considerable future impact, meaning, they have a life span of at least five years or more. They are usually financed over a longer period of time, in effect spreading the cost of the project across a generation of users.

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Guide to the Budget
The City of Upland’s fiscal year begins each July 1st and concludes on June 30th. The development of the annual budget is comprised of distinct phases. First, the City Council identifies the priority service requirements for the community, during the Strategic Goals workshop. Second, is the planning and assessment that includes both strategic plan development and data gathering, such as performance measurements. A select group of performance measures used in the development process are featured in the budget document.

The budget kickoff begins in mid-January at a meeting to which the City Manager, Finance staff, and all Department Heads and their budget staff attend. The City Manager briefs the participants on policy directives and general budgeting guidelines. Finance staff follows with a discussion on the technical and procedural aspects of preparing the budget. Departments have approximately two months to prepare their budgets.

Subsequent to budget submittals, the City Manager, Finance staff, and Department Heads hold meetings to discuss proposed budgets. Participants discuss the budget, including reductions or other significant changes, goals and objectives, and performance measures.

Once the City Manager reviews have taken place and all departmental budget issues are resolved, the Finance staff prepares the preliminary budget. The Assistant City Manager presents the proposed budget at a special meeting. Following the Committee review, the Assistant City Manager presents the proposed budget to the City Council, at which time the City Manager will recommend to the City Council the adoption of the budget with any necessary revisions made between the time of publication of the preliminary budget and the date of adoption.

The budget plays a crucial role in communicating to elected officials, City employees, and the public, the City’s plans for the use of its resources. Budgets are complex documents that can be difficult to grasp at first hand. Although the City has made every effort to make the document as easy to navigate as possible, some discussion as to how the book is organized is deemed warranted.

This section provides the reader with some basic understanding of the constituent components of a budget document.

Organization of the Budget Document
The Budget document is comprised of the following sections:

City Manager’s Budget Message
The City Manager’s Budget Message is a transmittal letter addressed to the Mayor and City Council that introduces the FY 2023-24 annual budget. The Budget Message outlines the organizing principles of the budget and the assumptions on which the budget was developed. The City Manager’s Budget Message aims to provide the reader with highlights of the operating and capital budgets, and sufficient context to understand how and why the budgetary changes occurred between fiscal years.
15 Page 1138 of 1369

Financial and Budgetary Policies
This section provides the reader an understanding of the City’s financial policies and budgetary practices. It describes the purpose of the budget, its development, reading the budget, and the financial and operational policies followed in the budget development and planning process.

Additionally, this section includes the resolutions for the appropriations limit and adoption of the budget and a matrix illustrating department/fund relationships.

General Information
The City Profile provides a snapshot of the City for which the Budget has been developed. The purpose of this section is to give the reader an at-a-glance look at the City’s organizational structure, demographic data, and other statistics.

Budget Summaries
The budget summaries section is the nuts and bolts of the Budget. It provides the following information: Summary of Changes in Fund Balance, Schedule of Revenues by Fund and Category, Schedule of Revenue Detail by Fund, Schedule of Expenditures by Fund, Schedule of Expenditures by Fund and Category, Expenditures by Department Program, and the Summary of Transfers.

Department Summaries
The Department Summaries contain detailed budget information for the basic organizational units of the City, its departments. Each department summary presents the following information:
♦Mission Statement - Each department has formulated a mission statement that presents the “what, for whom, and why” the department exists.
♦Expenditures by Category - The table and graph provide information on budgeted expenditures organized by the following categories: personnel, maintenance & operations, capital outlay, and capital improvement projects.
♦Expenditures by Funding Source - The table and graph provide information on the funding sources for the budgeted expenditures.
♦Goals and Objectives - Departments are comprised of smaller organizational units that allow the department to attain its mission.
♦Performance Measurements - Each department has established performance measures for assessing progress made toward achieving goals. These measures are used during the budget process to ascertain program performance, workload, and future targets. ♦Major Accomplishments - This section lists a department’s achievements over the past fiscal year.

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♦Expenditure Summary by Division – This section lists the various divisions and related expenditures which make up the department.
♦Expenditure Summary by Object Code – This table provides line-item budgetary detail for the department.

Capital Improvement Program
This section looks at the City’s capital improvement program, funding sources, project highlights, and the specific projects for which funds are allocated for the budget year for the next five years.

Schedule of Positions
The Schedule of Positions section includes the titles of the Full Time Equivalent (FTE) positions authorized for each department. A comparative table that provides four years of data is also presented.

Chart of Accounts
This section provides a list of the City’s funds, divisions, and object codes.

Glossary of Terms
Budget documents may be difficult to read and may contain terms unfamiliar to the reader. This section covers key terms used throughout the budget document and in the budgeting process in general.

List of Acronyms
A list of acronyms used throughout the budget document is included. 17 Page 1140 of 1369

Date Day Responsibility Action
January 30, 2023 Monday City Manager and Finance FY 2023-24 Budget kickoff meeting with City Manager, Assistant City Manager, Finance Officer, and Departments.

Budget worksheets and instructions are distributed.

February 13, 2023 Monday Departments Departments submit FY 2023-24 Internal Service Funds requests to IT and Public Works.

February 16, 2023 Thursday Finance FY 2022-23 Salary and benefit worksheets are distributed to Department Heads.

March 2, 2023 Thursday Departments Departments submit revisions to FY 2023-24 salary and benefit allocations to Finance.

March 16, 2023 Thursday Departments Departments submit budget, enter FY 2022-23 expenditure/revenue projections and FY 2023-24 proposed expenditure budget and revenue estimates in Munis.

March 16, 2023 Thursday Public Works Public Works Department submits Fiscal Year 2023-24 Capital Improvement Project budget (Schedules emailed to Finance and budget entry in Munis).

March 23, 2023 Thursday Departments Departments submit FY 2023-24 narratives, goals and objectives, performance measures and major accomplishments.

March 20 - April 20,
2023
Finance Finance prepares First Draft of budget summaries.

April 24 - May 4, 2023 City Manager, Finance,
Department Representatives
City Manager, Assistant City Manager, Finance and specific Department staff members assigned with budget preparation meet with departments to discuss revenues and operating and CIP budgets.

April 26, 2023 Wednesday Finance Finance Committee Budget Presentation - Finance presents key elements of the FY 2023-24 Proposed Budget.

May 11, 2023 Thursday Departments Department PowerPoint slides due for the Budget Workshop presentations.

May 18, 2023 Thursday Finance Finance completes Second Draft of budget summaries.

May 25, 2023 Thursday City Manager, Finance and
Departments
City Council Workshop - FY 2023-24 Proposed Budget.

June 12, 2023 Monday City Manager, Finance and
Departments
Budget Adoption - Proposed budget presented to the City Council for formal adoption of the Fiscal Year 2023-24 Budget and Appropriations Limit.

City of Upland
Operating and CIP Budget Calendar
Fiscal Year 2023-24
18 Page 1141 of 1369

FINANCIAL POLICIES

The City of Upland was incorporated on May 15, 1906, under the general laws of the State of California and enjoys all the rights and privileges pertaining to “General Law” cities. The City is governed by an elected five-member board. Included within the financial reporting entity of the City are the Successor Agency to the Upland Community Redevelopment Agency and the Upland Public Financing Authority.

Basis of Accounting and Budgeting

The City’s accounting system is organized on a fund basis. Each fund is a separate accounting entity with a self-balancing set of accounts recording its assets, liabilities, fund equity, revenues, and expenditures. The funds are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Governmental funds are classified into three broad categories: governmental (general, special, debt service, and capital improvement projects), proprietary, and fiduciary funds. Governmental funds include activities usually associated with typical or local government operations. Proprietary funds are financed and operated in a manner similar to private business enterprises, where the intent is to recover the cost of providing goods and services from user charges. Fiduciary funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or agent.

The City’s accounting and budgeting systems are in compliance with the Generally Accepted Accounting Principles (GAAP). This means that the modified accrual basis of accounting is used for governmental fund types and that the accrual basis of accounting is used for proprietary fund types. These funds are described as follows:

General Fund (Fund 101)

The General Fund is the City’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The General Fund finances basic services to residents, including police, library, and recreation.

Special Revenue Funds

Housing (Fund 201) - This fund accounts for the housing activities of the City that were previously accounted for in the redevelopment agency low and moderate income housing fund.

SB509 Public Safety Augmentation (Fund 203) - This fund accounts for the half-cent sales tax enacted by Proposition 172 and SB509. Funds are used to cover operational expenditures of the Police Department.

Gas Tax (Fund 204) - This fund accounts for State gasoline taxes received by the City. These funds may only be used for street maintenance, right-of-way acquisition, and street construction.

Gas Tax funds are used for capital projects established within the Gas Tax Fund.

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Measure I (Fund 205) - This fund accounts for revenues which were approved by the San Bernardino County voters in a General Election in 1989 authorizing a one-half percent (1/2%) sales tax on all retail transactions within the incorporated and unincorporated territory of the County of San Bernardino. It was approved originally for a period not to exceed twenty years but in 2004, was extended through 2040. These proceeds are restricted solely for county-wide transportation improvements and traffic management programs.

Road Maintenance Rehabilitation Account (RMRA- Fund 206) - This fund accounts for State gasoline taxes received by the City as a result of the passage of the Road Repair and Accountability Act of 2017, better known as SB-1. These funds may only be used for street maintenance, right- of-way acquisition, and street construction. RMRA funds are used for capital projects established within the RMRA Fund.

Home Investment Partnership Program (Fund 208)/CalHome (Fund 222) - These funds account for housing rehab grants from the California Department of Housing and Community Development. These grants are then loaned to local citizens for single-family home rehabilitation, neighborhood restoration, first-time homebuyers, tenant-based assistance, and rental rehabilitation programs.

Community Development Block Grant (CDBG- Fund 209) - This fund accounts for receipt and disbursement of the Community Development Block Grant Program funding by the United States Department of Housing and Urban Development. Program accountability follows the guidelines of Office Management and Budget Circulars A102 and A87.

Parking Business Improvement Area (PBIA- Fund 210) - This fund accounts for revenues received from an additional levy on the general business license tax imposed on businesses located in the downtown area and is to be used for the acquisition, construction, and maintenance of parking facilities for the benefit of the area.

Air Quality Management District (Fund 211) - This fund was established to account for the receipt and disbursement of funds generated by Assembly Bill 2766 which sets forth requirements for reduction of air pollution from mobile sources as promulgated by the South Coast Air Quality Management District (SCAQMD).

Proposition 30 (Fund 215) - This fund accounts for the financial activity related to the City’s share of Proposition 30 (SB109) monies restricted for local law enforcement with a portion of a State income tax increase to be utilized for costs associated with parolees and probationers.

Citizen’s Option for Public Safety (COPS- Fund 216) - This fund is used to account for the receipt of funds generated by AB3299 and the use of which is restricted for front-line police activity.

Other Grants (Fund 217) - This fund accounts for receipts and expenditures of money for various grants.

Office of Traffic Safety (Fund 218)/ Other Public Safety Grants (Fund 219)/ BSCC Budget Act (Fund 225)/ Office of Justice Programs (Fund 227) - These funds account for receipts and expenditures of money for various public safety grants from Local, State, and Federal agencies. 20 Page 1143 of 1369

Asset Forfeiture (Fund 220)/ Asset Forfeiture Federal Treasury (Fund 223)/ Asset Forfeiture State (Fund 224) - These funds account for receipts and expenditures of money to police activities.

CARES Act Grant (Fund 226) - This fund accounts for receipt and disbursement of the Coronavirus Aid, Relief, and Economic Security Act in response to the economic fallout of the COVID-19 pandemic.

ARPA (Fund 229) - This fund accounts for receipt and disbursement of the American Rescue Plan Act of 2021 in response to the economic fallout of the COVID-19 pandemic.

Debt Service Funds
Upland Public Financing Authority/City of Upland Public Financing Authority (Fund 301) - The Upland Public Financing Authority is a joint exercise of powers under the laws of the State of California, authorized to issue bonds under the Mello-Roos Local Bond Pooling Act of 1985 (Article 1 through 4, Section 6500, Chapter 5, Division 7, Title 1 of the State of California Government Code). The City of Upland and the Successor Agency (formerly known as Upland Community Redevelopment Agency) formed the Financing Authority by execution of a joint exercise of powers agreement to provide financing by agreements and loans to the Agency for various project purposes. In January 2021, City Council authorized the creation of the City of Upland Public Financing Authority. The City of Upland and the Upland Parking Authority formed the Financing Authority by execution of a joint exercise of powers agreement to provide financing by agreements and loans to the City for various project purposes.

Capital Projects Funds
Capital projects funds are established to account for acquisition and construction of capital facilities other than those financed by proprietary funds.

General Capital Improvements (Fund 420) - This fund was established under the provision of Section 53731 of the Government Code and Section 3.44.050 of the Upland Municipal Code to account for projects for the general government and police and are supported by Development Impact Fees from new development.

Park Acquisition and Development (Fund 421) - This fund accounts for all revenue from the Dwelling Unit Construction Tax, in accordance with Section 3.44.020 of the Upland Municipal Code, which must be used for the acquisition and development of park facilities within the City of Upland.

Storm Drain Development (Fund 422) - This fund, established by Section 3.44.040 of the Upland Municipal Code, is used to account for development impact fees which are set aside to fund storm drain facilities that serve new development.

Street and Traffic Facility Development (Fund 423) - This fund is supplementary to the Gas Tax and Public Transportation Funds. This fund was established under Upland Municipal Code Section 3.44.030 to pay for the city of Upland’s fair share of regional transportation costs in the San Bernardino County Transportation Authority (SBCTA) congestion management program.

The revenue source of this fund is development impact fees.

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General Capital Projects (Fund 425) - This fund was established to account for projects of a general nature which are funded by the General Fund.

Street and Alley Repairs (Fund 426) - This fund was established to account for projects for street and alley repairs funded by waste management agreement.

Energy Efficiency Capital Improvement Projects (Fund 427) - This fund was established to account for the proceeds of California Renewable Energy Bonds and lease proceeds strictly to be used for the construction and implementation of energy saving improvements. These improvements include solar panel installations on various municipal structures, the installation of energy efficient HVAC systems, and the installation of energy efficient lighting and control systems.

Proprietary Funds and Fiduciary Funds
Proprietary fund revenues and expenses are budgeted and recognized on the accrual basis of accounting. Revenues are recognized in the accounting period in which they are earned and measurable. Expenses are recognized in the period incurred, if measurable.

Fiduciary or private-purpose trust funds are reported using the economic resources measurement focus and the accrual basis of accounting.

Successor Agency (Fund 805) - This fund accounts for the activities of the Successor Agency to the Upland Community Redevelopment Agency, including but not limited to the accumulation and disbursement of monies to meet debt service requirements.

Enterprise Funds
Water Utility (Fund 639/640) - This fund accounts for the sale of water to Upland’s citizens and businesses and also records expenditures for water capital improvement projects.

Solid Waste Utility (Fund 641) - This fund accounts for the refuse pick-up services provided by private contract including billing and collection for commercial customers. Residential billing and collection are accomplished by City staff. Activities include recycling and green waste programs.

Sewer Utility (Fund 645) - This fund records all City sewer service transactions and includes the additional services of street cleaning, tree trimming, storm drain maintenance and NPDES programs.

Internal Service Funds
Self-funded Insurance (Fund 751) - This fund accounts for self-funded insurance for general and worker’s compensation claims. City Departments are charged for the services provided or benefits received from this fund.

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Fleet Maintenance and Replacement (Fund 752) - This fund provides for the operation of the City’s Fleet Management Division, which accounts for repairs, routine maintenance, and eventual replacement of City vehicles.

Information Systems (Fund 753) - This fund provides for the operation of the City’s Information Systems Division, including maintenance of the City’s information technology network and hardware.

Building Maintenance & Operations (Fund 754) - This fund provides for the operation of the City’s Building Maintenance & Operations Division which is responsible for the maintenance of all the City’s facilities.

UAL and Employee Benefits (Fund 755) - This fund provides for PERS unfunded liability, retiree health benefits, and other costs that benefit all employees of the City.

Budgetary Control and Policies

Budgetary control is exercised by (1) the annual budget adoption by the City Council (2) formal budgetary integration within the accounting system (3) the mid-year review presented to the City Council in February (4) the encumbrance of estimated purchase/contract amounts prior to the release of purchase orders to vendors (5) properly and adequately documented City Council approved budget adjustments to appropriation and revenue estimates (6) monthly review of departmental expenditure reports comparing budget to actual amounts and (7) the established review process of carry-overs in which departments are requested to submit justification and funding sources for unencumbered, budgeted amounts requested for carryover. The final list of continued operations becomes part of the City’s annual budget.

The City Council approves each year’s budget submitted by the City Manager prior to the beginning of the fiscal year. Public meetings are conducted prior to the adoption by City Council.

It is the City Council’s goal to adopt a balanced annual budget, a budget in which current revenues equal recurring expenditures. The City Manager has authority to adjust the amounts appropriated between the funds and activities of a fund, provided, however, that the total appropriations for each fund may not exceed the amounts provided in the budget resolution. The City Manager is also authorized to approve continuing appropriations at year-end for capital improvement projects and other expenditures previously approved by the City Council.

Cash and Investment Policies

The City’s cash and investments are reported at fair value. Changes in fair value that occur during a fiscal year are recognized as interest revenue reported for that fiscal year. Interest revenue includes interest earnings, changes in fair value, and any gains or losses realized upon maturity, liquidation, or sale of investments.

Cash accounts of all funds are pooled for investment purposes to enhance safety and liquidity while maximizing interest earnings. The City Council annually adopts an Investment Policy, which along with the California Government Code, provides a framework for authorized investments of 23 Page 1146 of 1369

the City’s pooled investments. Interest revenue earned by the pooled investments is allocated to the various funds based on each fund’s average monthly cash balances.

Reserve Policy
In order to prudently protect the fiscal solvency of the City, it is important to maintain some minimum level of reserves. Reserves are important to mitigate the negative impact to revenues from economic fluctuations, fund unforeseen expenditure requirements, provide a minimum level of cash investment interest revenue, and avoid the need to borrow for cash flow purposes. Under the City’s Reserve Policy adopted in June 2021, the City established an Economic Uncertainty Reserve at 22.5% of General Fund operating expenditures. The Economic Uncertainty Reserve can be used if an economic impact resulting in a decrease of 5% or more in property or sales taxes occurs. The City also established an Emergency Disaster Contingency Reserve at $1,000,000 that can be used in the instance where a declaration of emergency as defined by the Upland Municipal Code is made. The Economic Uncertainty Reserve and Emergency Disaster Contingency Reserve are intended to provide liquidity to the City in the event of economic uncertainties, local disasters and other hardships or downturns in the local economy. Once the 22.5% Economic Uncertainty Reserve is met, any year-end operating surplus will be distributed to other reserves established by the Policy in the percentages as follows: Pension Stabilization Reserve (45%), Infrastructure Improvement Reserve (30%), Building Replacement and Maintenance Reserve (15%), General Plan Update Reserve (5%) and Unallocated Fund Balance (5%).

Pension Funding Policy
The City adopted a Pension Funding Policy in June 2021, and subsequently revised it in December 2021. The policy outlines the City’s approach toward addressing its long-term employee pension unfunded accrued liability. It provides narrative background on the California Public Employees Retirement System (CalPERS) and explains key terms and features, including amortization bases, discount rates, additional discretionary payments, normal costs, and unfunded accrued liability.

The Pension Funding Policy also outlines financial objectives and establishes a target funding level of 100%, with a minimum funding level of 80%. Specific funding strategies include the use of Internal Revenue Code Section 115 Trust funds. The Pension Funding Policy provides that 50% of any budgetary cash savings realized from any pension funding strategy must be placed into Internal Revenue Code Section 115 Trust for use to accelerate the payoff or funding of new amortization bases (liabilities).

Capital Assets
Capital assets (including infrastructure) greater than $5,000 are capitalized and recorded at cost or at the estimated fair value of the asset at the time of acquisition where complete historical records have not been maintained. The costs of normal maintenance and repairs that do not add to the value of the asset, increase size or efficiency of the asset, or materially extend asset lives are not capitalized.

Capital assets include public domain (infrastructure) general fixed assets consisting of certain improvements including roads, curbs and gutters, streets, sidewalks, medians, sewer & water lines, and storm drains.

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Debt Management
The California Constitution requires that long-term debt pledged by the full faith and credit of the City can only be approved by voter referendum. Currently, the City does not have any general obligation debt. However, per State of California statute, the City’s debt limit is set at 15% of total assessed valuation for purposes of City taxation for all the real and personal property within the city.

Legal Debt Margin Calculation for Fiscal Year 2023-24
Assessed Valuation $11,547,929,979
Debit Limit (15% of assessed value) 1,732,189,497
Debt applicable to limit:

General obligation bonds -
Total net debt applicable to limit $ - Legal debt margin $1,732,189,497
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City of Upland
Debt Obligations
FY 2023-24
Bond Rating Amount Issued
Outstanding
June 30, 2023
Outstanding
June 30, 2024
Governmental Activities
Energy Efficiency Lease Not Rated 2,797,094$ 1,974,264$ 1,801,523$ CREBS Lease Agreement Not Rated 4,548,393$ 4,302,371$ 4,204,025$ 2017 Multifamily Housing Revenue Notes Not Rated 14,865,000$ - - 2021 Multifamily Housing Revenue Notes Not Rated 12,900,000$ 11,802,073$ 11,127,511$ Business Activities
2011 Revenue Refunding Bonds AA-/A 12,140,000$ -$ -$ 2021 Water Refunding Bonds Not Rated 6,553,000$ 6,528,000$ 6,503,000$ 2022 Water Revenue Bonds Not Rated 15,750,000$ 14,905,000$ 14,040,000$ Successor Agency Activities
2013 Tax Allocation Bonds AA-/A 22,090,000$ 2,400,000$ -$ 2016 Tax Allocation Bonds AA/A+12,275,000$ 11,210,000$ 11,005,000$ Refund remaining portion of the City's 2011 Revenue Refunding Bonds for Water capital improvement projects Finance capital improvements to the City's Water System Refund the outstanding aggregate principal amount of the 1998 and 2003 Tax Allocation Bonds for capital improvement projects in CRA areas.

Refund the outstanding aggregate principal amount of the 2006 Tax Allocation Bonds for capital improvement projects in CRA areas.

Lease-purchase agreement for the acquisition, construction and installation of energy conservation equipment and improvements.

Lease-purchase agreement for the acquisition, construction and installation of Solar energy conservation equipment and improvements.

Provide low-income housing.

Defease 2017 Bond and continue to provide low-income housing.

Advance refunding of the remaining portion of the City's 2003 Lease Revenue Refunding Bonds for Water capital improvement projects
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City of Upland
Debt Service Obligations
FY 2023-24
FY 2020-21
ACTUAL
FY 2021-22
ACTUAL
FY 2022-23

ADOPTED
FY 2023-24

ADOPTED

GENERAL FUND
Energy Efficiency Lease
Principal 151,846$ 170,255$ 171,137$ 172,741$ Interest 104,521 92,067 90,646 83,285 Subtotal 256,367$ 262,322$ 261,783$ 256,026$ CREBS Lease Agreement
Principal 30,634$ 55,603$ 83,657$ 98,346$ Interest 154,510 153,375 151,088 148,070 Subtotal 185,144$ 208,978$ 234,745$ 246,416$ 441,511$ 471,300$ 496,528$ 502,442$

HOUSING FUND
2017 Multifamily Housing Revenue Note (1)
Principal 556,925$ 580,246$ -$ -$ Interest 524,987 363,687 - - 2021 Multifamily Housing Revenue Note
Principal -$ -$ 605,467$ 674,562$
Interest - - 375,685 355,184
1,081,912$ 943,934$ 981,152$ 1,029,746$

WATER UTILITY FUND
2011 Revenue Refunding Bonds (2)
Principal 380,000$ 395,000$ -$ -$ Interest 336,250 190,397 - - Subtotal 716,250$ 585,397$ -$ -$ 2021 Water Refunding Bonds
Principal -$ -$ 395,000$ 25,000$
Interest - 45,598 394,920 97,733
Subtotal -$ 45,598$ 789,920$ 122,733$ 2022 Water Revenue Bonds
Principal -$ -$ -$ 865,000$
Interest - - - 277,872
Subtotal -$ -$ -$ 1,142,872$
716,250$ 630,995$ 789,920$ 1,265,605$

SUCCESSOR AGENCY FUND
2013 Tax Allocation Bonds
Principal 2,115,000$ 2,200,000$ 2,290,000$ 2,400,000$ Interest 364,800 278,500 177,252 60,000 Subtotal 2,479,800$ 2,478,500$ 2,467,252$ 2,460,000$ 2016 Tax Allocation Bonds
Principal 175,000$ 185,000$ 190,000$ 205,000$ Interest 472,513 466,188 458,688 450,788 Subtotal 647,513$ 651,188$ 648,688$ 655,788$ 3,127,313$ 3,129,688$ 3,115,940$ 3,115,788$ (1) Refinance with 2021 Multifamily Housing Revenue Note (2) Refinance with 2021 Revenue Refunding Bonds
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Water Self-Funded Insurance OPEB
Solid Waste Vehicle Replacement Successor Agency Sewer Information Systems CFDs
Building Maintenance
UAL and Employee Benefits
Public Safety
Housing and Urban Development
Community Development
Housing Fund
General Development
Parks
Storm Drain
Street and Traffic Safety
Street and Alley Repair
General Capital Projects
Energy Efficiency Improvements

DESCRIPTIONS
General Fund is the most versatile fund and is used to account for any legal budgetary purpose not accounted for elsewhere in the budget.

Housing Fund is used to account for the income activities of the City that were previously accounted for in the low and moderate income housing redevelopment agency fund.

Special Revenue Funds are used to account for certain funds, which are legally restricted to certain purposes.

Debt Service Funds are used to account for debt payments owed by the City.

Capital Improvement Project Funds are used to account for the purchase or construction of major capital projects, which are not financed by Proprietary Funds or Trust Funds.

Internal Service Funds account for a department of a governmental agency, which provides services to other departments of the agency.

The costs of all or a part of the operations and the provision of services are recovered through fees charged to the user departments.

Fiduciary (Trust and Agency) Funds account for assets held by the City in a trustee capacity or as agency for individuals, private organizations, other governments, and/or other funds Transportation Improvements and Traffic Management
Grants

FUND STRUCTURE
Governmental Funds Enterprise Funds Internal Service Funds Trust & Agency Fund General Fund
Debt Service Fund
Special Revenue Funds
Capital Projects Funds
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Part I - Calculation of Appropriations Limit
FY 2022-23 Appropriations Limit Adopted by the City Council 130,667,622$ Change in County Population (0.12%):1.0012 (a)
Change in Per Capita Personal Income (4.44%)1.0444 (b)
Total Annual Adjustment Factor (1.0012 x 1.0444)1.0457
Annual Adjustment (130,667,622 X 1.0457)5,971,510
Appropriations Limit - Fiscal Year 2023-24 136,639,132$ Part II - Appropriations Subject to the Limit
Proceeds from Taxes 43,766,375$
Less: Debt Service Payments (868,550)
Total Appropriations Subject to the Limit 42,897,825$
Part III - Calculation of Appropriations Over/Under the Limit Appropriations Limit - Fiscal Year 2023-24 136,639,132$ Less: FY2023-24 Appropriations Subject to Limitation (42,897,825) Total Appropriations Under the Limit 93,741,307$
(a)Source: State of California, Department of Finance, Price and Population Information (b)Source: State of California, Department of Finance, Price and Population Information

APPROPRIATIONS LIMIT CALCULATION
APPROPRIATIONS LIMIT CALCULATION - FISCAL YEAR 2018-19
Article XIII B of the State Constitution, commonly referred to as the "Gann Limit",was adopted when California's voters approved Proposition 4 in November 1979.The limit has been modified by two subsequent initiatives-- Proposition 98 in 1998 and Proposition 11 in 1990--but its basic framework remains in place today.

Article XIII B places an annual limit on the appropriation of tax proceeds that can be made by the state, school districts and local governments in California. These limits are based on the amount of appropriations in the 1978-79 "base" year, as adjusted each year for population growth and cost-of-living factors.State and local governments are precluded from retaining any "excess revenues" above the limit.Article XIII B also requires the state to reimburse local governments for the cost of certain state mandates.The limit is different for every agency and changes each year.

For fiscal year 2023-24, the estimated tax proceeds appropriated by the Upland City Council are under the limit.The Appropriations Limit for fiscal year 2023-24 is $136,639,132.This amount is the maximum amount of tax proceeds the City is able to appropriate and spend in fiscal year 2023-24.The appropriations subject to the limit are $42,897,825 leaving the City with a remaining appropriations capacity of 93,741,307.

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Department / Fund Matrix General
Government
Administrative
Services
Development
Services Police Public
Works
General Fund 
Housing Fund 
Public Safety Augmentation Fund 
Gas Tax Fund 
Measure I Fund 
Road Maintenance Rehabilitation Account 
HOME Investment Partnership Fund 
Community Development Block Grant Fund 
Parking Business Improvement Area Fund 
Air Quality Management District Fund 
Homeland Security Grants Fund - PD 
Prop 30 Fund 
COPS Fund 
Other Grants Fund 
Office of Traffic Safety Fund 
Other Public Safety Grants Fund 
Asset Forfeiture - Federal DOJ 
CalHOME Fund 
Asset Forfeiture - Federal/Treasury 
Asset Forfeiture - State 
Federal Grant-CARES Act 
Office Of Justice Programs 
ARPA 
Public Financing Authority Fund 
General Capital Improvements Fund 
Park Acquisition & Development Fund 
Storm Drain Development Fund 
Street & Traffic Facility Development Fund 
General Capital Projects 
Street & Alley Repairs 
Energy Efficiency Capital Improvements 
Water Utility Fund 
Solid Waste Utility Fund 
Sewer Utility Fund 
Self-Funded Liability Insurance Fund 
Fleet Maintenance and Replacement Fund 
Information Systems Fund 
Building Maintenance & Ops Fund 
UAL and Employee Benefits 
Successor Agency Fund 
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City of Upland
Strategic Goals

In the past, the City has relied on various tools to identify strategic goals for the City.

The following goals have been established to meet the needs of the community:

♦ Responsive Leadership
To enhance the public’s confidence in the City’s current leadership, both elected and staff, by fostering public and private partnerships.

♦ Sense of Community
To ensure an excellent quality of life by facilitating continuous, open dialogue with the City’s civic, non-profit, and faith-based organizations, the business community, residents, and local government.

♦ Community Oriented Public Safety
To assure residents and their families will be safe in their homes and in their neighborhoods, as well as provide basic instructions on disaster preparation and protection of their family and property.

♦ Economic and Workforce Development
To be an even more economically vibrant and diverse City that is a vital commercial and cultural crossroad between the greater Los Angeles Area and the Inland Empire, while attracting creative professionals and the cutting-edge organizations wishing to employ them.

♦ Historic Preservation and Enhancement
To enhance Historic Downtown Upland as the heart of the community where pedestrians enjoy charming shops, restaurants, and cultural art attractions.

♦ Improvement of City Infrastructure
To maintain and manage streets, sidewalks, sewers, parks, and public facilities with emphasis on the revitalization of the Foothill Corridor and Historic Downtown Upland.

Departmental goals and objectives are updated annually and are included in the Operating Budget, listed by division within each department. The following is a listing of Fiscal Year 2023-24 goals and objectives, as they relate to the City’s long-term strategic goals.

Responsive Leadership

♦ Continue managing the City’s resources in a conservative, fiscally responsible manner while maintaining a General Fund reserve of 22.5% of the current operating budget, for economic uncertainty and unforeseen expenditure requirements. 31 Page 1154 of 1369

Sense of Community
♦Improve City communication by producing the Upland Today newsletter and City website upgrades such that communication is found to be core in our service to Upland residents and business owners.
♦Continue to nurture and promote public communications, transparency, 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.

Community Oriented Public Safety
♦To have well-trained disaster response employees by providing training on the Incident Command System and Emergency Operations Center functions. This will result in a higher and more successful course of action when responding to, containing, controlling, and recovering from an emergency.
♦Promote the safe movement of vehicles and pedestrians throughout the City by educating the motoring public and by enforcing traffic laws to reduce motor vehicle collisions. ♦To protect the community from gang activity and graffiti by participating in regional enforcement of gang and graffiti violations, the Graffiti Reward Program, a graffiti/tagger database, proactive gang enforcement, and by participating in countywide San Bernardino Movement Against Street Hoodlums (SMASH) operations.
♦To keep pace, through ongoing training, with the technological advances in computers, servers, and telecommunication devices such as smart phones. ♦To operate the Animal Services Shelter such that public safety and welfare are upheld and animal adoptions are increased, as well as enhancing animal services provided to the residents of Upland.

Economic and Workforce Development
♦Market the following programs designed to retain and attract retail businesses within Upland: Commercial Rehabilitation Program and Sales tax producing business Attraction/Incentive Program.
♦Acquire property in the downtown area for the purpose of assembling land for development.
♦Strengthen relationships with the County of San Bernardino Economic Development Agency and other regional agencies. Encourage economic growth by raising public awareness of existing business and employment resources promoting job creation and retention.

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♦ Explore and assist in the facilitation of building and site reuse opportunities to accommodate evolving retail trends and the reuse and/or expansion of existing retail spaces. ♦ Implement the City’s 5-Year Economic Strategic Plan
♦ Explore and assist in the facilitation of attracting new, exciting, and contemporary business ventures that enhance the city as a destination point for visitors.

Historic Preservation and Enhancement

♦ Continue to market the Downtown Façade Program in order to preserve historical structures.

♦ Continue to promote key commercial properties in Downtown and facilitate mixed-use developments and public parking.

♦ Continue implementation of the Downtown Specific Plan by facilitating development opportunities within the plan area.

Improvement of City Infrastructure

♦ Ensure an attractive and well-maintained City by providing parks and recreational facilities that are kept in good condition and are fully functional, and ADA compliant.

♦ Continue to seek opportunities to develop all or a portion of the city owned open space located at Baseline and the 210 Freeway.

♦ To establish an asset protection and management plan that ensures infrastructure is effectively renewed, replaced, and maintained.

♦ To ensure City compliance with federal and state regulations pertaining to storm water and the area-wide National Pollutant Discharge Elimination System (NPDES).

♦ To complete the following major Capital Improvement Projects:

1. Citywide Pavement Slurry Seal (Annual Program)

2. Citywide Sewer Rehabilitation (Annual Program)

3. Street and Alley Rehabilitation (Annual Program)

4. Arrow Highway Rehabilitation & Utility Improvements (Mountain to San Antonio)

5. Citywide Park Restroom Improvements
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6. Dog Park Improvements

7.APRA Park Parking Lot Improvements

8.Foothill Blvd. Water Main Replacement (Benson to Mountain)

9.Generators (15th & 24th Street)
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CITY OF UPLAND

FIVE-YEAR FINANCIAL PROJECTION

GENERAL FUND
Projected Projected Projected Projected Projected
2023-24 2024-25 2025-26 2026-27 2027-28
Beginning Spendable Fund Balance 23,410,325$ 23,533,785$ 22,911,327$ 21,814,693$ 20,174,178$ Revenues 55,807,750 57,116,451 58,456,762 59,845,370 61,230,419 Fund Balance Reservation (609,330) (620,420) (620,420) (630,420) (630,420) Expenditures (55,074,960)$ (57,118,489)$ (58,932,976)$ (60,855,465)$ (62,531,129)$ FY Surplus / (Deficit)123,460$ (622,458)$ (1,096,634)$ (1,640,515)$ (1,931,130)$ FY Ending Spendable† Fund Balance 23,533,785$ 22,911,327$ 21,814,693$ 20,174,178$ 18,243,048$ Fund Balance as a % of Operating Expense 42.7%40.1%37.0%33.2%29.2% $0.1
($0.6)($1.1)($1.6)($1.9)
$23.5 $22.9 $21.8
$20.2
$18.2
($5.0)
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
2023-24 2024-25 2025-26 2026-27 2027-28
Mi
l
l
i
o
n
s

(
$
)
General Fund Spendable†Fund Balance Projections
FY2024-2028
Expenditures
FY Ending
Unrestricted Fund
Balance
The financial projection on this page is designed to provide a general understanding of how revenues and expenditures are expected to influence the City over the next five years without additional funding. Revenue and expenditue projections are reviewed in relation to their effect on Fund Balances. The City will update its projections during the annual budget process in order to plan for the future. The projection factors used in projecting revenue and cost increases are detailed below:
* Assumed growth of 3% for most property taxes
* Assumed growth of 0-3% for most other taxes
* Assumed no expenditure reductions to balance the budget * Projections from consultant for the next two fiscal years and then 3% growth for sales taxes * No revenue growth for licenses and permits, other governments, charges for services, fines & forteitures, use of money and property and other revenue categories * Salary and benefit growth per existing MOU's, with 3% annual growth thereafter * Pension expense estimates per most recent CalPERS actuarial valuation * Expenditure growth of 3% for most maintenance and operations expenditure line items * A $150,000 increase in costs every two years in City Clerk for election expenses Draft 2 06/07/23 2:44 PM
3535 Page 1158 of 1369

Object 2023-24 2024-25 2025-26 2026-27 2027-28
Code Adopted Projected Projected Projected Projected
Taxes
400X Property Tax 21,049,090$ 21,623,940$ 22,216,035$ 22,825,893$ 23,406,968$ 4101 Sales and Use Tax 20,451,030 21,034,130 21,665,154 22,315,109 22,984,562 4102 Business License Tax 1,100,000 1,133,000 1,166,990 1,202,000 1,238,060 4104 Transient Occupancy Tax 319,460 329,044 338,915 355,861 373,654 4121 Franchise Tax 1,301,920 1,301,920 1,301,920 1,301,920 1,301,920 41XX Other Taxes 721,000 733,000 745,360 758,091 771,204 Total Taxes 44,942,500$ 46,155,034$ 47,434,374$ 48,758,873$ 50,076,367$ Intergovernmental
4103 Intergovernmental 49,000$ 49,000$ 49,000$ 49,000$ 49,000$ Total Intergovernmental 49,000$ 49,000$ 49,000$ 49,000$ 49,000$ Charges for Services
46XX Development Services Fees 1,242,270$ 1,242,270$ 1,242,270$ 1,242,270$ 1,242,270$ 46XX Police Department Fees 522,880 522,880 522,880 522,880 522,880 46XX Public Works Fees 600,000 600,000 600,000 600,000 600,000 46XX Community Service Fees 520,000 520,000 520,000 520,000 520,000 46XX Other Fees 167,910 167,910 167,910 167,910 167,910 Total Charges for Services 3,053,060$ 3,053,060$ 3,053,060$ 3,053,060$ 3,053,060$ Licenses & Permits
42XX Development Services Permits 2,026,060$ 2,026,060$ 2,026,060$ 2,026,060$ 2,026,060$ 42XX Public Works Permits 21,100 21,100 21,100 21,100 21,100 42XX Police Department Permits 103,160 103,160 103,160 103,160 103,160 4218 Other Fees - 3,500 3,500 3,500 3,500
Total Licenses & Permits 2,150,320$ 2,153,820$ 2,153,820$ 2,153,820$ 2,153,820$ Fines & Forfeitures
47XX Fines & Forfeitures 506,270$ 507,270$ 507,270$ 507,270$ 507,270$ Total Fines & Forfeitures 506,270$ 507,270$ 507,270$ 507,270$ 507,270$ Use of Money & Property
48XX Investment Earnings 235,000$ 282,000$ 296,100$ 310,905$ 326,450$ 48XX Rental Income 1,321,920 1,366,588 1,413,458 1,462,762 1,514,772 48XX Other - - - - -
Total Use of Money & Property 1,556,920$ 1,648,588$ 1,709,558$ 1,773,667$ 1,841,222$ Miscellaneous Revenues
49XX Miscellaneous Revenues 3,549,680$ 3,549,680$ 3,549,680$ 3,549,680$ 3,549,680$ Total Miscellaneous Revenue 3,549,680$ 3,549,680$ 3,549,680$ 3,549,680$ 3,549,680$ Total Revenues 55,807,750$ 57,116,451$ 58,456,762$ 59,845,370$ 61,230,419$

GENERAL FUND REVENUES BY TYPE

FIVE-YEAR FINANCIAL PROJECTION

CITY OF UPLAND
$0
$10
$20
$30
$40
$50
$60
$70
2023-24 2024-25 2025-26 2026-27 2027-28
Mi
l
l
i
o
n
s
Total General Fund Revenues
Taxes Intergovernmental Charges for Services Licenses & Permits Fines & Forfeitures Use of Money & Property Miscellaneous Revenues 36 Page 1159 of 1369

2023-24 2024-25 2025-26 2026-27 2027-28
Adopted Projected Projected Projected Projected
General Government
City Council 250,150$ 259,108$ 268,392$ 276,444$ 284,737$ City Treasurer 16,010 16,638 17,290 17,809 18,343 Administration 860,480 888,863 918,200 945,746 974,118 City Attorney 550,000 566,500 583,495 601,000 619,030 City Clerk 477,150 644,103 516,169 686,154 556,739 Total General Government 2,153,790$ 2,375,211$ 2,303,546$ 2,527,152$ 2,452,967$ Administrative Services
Finance 1,991,510$ 2,059,449$ 2,129,753$ 2,193,646$ 2,259,455$ Non-Departmental 2,418,110 2,474,881 2,532,724 2,608,706 2,686,967 Library 2,012,530 2,072,906 2,135,093 2,199,146 2,265,120 Human Resources 702,730 727,148 752,433 775,006 798,256 Recreation Administration 1,628,800 1,687,300 1,747,941 1,800,380 1,854,391 Recreation Classes 267,280 275,953 284,913 293,460 302,264 Recreation Facilities 370,310 382,005 394,074 405,897 418,074 Recreation Parks 64,860 67,327 69,890 71,986 74,146 Senior Center 313,250 323,479 334,049 344,070 354,393 Special Events 370,230 381,859 393,858 405,674 417,844 Total Administrative Services 10,139,610$ 10,452,309$ 10,774,729$ 11,097,971$ 11,430,910$ Development Services
Building & Safety 1,704,170$ 1,761,300$ 1,820,383$ 1,874,995$ 1,931,245$ Weed Abatement 109,500 112,785 116,169 119,654 123,243 Economic Development 381,870 394,972 408,532 420,788 433,412 Planning Commission 16,650 17,150 17,664 18,194 18,740 Planning 745,330 772,663 801,015 825,045 849,796 Santa Fe Depot 5,000 5,150 5,305 5,464 5,628 Total Development Services 2,962,520$ 3,064,019$ 3,169,067$ 3,264,139$ 3,362,063$ Police
Police Administration 10,515,940$ 10,856,114$ 11,207,480$ 11,543,705$ 11,890,016$ Investigations 3,316,520 3,446,248 3,581,076 3,688,508 3,799,164 Animal Services 812,980 840,726 869,438 895,521 922,387 Metrolink Station 9,480 9,764 10,057 10,359 10,670 Patrol 14,627,660 15,194,414 15,783,287 16,256,785 16,744,489 Police Special Events & Community Outreach 47,250 48,668 50,128 51,631 53,180 Police Reserves 7,060 7,272 7,490 7,715 7,946 Code Enforcement 895,020 926,451 959,008 987,778 1,017,411 Total Police 30,231,910$ 31,329,655$ 32,467,963$ 33,442,002$ 34,445,262$ Public Works
Public Works Administration 1,376,710$ 1,419,421$ 1,463,470$ 1,507,374$ 1,552,595$ Engineering Administration 248,380 257,674 267,320 275,340 283,600 Development/Traffic Engineering 930,230 963,358 997,689 1,027,619 1,058,448 Street Maintenance 1,292,310 1,337,761 1,384,843 1,426,388 1,469,180 Street Sweeping 17,410 18,106 18,831 19,396 19,977 Sidewalk Maintenance 126,840 131,859 137,076 141,189 145,424 Street Lighting 888,540 915,370 943,012 971,303 1,000,442 Traffic Control 107,340 111,630 116,091 119,574 123,161 Traffic Facility Maintenance 363,000 373,890 385,107 396,660 408,560

GENERAL FUND EXPENDITURES BY DEPARTMENT PROGRAM

FIVE-YEAR FINANCIAL PROJECTION

CITY OF UPLAND
37 Page 1160 of 1369

2023-24 2024-25 2025-26 2026-27 2027-28
Adopted Projected Projected Projected Projected

GENERAL FUND EXPENDITURES BY DEPARTMENT PROGRAM

FIVE-YEAR FINANCIAL PROJECTION

CITY OF UPLAND
(Public Works Continued)
Weed Abatement 4,410 4,542 4,679 4,819 4,963 Street Tree Maintenance 954,810 984,494 1,015,110 1,045,563 1,076,930 Public ROW Maintenance 1,083,330 1,116,842 1,151,399 1,185,941 1,221,519 Maintenance - Main Street 45,400 47,216 49,105 50,578 52,095 Maintenance - Metrolink 181,040 186,713 192,567 198,344 204,294 Graffiti Abatement 86,000 88,580 91,237 93,975 96,794 Damage to City Property 120,000 123,600 127,308 131,127 135,061 Park Maintenance 984,430 1,015,098 1,046,732 1,078,134 1,110,478 Sports Field Maintenance 443,220 457,400 472,041 486,202 500,788 Civic Center 333,730 343,742 354,054 364,676 375,616 Total Public Works 9,587,130$ 9,897,297$ 10,217,670$ 10,524,200$ 10,839,926$ Grand Total 55,074,960$ 57,118,489$ 58,932,976$ 60,855,465$ 62,531,129$ 38 Page 1161 of 1369

Where does it come from and how is it used?
Uses of the General Fund by Function
$55,074,960

54.9%Police 30,231,910

18.4%Administrative Services 10,139,610

17.4%Engineering and Public Works 9,587,130

5.4%Development Services 2,962,520

3.9%General Government 2,153,790
Sources of General Fund Revenue
$55,807,750

37.7%Property Taxes 21,049,090

36.6%Sales Tax 20,451,030

6.1%Other Taxes 3,442,380

5.5%Charges for Service 3,053,060

3.9%Licenses & Permits 2,150,320

0.1% Intergovernmental Revenue 49,000

0.9%Fines & Forfeitures 506,270

2.8%Use of Money and Property 1,556,920

6.4%Other Revenue 3,549,680
Fiscal Year 2023-24 General Fund Budget Snapshot
• Mayor Bill Velto • Mayor Pro Tem Carlos A. Garcia • Council Member James Breitling • Council Member Shannan Maust • Council Member Rudy Zuniga • Greg Bradley, City Treasurer 39 Page 1162 of 1369

Officials of the City of Upland
Elected Officials
Bill Velto, Mayor
Councilmember District 1
Councilmember District 2
Mayor Pro Tem District 3
Councilmember District 4
Shannan Maust
James Breitling
Carlos A. Garcia
Rudy Zuniga
Greg Bradley City Treasurer
Executive Staff
Michael Blay, City Manager
Stephen Parker, CPA
Steven Deitsch
Robert D. Dalquest
Marcelo Blanco
Braden Yu
Assistant City Manager
City Attorney
Development Services Director
Chief of Police
Public Works Director
40 Page 1163 of 1369

City of Upland
Organizational Chart
Fiscal Year 2023-24
Assistant City Manager
Citizens of Upland
City Council
City Manager
City Attorney
Administrative Services Development Services Police Public Works City Treasurer
Finance
Human Resources
Risk Management
Information Technology
Recreation
Library
Planning
Building
Economic Development
Housing
Successor Agency
Engineering
Street Maintenance
Storm Drain Maintenance
Facility Maintenance
Park Maintenance
Solid Waste Mangement
Fleet Management
Water Utility Services
Sewer Maintenance
Investigations
Patrol
School Resource Officer
Traffic Safety
Cadet Program
Code Enforcement
Animal Control
Asset Forfeiture
City Clerk
41 Page 1164 of 1369

PRESENTED TO

City of Upland
California

For the Fiscal Year Beginning

July 01, 2022

Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished
Budget Presentation
Award
42 Page 1165 of 1369

History of Upland

In 1882, George Chaffey arrived in Upland, and shortly after engineered the historic Euclid Avenue. Euclid Avenue was designed to be 200 feet wide, with a spacious median, and various tree species lining the thoroughfare. Chaffey also developed a water system for the area that depended on gravity flow from the canyons of the San Gabriel Mountains to the valley below.

With access to a reliable source of water, lemon grower associations were started. According to sources of the day, oranges and lemons from the Upland groves were always met with a great amount of satisfaction with buyers in the East.

In 1897, citrus grower Charles D. Adams suggested the name “Upland” for a new citrus association proposed in the rich farm area. Adams offered the name of Upland – indicating its location uphill from its more established neighbor, Ontario. It was at that time that 1,000 or so residents persuaded the San Bernardino County Board of Supervisors to rename the community.

Incorporation had not yet come for Upland by the time she received her new name and in the next few years Ontario made moves to push its boundaries northward. Upland residents could not bear to think of their railroad station and post office being within Ontario’s boundaries. In early 1906, a committee was named to appear before the Board of Supervisors and request an incorporation election. At the conclusion of that session, the Board declared the election for incorporation should take place. On May 5, 1906, Upland voters approved cityhood.

The City of Upland is situated on the western border of San Bernardino County, bordered by the cities of Claremont, Montclair, Ontario and Rancho Cucamonga. Upland, known as the "City of Gracious Living", is nestled at the base of the San Gabriel Mountains and encompasses 15.3 square miles. It has an estimated population of 78,771 as of January 1, 2022.

Upland is a general law city with a Council-Manager form of government. The City provides a wide range of traditional municipal and public enterprise services.

Services Provided by the City of Upland

Municipal Services

General Administrative Support
Highways and Streets
Planning and Zoning
Police Public Safety
Library Services
Animal Services
Recreation and Parks
Housing and Community Development
Public Improvements

Public Enterprise Services

Water Utility
Solid Waste Utility
Sewer Utility

43 Page 1166 of 1369

Date of Incorporation Fire Protection
Stations 1
Form of Government General Law
Police Protection
Population Patrol Units 24
Motorcycles 4
Number of City Employees Sworn Officers 78
Total Police Department Employees 120
Employees per capita 1 per 297 residents
Library
Area in Square Miles 15.6 Facilities 1
Volumes 116,838
Average Elevation 1,237 feet Current Periodical &
Serial Subscriptions 7,501
Average Temperature 65.6 F Audio-visual items 4,736
Registered patrons 28,020
Average Rainfall Per Year 38 inches
Recreation
Number of Public Schools 14 Buildings 4
Parks 13
Miles of City Streets Soccer fields (lighted)6
Baseball fields (lighted)8
Miles of State Highways 6.2 Softball fields (lighted) 3 Miles of Sewer Lines
Miles of Water Mains
265.0
210.01
224.06
247.08
City of Upland
City Demographics
Community Profile City Services
May 15, 1906
78,771
44 Page 1167 of 1369

Calendar
Year Population
Growth
Per Year
Cumulative
Growth
2013 75,147 339 1,999
2014 75,074 -73 1,926
2015 75,774 700 2,626
2016 76,790 1,016 3,642
2017 77,017 227 3,869
2018 78,481 1,464 5,333
2019 78,814 333 5,666
2020 78,513 -301 5,365
2021 79,139 626 5,991
2022 78,771 -368 5,623
Source: California State Department of Finance
Population Growth
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Population 75,147 75,074 75,774 76,790 77,017 78,481 78,814 78,513 79,139 78,771 73,000
74,000
75,000
76,000
77,000
78,000
79,000
80,000

POPULATION
Population
45 Page 1168 of 1369

Business Name Business Category
7 Eleven Service Station
BevMo Convenience Stores/Liquor
Chevron Service Stations
Chick Fil A Quick-Service Restaurants
Circle K Service Stations
Crossroads Travel Center Service Stations
Dick's Sporting Goods Sporting Goods/Bike Stores
Euclid Arco Service Stations
Ford of Upland New Motor Vehicle Dealers
Holliday Rock Contractors
Home Depot Building Materials
In N Out Burger Quick-Service Restaurants
Kohls Department Stores
Lowes Building Materials
Marshalls Family Apparel
Mountain View Chevrolet New Motor Vehicle Dealers
Nordstrom Rack Department Stores
Ross Family Apparel
Shell Service Stations
Stater Bros Grocery Stores
Target Discount Dept Stores
Thrifty Service Station
TJ Maxx Family Apparel
Vons Fuel Service Stations
Walmart Discount Dept Stores
City of Upland
Top 25 Sales Tax Producers
46 Page 1169 of 1369

Percentage of
Taxable Total Taxable
Assessed Assessed
Taxpayer Value Rank Value
Colonies-Pacific LLC 166,876,323$ 1 1.54%
College Park Apartment Homes LP 62,515,737 2 0.58% Benson Owner LLC 50,394,737 3 0.47%
Lucas Upland LLC 49,724,867 4 0.46%
MG Stoneridge Village Grove LLC 47,565,361 5 0.44% Rancho Monte Vista Apartment Homes 46,126,123 6 0.43% CT Retail Properties Finance II LLC 44,339,086 7 0.41% WNG Mountain Springs GP 40,562,688 8 0.38%
College Business Park LLC 37,949,121 9 0.35% Dee Matreyek-Kurth Non Exempt Trust 37,537,476 10 0.35% Totals 583,591,519$ 5.40%
Source: HdL Coren & Cone
City of Upland
Principal Property Taxpayers
For the Fiscal Year Ending June 30, 2022
47 Page 1170 of 1369

FY 2023-24 SUMMARY OF CHANGES IN FUND BALANCE
Fund
No.

Estimated
Fund Balance
7/1/23
2023-2024
Estimated Revenue Transfers In
Available
Sources
2023-2024
Operating
Expenditures
Capital
Improvement
Projects
Transfers
Out Total Uses
Change in Fund
Balance
Fund Balance
6/30/24
101 General Fund 9,381,970$ 55,807,750$ -$ 55,807,750$ 55,074,960$ -$ -$ 55,074,960$ 732,790$ 10,114,760$ Building Replacement and Maintenance
Reserve (.25%) - - - - 137,690 - - 137,690 (137,690) (137,690) Park Lease Revenue Reservation - - - - 471,640 - - 471,640 (471,640) (471,640) Total General Fund 9,381,970$ 55,807,750$ -$ 55,807,750$ 55,684,290$ -$ -$ 55,684,290$ 123,460$ 9,505,430$ 201 Housing 5,042,890$ 4,880,500$ -$ 4,880,500$ 4,260,440$ -$ -$ 4,260,440$ 620,060$ 5,662,950$ 203 Public Safety Augmentation - 1,500,070 - 1,500,070 1,500,070 - - 1,500,070 - - 204 Gas Tax 6,613,690 2,280,750 - 2,280,750 954,730 9,659,660 - 10,614,390 (8,333,640) (1,719,950) 205 Measure I 8,066,130 2,057,290 - 2,057,290 205,440 5,718,190 - 5,923,630 (3,866,340) 4,199,790 206 RMRA 4,471,490 1,969,840 - 1,969,840 62,610 5,722,240 - 5,784,850 (3,815,010) 656,480 208 HOME Investment Partnership Program 1,677,510 36,500 - 36,500 510,000 - - 510,000 (473,500) 1,204,010 209 Community Development Block Grant 342,230 623,650 - 623,650 641,240 283,450 - 924,690 (301,040) 41,190 210 Parking Business Improvement Area 194,140 59,300 - 59,300 94,800 141,380 - 236,180 (176,880) 17,260 211 Air Quality Management District 9,940 100,000 - 100,000 25,890 - - 25,890 74,110 84,050 214 Homeland Security Grants - Police 270 106,310 - 106,310 104,300 - - 104,300 2,010 2,280 215 Prop 30 154,430 910 - 910 150,000 - - 150,000 (149,090) 5,340 216 COPS 1,230,990 150,000 - 150,000 1,321,140 - - 1,321,140 (1,171,140) 59,850 217 Other Grants 304,610 165,030 - 165,030 316,180 - - 316,180 (151,150) 153,460 218 Office of Traffic Safety 113,450 160,930 - 160,930 143,710 - - 143,710 17,220 130,670 219 Other Public Safety Grants - 94,010 - 94,010 88,850 - - 88,850 5,160 5,160 220 Asset Forfeiture 1,189,580 - - - 1,189,580 - - 1,189,580 (1,189,580) - 222 CalHOME 75,000 28,500 - 28,500 - - - - 28,500 103,500 223 Asset Forfeiture-Federal Treasury 10,350 - - - 10,350 - - 10,350 (10,350) - 224 Asset Forfeiture State 193,370 - - - 193,360 - - 193,360 (193,360) 10 225 BSCC Budget Act 83,830 - - - - - - - - 83,830
229 ARPA 6,000,520 - - - 1,453,920 3,702,930 - 5,156,850 (5,156,850) 843,670 Total Special Revenue Funds 35,774,420$ 14,213,590$ -$ 14,213,590$ 13,226,610$ 25,227,850$ -$ 38,454,460$ (24,240,870)$ 11,533,550$ 420 General Capital Improvements 2,382,360$ 160,000$ -$ 160,000$ -$ 554,750$ -$ 554,750$ (394,750)$ 1,987,610$ 421 Park Acquisition & Development 10,780,870 950,000 - 950,000 - 2,694,590 - 2,694,590 (1,744,590) 9,036,280 422 Storm Drain Development 5,304,340 315,480 - 315,480 - 2,791,380 - 2,791,380 (2,475,900) 2,828,440 423 Street & Traffic Facility Development 1,515,710 201,000 - 201,000 13,750 904,120 - 917,870 (716,870) 798,840 425 General Capital Projects 1,044,490 - - - - 868,310 - 868,310 (868,310) 176,180 426 Street & Alley Repairs 864,330 367,500 - 367,500 68,680 1,045,410 - 1,114,090 (746,590) 117,740 Total Capital Project Funds 21,892,100$ 1,993,980$ -$ 1,993,980$ 82,430$ 8,858,560$ -$ 8,940,990$ (6,947,010)$ 14,945,090$ 639 Water Bond Capital Projects 15,501,960$ -$ -$ -$ -$ 8,964,820$ -$ 8,964,820$ (8,964,820)$ 6,537,140$ 640 Water Utility 13,609,880 34,110,390 - 34,110,390 31,949,820 12,684,030 - 44,633,850 (10,523,460) 3,086,420 641 Solid Waste Utility 2,431,600 16,856,630 - 16,856,630 17,619,510 107,270 265,000 17,991,780 (1,135,150) 1,296,450 645 Environmental Enterprise 31,170,280 11,985,750 265,000 12,250,750 12,776,970 3,450,710 - 16,227,680 (3,976,930) 27,193,350 Total Enterprise Funds 62,713,720$ 62,952,770$ 265,000$ 63,217,770$ 62,346,300$ 25,206,830$ 265,000$ 87,818,130$ (24,600,360)$ 38,113,360$ 751 Self-Funded Liability Insurance (7,284,210)$ 5,274,230$ -$ 5,274,230 5,274,230$ -$ -$ 5,274,230 -$ (7,284,210)$ 752 Vehicle Replacement Fund 792,770 1,677,830 - 1,677,830 1,582,300 - - 1,582,300 95,530 888,300 753 Information Systems 1,313,680 3,296,560 - 3,296,560 3,308,180 - - 3,308,180 (11,620) 1,302,060 754 Building Maintenance & Operations 827,230 1,026,760 - 1,026,760 1,376,760 - - 1,376,760 (350,000) 477,230 755 UAL and Employee Benefits 96,520 6,960,010 - 6,960,010 6,960,010 - - 6,960,010 - 96,520 Total Internal Service Fund (4,254,010)18,235,390$ -$ 18,235,390$ 18,501,480$ -$ -$ 18,501,480$ (266,090)$ (4,520,100) 805 Successor Agency Housing (5,685,810)$ 3,318,090$ -$ 3,318,090$ 3,318,090$ -$ -$ 3,318,090$ -$ (5,685,810) Total Private Purpose Trust Fund (5,685,810)3,318,090$ -$ 3,318,090$ 3,318,090$ -$ -$ 3,318,090$ -$ (5,685,810) 119,822,390$ 156,521,570$ 265,000$ 156,786,570$ 153,159,200$ 59,293,240$ 265,000$ 212,717,440$ (55,930,870)$ 63,891,520Grand Total 48 Page 1171 of 1369

Fund
No. City of Upland
Estimated Fund
Balance
July 1, 2023
Estimated Fund
Balance
June 30, 2024
$
Change
%
Change Reason for Changes (greater than 10%)
General Fund
101 General Fund 9,381,970 9,505,430 123,460 1.32% Total General Fund 9,381,970 9,505,430 123,460 1.32% Special Revenue Funds
201 Housing 5,042,890 5,662,950 620,060 12.30%Accumulating resources for future land purchase and housing projects 204 Gas Tax 6,613,690 (1,719,950) (8,333,640) -126.01%Use of accumulated funds and future revenues for street improvement projects 205 Measure I 8,066,130 4,199,790 (3,866,340) -47.93%Use of funds accumulated over a period of time for street improvement projects 206 RMRA 4,471,490 656,480 (3,815,010) -85.32%Use of funds accumulated over a period of time for street improvement projects 208 HOME Investment Partnership Program 1,677,510 1,204,010 (473,500) -28.23%Use of grant funds to issue housing loans 209 Community Development Block Grant 342,230 41,190 (301,040) -87.96%Use of grant funds for community development 210 Parking Business Improvement Area 194,140 17,260 (176,880) -91.11%Use of funds accumulated over a period of time 211 Air Quality Management District 9,940 84,050 74,110 745.57%Accumulating resources for future projects 214 Homeland Security Grants - Police 270 2,280 2,010 744.44%Use of grant funds for public safety expenses 215 Prop 30 154,430 5,340 (149,090) -96.54%Use of funds accumulated over a period of time for public safety expenses 216 COPS 1,230,990 59,850 (1,171,140) -95.14%Use of funds accumulated over a period of time for public safety expenses 217 Other Grants 304,610 153,460 (151,150) -49.62%Use of grant funds for various community development projects 218 Office of Traffic Safety 113,450 130,670 17,220 15.18%Use of grant funds for public safety expenses 219 Other Public Safety Grants - 5,160 5,160 - Use of grant funds for public safety expenses 220 Asset Forfeiture 1,189,580 - (1,189,580) -100.00%Use of funds accumulated over a period of time for public safety expenses 222 CalHOME 75,000 103,500 28,500 38.00%Use of grant funds to issue housing loans 223 Asset Forfeiture-Federal Treasury 10,350 - (10,350) -100.00%Use of funds accumulated over a period of time for public safety expenses 224 Asset Forfeiture State 193,370 10 (193,360) -99.99%Use of funds accumulated over a period of time for public safety expenses 225 BSCC Budget Act 83,830 83,830 - 0.00% 229 ARPA 6,000,520 843,670 (5,156,850) -85.94%Use of funds received from American Rescue Plan Act Total Special Revenue Funds 35,774,420 11,533,550 (24,240,870) -67.76% Total Capital Project Funds
420 General Capital Improvements 2,382,360 1,987,610 (394,750) -16.57%Use of funds accumulated over a period of time for capital improvement projects 421 Park Acquisition & Development 10,780,870 9,036,280 (1,744,590) -16.18%Use of funds accumulated over a period of time for capital improvement projects 422 Storm Drain Development 5,304,340 2,828,440 (2,475,900) -46.68%Use of funds accumulated over a period of time for capital improvement projects 423 Street & Traffic Facility Development 1,515,710 798,840 (716,870) -47.30%Use of funds accumulated over a period of time for capital improvement projects 425 General Capital Projects 1,044,490 176,180 (868,310) -83.13%Use of funds accumulated over a period of time for capital improvement projects 426 Street & Alley Repairs 864,330 117,740 (746,590) -86.38%Use of funds accumulated over a period of time for capital improvement projects Total Capital Project Funds 21,892,100 14,945,090 (6,947,010) -31.73% Enterprise Funds
City of Upland
Summary of Changes in Fund Balances
Fiscal Year 2023-2024 Adopted Budget
49 Page 1172 of 1369

Fund
No. City of Upland
Estimated Fund
Balance
July 1, 2023
Estimated Fund
Balance
June 30, 2024
$
Change
%
Change Reason for Changes (greater than 10%)
City of Upland
Summary of Changes in Fund Balances
Fiscal Year 2023-2024 Adopted Budget
639 Water Bond Capital Projects 15,501,960 6,537,140 (8,964,820) -57.83%Use of bond proceeds for capital improvement projects 640 Water Utility 13,609,880 3,086,420 (10,523,460) -77.32%Use of funds accumulated over a period of time 641 Solid Waste Utility 2,431,600 1,296,450 (1,135,150) -46.68%Use of funds accumulated over a period of time 645 Sewer Utility 31,170,280 27,193,350 (3,976,930) -12.76%Use of funds accumulated over a period of time Total Enterprise Funds 62,713,720 38,113,360 (24,600,360) -39.23% Total Internal Service Fund
751 Self-Funded Liability Insurance (7,284,210) (7,284,210) - 0.00% 752 Fleet Maintenance & Replacement 792,770 888,300 95,530 12.05%Use of funds accumulated over a period of time 753 Information Systems 1,313,680 1,302,060 (11,620) -0.88% 754 Building Maintenance & Operations 827,230 477,230 (350,000) -42.31%Use of funds accumulated over a period of time 755 UAL & Employee Benefits 96,520 96,520 - 0.00% Total Internal Service Fund (4,254,010) (4,520,100) (266,090) 6.26% Private Purpose Trust Fund
805 Successor Agency Housing (5,685,810) (5,685,810) - 0.00% Total Private Purpose Trust Fund (5,685,810) (5,685,810) - 0.00% Total All Funds 119,822,390 63,891,520 (55,930,870)-46.68% 50 Page 1173 of 1369

2020-21 2021-22 2022-23 2022-23 2023-24
Fund No.Actual Actual Adopted Amended Adopted
101 General Fund 49,165,380$ 50,637,800$ 50,181,580$ 54,119,070$ 55,807,750$ Total General Fund 49,165,380$ 50,637,800$ 50,181,580$ 54,119,070$ 55,807,750$ 201 Housing 230,890$ (56,680)$ 4,813,280$ 4,813,280$ 4,880,500$ 203 Public Safety Augmentation Fund 1,057,960 1,375,320 1,422,700 1,422,700 1,500,070 204 Gas Tax 1,727,890 1,572,380 2,289,540 2,289,540 2,280,750 205 Measure I 1,776,810 1,792,730 1,623,180 1,623,180 2,057,290 206 Road Maintenance Rehabilitation Account 1,465,780 1,505,900 1,789,680 1,789,680 1,969,840 208 HOME Investment Partnership Program 149,010 413,870 48,300 48,300 36,500 209 Community Development Block Grant 359,110 1,463,110 794,680 1,628,210 623,650 210 Parking Business Improvement Area 60,450 68,010 58,600 58,600 59,300 211 Air Quality Management District 104,900 76,490 99,400 99,400 100,000 214 Homeland Security Grants-PD 28,330 - - 160,790 106,310 215 Prop 30 1,140 890 - - 910 216 COPS 194,840 200,460 120,000 120,000 150,000 217 Other Grants 25,340 256,250 655,340 1,112,660 165,030 218 Office of Traffic Safety 103,200 134,540 154,270 400,270 160,930 219 Other Public Safety Grants 157,620 80,020 - 13,720 94,010 220 Asset Forfeiture 19,060 3,300 - - - 222 CalHOME 172,940 175,460 35,200 35,200 28,500 223 Asset Forfeiture - Federal Treasury 80 60 - - - 224 Asset Forfeiture - State 1,840 1,100 - - - 225 BSCC Budget Act 620 480 - - - 226 CARES ACT 2,143,220 - - - - 227 Office of Justice Programs 41,500 - - - - 229 American Rescue Plan Act 4,740 1,558,450 35,000 35,000 - Total Special Revenue Funds 9,827,270$ 10,622,140$ 13,939,170$ 15,650,530$ 14,213,590$ 420 General Capital Improvements 345,460$ 23,140$ 195,000$ 195,000$ 160,000$ 421 Park Acquisition & Development 1,572,260 106,440 800,000 800,000 950,000 422 Storm Drain Development 859,700 78,420 366,200 366,200 315,480 423 Street & Traffic Facility Development 460,660 105,310 386,000 386,000 201,000 425 General Capital Projects - - - 77,490 - 426 Street & Alley Repairs 215,730 188,620 240,000 240,000 367,500 427 Energy Efficiency Capital Improvement Projec 40 - - - - Total Capital Project Funds 3,453,850$ 501,930$ 1,987,200$ 2,064,690$ 1,993,980$ 639 Water Bond Capital Project -$ 140$ -$ -$ -$ 640 Water Utility 31,623,030 36,819,560 31,633,050 31,633,050 34,110,390 641 Solid Waste Utility 14,661,310 16,781,880 16,285,000 16,436,000 16,856,630 645 Sewer Utility 10,884,170 11,190,920 10,430,600 10,430,600 11,985,750 Total Enterprise Funds 57,168,510$ 64,792,500$ 58,348,650$ 58,499,650$ 62,952,770$ 750 Fire Annexation Worker's Compensation 3,520$ 2,730$ -$ -$ -$ 751 Self-Funded Insurance 6,144,920 5,083,130 5,274,910 5,274,910 5,274,230 752 Fleet Maintenance & Replacement 728,220 1,387,310 780,080 805,080 1,677,830 753 Information Systems 1,996,380 2,536,010 2,827,970 2,827,970 3,296,560 754 Building Maintenance & Operations 939,930 1,134,980 995,340 995,340 1,026,760 755 UAL and Employee Benefits - 10,226,640 7,583,450 7,583,450 6,960,010 Total Internal Service Funds 9,812,970$ 20,370,800$ 17,461,750$ 17,486,750$ 18,235,390$ 805 Successor Agency 3,250,430$ 3,131,790$ 3,374,160$ 3,374,160$ 3,318,090$ Total Private Purpose Trust Fund 3,250,430$ 3,131,790$ 3,374,160$ 3,374,160$ 3,318,090$ Grand Total 132,678,410$ 150,056,960$ 145,292,510$ 151,194,850$ 156,521,570$ 2023-2024 SCHEDULE OF REVENUES BY FUND & CATEGORY
51 Page 1174 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
4001 Current Secured Tax 7,590,360$ 7,787,390$ 8,038,710$ 8,925,710$ 8,616,750$ 4001 Property Tax (In-Lieu)8,585,000 8,944,980 8,944,970 9,550,400 10,053,710 4002 Current Unsecured Tax 264,930 269,980 275,400 285,400 278,900 4003 Aircraft Taxes 41,610 35,160 33,770 48,270 49,930 4004 Prior Year Collections 348,940 246,960 295,000 295,000 230,000 4005 Current Supplemental 94,700 233,980 85,000 85,000 120,000 4006 Homeowner Property Tax Relief 64,890 61,630 64,800 57,300 57,300 4009 Weed Abatement Assessment 4,500 560 75,000 72,000 37,500 4011 RPTTF-Residual 1,303,180 1,425,440 1,300,000 1,500,000 1,450,000 4012 Trailer Coach in Lieu Tax 72,970 83,620 65,000 75,000 75,000 4403 Motor Vehicle in Lieu Tax 57,810 90,700 90,000 90,000 80,000 18,428,890$ 19,180,400$ 19,267,650$ 20,984,080$ 21,049,090$ 4101 Sales and Use Tax 16,876,710$ 18,469,790$ 18,404,120$ 20,243,730$ 20,451,030$ 4102 Business License Tax 1,119,430 1,158,800 1,100,000 1,075,000 1,100,000 4103 Rock Extraction Tax 264,960 260,760 264,000 300,000 300,000 4104 Transient Occupancy Tax 195,620 171,240 164,000 164,000 319,460 4105 Real Property Transfer Tax 447,620 646,120 400,000 400,000 400,000 4110 Disability Access Fee 21,940 22,870 18,500 18,500 21,000 4121 Franchise Tax 1,284,530 1,377,350 1,284,520 1,284,520 1,301,920 20,210,810$ 22,106,930$ 21,635,140$ 23,485,750$ 23,893,410$ 4201 Building Permits 904,990$ 826,860$ 681,720$ 701,720$ 815,710$ 4202 Plumbing Permits 144,560 101,710 86,700 126,700 107,590 4203 Electrical Permits 695,080 519,610 455,400 468,400 533,620 4204 Heating & Cooling Permits 55,530 65,940 54,150 64,150 54,470 4205 Public Works Construction Permits 346,630 195,920 200,000 200,000 325,000 4207 Wall Permits 11,650 33,180 12,580 12,580 10,680 4208 Roofing Permits 129,950 201,570 108,990 178,990 178,990 4215 Other Permits 73,190 1,630 1,960 1,960 1,670 4216 Bicycle Licenses 50 70 70 70 80 4217 Animal Licenses 114,190 102,440 76,000 96,000 100,020 4222 Yard Sale Permits 3,100 4,450 3,500 3,500 - 4223 Alarm Permits 80 - - - - 4224 Gun Licenses 2,200 230 500 500 1,390 4226 Metrolink Parking 2,010 10,490 21,100 21,100 21,100 4227 Vehicle Charging 2,060 7,870 - - - 2,485,270$ 2,071,970$ 1,702,670$ 1,875,670$ 2,150,320$ 4402 State Mandated Costs 50$ -$ -$ -$ -$ 4421 Police Officer Standard Training 22,310 89,310 10,000 40,000 20,000 4482 State Literacy Program 27,100 27,710 28,000 28,000 29,000 49,460$ 117,020$ 38,000$ 68,000$ 49,000$ 4601 Finance Department Fees 31,050$ 46,560$ 28,000$ 28,000$ 26,530$ 4602 City Clerk Fees 10,870 2,280 2,500 2,500 2,000 4603 Damage to City Property 48,830 62,770 - 47,000 - 4604 CFD Admin Fees 57,950 61,420 37,920 48,420 48,780 4611 Planning - Department Fees 198,490 280,410 325,000 265,000 300,000 4613 Planning - Deposit Fees 253,700 86,810 70,000 70,000 50,000 4614 Building - Plan Check Fees 514,070 502,880 620,820 480,820 481,300 4615 Building - Department Fees 185,250 68,410 53,040 53,040 45,040 4616 Building - Special Inspection Fees 37,740 35,400 24,640 24,640 20,930 4617 Economic Development Fees 3,610 135,040 - 262,580 345,000 4622 Police - Department Fees 147,330 178,590 143,100 143,100 157,520 4623 Police - Special Service Fees 640 41,760 4,500 4,500 8,780 4624 Animal Services - Animal Impounds 8,790 9,740 8,500 10,500 9,620 4626 Police - 30 Day Vehicle Impound Fee 182,940 244,950 224,770 224,770 216,710 2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
General Fund
Revenue from Property Tax
Revenue from Other Taxes
Revenue from Licenses & Permits
Revenue from Other Governments
52 Page 1175 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
General Fund (Continued)
4627 Police - School Resources Officer - 125,710 94,450 96,950 129,240 4629 Animal Services - Spay/Neuter Fees 640 720 590 240 - 4630 Animal Services - Animal Control Fees 1,050 1,560 1,300 650 1,010 4642 Fire Merger Reimbursement 10,810 16,790 - - - 4645 Public Works - Department Fees 81,060 310,890 100,000 100,000 275,000 4646 Public Works - Engr Map & Plan Check Fees 337,740 161,500 300,000 300,000 325,000 4654 Sport Field Usage 32,420 43,710 40,000 26,000 40,000 4655 Recreation - Recreation Program Fees 80 9,080 37,500 37,500 40,000 4656 Recreation - Youth Sports - 150 - - - 4657 Recreation - User Fees 49,470 224,040 200,000 200,000 250,000 4658 Recreation - Special Events 46,670 104,900 55,000 135,000 175,000 4659 Senior Center Program Fees 2,570 6,480 6,000 7,500 15,000 4660 Youth Partnership Program 690 - - - - 4665 Library - Photocopy Revenue 600 1,370 500 500 600 4667 Landecena - Program Fees - - 3,000 3,000 - 4679 Library - Passport Services 5,610 72,120 30,000 61,000 90,000 4680 User Dept- OPEB 133,730 - - - - 2,384,400$ 2,836,040$ 2,411,130$ 2,633,210$ 3,053,060$ 4701 Non-Vehicle Code Fines 180$ 260$ 130$ 130$ 220$ 4702 Vehicle Code Fines 95,540 132,580 130,000 95,000 95,820 4703 Red Light Code Fines 9,210 13,370 11,100 9,600 9,870 4704 Muni-Code- Code Enforcement Fines 6,990 32,570 13,000 13,000 18,120 4705 Muni Code- Animal Fines 5,480 3,850 2,500 3,500 4,450 4706 Muni Code- Parking Citation Fines 121,370 171,830 150,000 150,000 132,950 4707 Muni Code- Business License Fines 154,930 98,830 110,000 110,000 100,160 4708 Muni Code- False Alarm Fines 143,550 139,330 146,600 146,600 143,680 4709 Muni Code- Library Fines 5,350 7,570 2,500 2,500 1,000 542,600$ 600,190$ 565,830$ 530,330$ 506,270$ 4801 Interest Earnings 905,420$ 181,270$ 110,000$ 110,000$ 235,000$ 4802 Lease of City Property 782,960 516,780 807,030 804,450 1,251,420 4803 Rents - Recreation 2,200 6,260 12,000 18,000 24,000 4804 Rents - Park Sites 17,520 42,250 25,000 25,000 40,500 4807 Rents - Library - 970 3,000 3,000 6,000 4814 City Stop Sales 80 170 - - - 4872 Unrealized Gain/Loss (106,950) (786,220) - - - 4901 Sale of Assets 31,220 - - - - 1,632,450$ (38,520)$ 957,030$ 960,450$ 1,556,920$ 4904 Donations - General 7,700$ 8,820$ -$ -$ -$ 4905 Donation - Police 580 900 - - - 4908 Miscellaneous Reimbursements 326,760 57,460 40,000 8,450 13,260 4909 Other Revenue 244,110 175,520 106,360 115,360 77,250 4910 Water - Administrative Service Fee 1,404,900 1,727,000 1,727,000 1,727,000 1,727,000 4911 Solid Waste - Administrative Service Fee 481,780 546,540 546,540 546,540 546,540 4912 Sewer - Administrative Service Fee 472,000 559,710 559,710 559,710 559,710 4913 Cash- Over/ Short (10) (210) - - - 4914 15% PBIA Admin Fee (Fire Merge)10,040 4,940 8,780 8,780 10,000 4915 Donations - Animal 290 100 150 150 100 4916 Misc. Reimbursements - Animal Services 460 200 - - 230 4917 Litigation Reimbursement - 55,340 - - - 4918 Prior Year Revenue - 11,860 - - - 4919 Administrative Service Fee 482,890 615,590 615,590 615,590 615,590 3,431,500$ 3,763,770$ 3,604,130$ 3,581,580$ 3,549,680$ 49,165,380$ 50,637,800$ 50,181,580$ 54,119,070$ 55,807,750$ Revenue from Charges for Service
Revenue from Fines & Forfeitures
Revenue from Use of Money & Property
Other Revenue
Total General Fund
53 Page 1176 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
Housing Fund
4602 City Clerk Fees -$ 380$ -$ -$ -$ 4605 Housing Fees - 1,090 - - 500 4801 Interest Income 21,420 20,200 15,000 15,000 15,000 4805 Rents - Apartments Market - 1,410 4,600,000 4,600,000 4,800,000 4872 Unrealized Gain/Loss (21,810) (160,420) - - - 4908 Miscellaneous Reimbursements - 5,460 196,280 196,280 - 4909 Other Revenue 231,280 75,200 2,000 2,000 65,000 230,890$ (56,680)$ 4,813,280$ 4,813,280$ 4,880,500$ 4106 Sales Tax- Prop 172 1,056,740$ 1,374,500$ 1,422,700$ 1,422,700$ 1,500,000$ 4801 Interest Income 1,220 820 - - 70 1,057,960$ 1,375,320$ 1,422,700$ 1,422,700$ 1,500,070$ 4450 Gas Tax Apportionment 2107.5 7,500$ 7,500$ 7,500$ 7,500$ 7,500$ 4451 Gas Tax Apportionment 2106 250,530 279,100 310,160 310,160 319,260 4452 Gas Tax Apportionment 2107 543,340 521,070 692,040 692,040 623,760 4453 Gas Tax Apportionment 2105 401,530 435,790 506,560 506,560 519,310 4456 Gas Tax Apportionment 2103 525,830 620,820 773,280 773,280 784,220 4801 Interest Income 57,190 41,740 - - 26,700 4872 Unrealized Gain/Loss (60,360) (333,640) - - - 4909 Other Revenue 2,330 - - - - 1,727,890$ 1,572,380$ 2,289,540$ 2,289,540$ 2,280,750$ 4501 Measure I Apportionment 1,782,330$ 2,053,680$ 1,623,180$ 1,623,180$ 2,027,390$ 4801 Interest Income 44,350 37,490 - - 29,900 4872 Unrealized Gain/Loss (49,870) (298,440) - - - 1,776,810$ 1,792,730$ 1,623,180$ 1,623,180$ 2,057,290$ 4457 Gas Tax Apportionment 2032 1,461,100$ 1,583,770$ 1,789,680$ 1,789,680$ 1,956,340$ 4801 Intereset Income 4,000 11,420 - - 13,500 4872 Unrealized Gain/Loss 680 (89,290) - - - 1,465,780$ 1,505,900$ 1,789,680$ 1,789,680$ 1,969,840$ HOME Investment Partnership Program Fund
4801 Interest Income 12,150$ 10,080$ 800$ 800$ 5,000$ 4921 Program Income- Admin 10%5,820 24,110 5,000 5,000 1,000 4922 Recaptured Income - - 1,000 1,000 500 4923 Program Income Revenue- HIP 16,380 195,340 1,500 1,500 10,000 4924 Program Income Revenue- FTHB 114,660 184,340 40,000 40,000 20,000 149,010$ 413,870$ 48,300$ 48,300$ 36,500$ Community Development Block Grant Fund
4310 CDBG Apportionment 359,110$ 1,463,110$ 794,680$ 1,628,210$ 623,650$ 359,110$ 1,463,110$ 794,680$ 1,628,210$ 623,650$ Parking Business Improvement Area Fund
4108 Park & Bus Imp Tax- Zone A 49,660$ 57,390$ 49,000$ 49,000$ 49,000$ 4109 Park & Bus Imp Tax- Zone B 9,130 9,480 9,500 9,500 9,500 4801 Interest Earnings 1,660 1,140 100 100 800 4872 Unrealized Gain/Loss - - - - - 4909 Other Revenue - - - - - Total Parking Business Improvement Area Fund 60,450$ 68,010$ 58,600$ 58,600$ 59,300$ 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
54 Page 1177 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
4502 Motor Vehicle AB2766 Fees 102,910$ 75,340$ 99,400$ 99,400$ 100,000$ 4801 Interest Income 1,130 1,150 - - - 4909 Other Revenue 860 - - - - 104,900$ 76,490$ 99,400$ 99,400$ 100,000$ 4342 Homeland Security Grant- 2015 28,330$ -$ -$ 24,410$ 25,870$ 4427 Homeland Security Grant- PD - - - 136,380 80,440 Total Homeland Security Grants Fund - PD 28,330$ -$ -$ 160,790$ 106,310$ 4801 Interest Income 1,140$ 890$ -$ -$ 910$ 1,140$ 890$ -$ -$ 910$ 4423 COPS 187,380$ 193,700$ 120,000$ 120,000$ 150,000$ 4801 Interest Income 7,460 6,760 - - - 194,840$ 200,460$ 120,000$ 120,000$ 150,000$ 4355 State Reimbursements 12,110$ 128,170$ 277,840$ 277,840$ -$ 4415 State Revenue 13,080.00 4,300 377,500.00 609,750 - 4507 County Grant Revenue - 121,860 - - - 4801 Interest Income - 920 - - - 4908 Miscellaneous Reimbursements - 1,000 - 225,070 165,030 4909 Other Revenue 150 - - - - 25,340$ 256,250$ 655,340$ 1,112,660$ 165,030$ Office of Traffic Safety Fund
4432 OTS- Sobriety Checkpoint Grants 103,200$ 134,540$ 154,270$ 400,270$ 160,930$ Total Office of Traffic Safety Fund 103,200$ 134,540$ 154,270$ 400,270$ 160,930$ Other Public Safety Grants
4355 State Reimbursements 157,620$ 80,020$ -$ -$ 5,160$ 4434 JAG Grants - - - 13,720 88,850 Total Local Law Enforcement Block Grants Fund 157,620$ 80,020$ -$ 13,720$ 94,010$ 4435 Asset Forfeiture- Federal 15,110$ -$ -$ -$ -$ 4801 Interest Income 3,950 3,300 - - - 19,060$ 3,300$ -$ -$ -$ 4801 Interest Income 3,710$ 3,670$ 200$ 200$ 3,500$ 4923 Program Income - HIP 79,330 57,350 10,000 10,000 10,000 4924 Program Income - FTHB 89,900 114,440 25,000 25,000 15,000 172,940$ 175,460$ 35,200$ 35,200$ 28,500$ 4801 Interest Income 80$ 60$ -$ -$ -$ 80$ 60$ -$ -$ -$ 4321 H&S Police Forfeiture 60$ -$ -$ -$ -$ 4422 Asset Forfeiture - State 320 - - - - 4801 Interest Income 1,460 1,100 - - - 1,840$ 1,100$ -$ -$ -$ Total CalHOME Fund
Asset Forfeiture - Federal Treasury
Total Asset Forfeiture-Federal Treasury
Asset Forfeiture - State
Total Asset Forfeiture - State
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
55 Page 1178 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
4801 Interest Income 620$ 480$ -$ -$ -$ 620$ 480$ -$ -$ -$ 4439 Federal CARES Act Funding 2,141,160$ -$ -$ -$ -$ 4801 Interest Income 2,060 - - - - 2,143,220$ -$ -$ -$ -$ 4439 Federal OJP Funding 41,500$ -$ -$ -$ -$ Total Office of Justice Programs 41,500$ -$ -$ -$ -$ 4439 Federal ARPA Funding -$ 1,870,320$ -$ -$ -$ 4801 Interest Income 4,740 46,140 35,000 35,000 - 4872 Unrealized Gain/Loss - (358,010) - - - Total American Rescue Plan Act 4,740$ 1,558,450$ 35,000$ 35,000$ -$ General Capital Improvements Fund
4219 General Capital Impact Fee 181,110$ 54,760$ 100,000$ 100,000$ 85,000$ 4220 Fire Capital Impact Fee - 3,530 - - - 4221 Police Capital Impact Fee 164,640 54,080 95,000 95,000 75,000 4801 Interest Income 15,560 12,810 - - - 4872 Unrealized Gain/Loss (15,850) (102,040) - - - 345,460$ 23,140$ 195,000$ 195,000$ 160,000$ 4107 Construction Tax 1,660,910$ 515,030$ 800,000$ 800,000$ 950,000$ 4801 Interest Income 66,580 58,770 - - - 4872 Unrealized Gain/Loss (67,410) (467,360) - - - 4918 Prior Year Revenue (87,820) - - - - 1,572,260$ 106,440$ 800,000$ 800,000$ 950,000$ 4211 Storm Drain Permits 786,520$ 201,430$ 290,000$ 290,000$ 235,000$ 4801 Interest Income 32,370 28,860 - - - 4872 Unrealized Gain/Loss (33,050) (229,480) - - - 4902 Lease Proceeds 73,860 77,610 76,200 76,200 80,480 859,700$ 78,420$ 366,200$ 366,200$ 315,480$ Street & Traffic Facility Development Fund
4212 Street & Traffic Facility Permits 464,480$ 172,730$ 370,000$ 370,000$ 185,000$ 4801 Interest Income 18,080 9,520 16,000 16,000 16,000 4872 Unrealized Gain/Loss (21,900) (76,940) - - - Total Street & Traffic Facility Development Fund 460,660$ 105,310$ 386,000$ 386,000$ 201,000$ General Capital Projects Fund
4235 Underground Utility Water Permit -$ 22,000$ -$ -$ -$ 4603 Damage to City Property - - - 77,490 - Total General Capital Projects Fund -$ -$ -$ 77,490$ -$ Street & Alley Repairs Fund
4225 Street & Alley- Burrtec 216,350$ 219,270$ 240,000$ 240,000$ 367,500$ 4801 Interest Income 6,790 4,360 - - - 4872 Unrealized Gain/Loss (7,410) (35,010) - - - Total Street & Alley Repairs Fund 215,730$ 188,620$ 240,000$ 240,000$ 367,500$ Total Park Acquisition & Development Fund
Storm Drain Development Fund
Total Storm Drain Development Fund
Park Acquisition & Development Fund
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
56 Page 1179 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
Energy Efficiency Capital Improvement Project
4801 Interest Income 40$ -$ -$ -$ -$ Total Energy Efficiency Capital Improvement Project 40$ -$ -$ -$ -$ Water Bond Capital Project Fund
4801 Interest Income -$ 140$ -$ -$ -$ Total Water Bond Capital Project Fund -$ 140$ -$ -$ -$ 4214 Water Construction Permits 690,510$ 235,330$ 350,000$ 350,000$ 290,000$ 4603 Damage to City Property 35,790 - - - - 4681 Water Sales- Metered 27,401,300 27,436,200 30,302,000 30,302,000 32,520,000 4682 Water Sales- Flat Rate 58,750 96,250 55,000 55,000 55,000 4688 Water Sales- Recycled 511,010 618,360 - - 552,390 4691 Water Meter Installation 137,230 119,950 105,000 105,000 105,000 4692 Lease of Stored Water 327,020 - - - - 4697 Hydrant Flow Test 7,210 9,180 6,000 6,000 - 4698 Water Jumper Install Fee 19,040 12,710 - - - 4699 Joint Venture Net Income 1,908,830 444,170 - - - 4710 Municipal Code- Late Charges 30 - - - - 4801 Interest Income 206,380 128,680 385,050 385,050 - 4872 Unrealized Gain/Loss (185,170) (1,033,840) - - - 4901 Sale of Capital Assets 359,640 16,500 - - - 4904 General Donations/Owner Contributions - 1,502,330 - - - 4908 Miscellaneous Reimbursements 6,120 7,055,390 280,000 280,000 280,000 4909 Other Revenue 139,340 178,350 150,000 150,000 200,000 Total Water Utility Fund 31,623,030$ 36,819,560$ 31,633,050$ 31,633,050$ 34,110,390$ 4351 Beverage Recycling Grant 2,480$ 17,000$ -$ 39,320$ 20,000$ 4352 Used Oil Block Grant 21,150 9,200 - - 24,470 4415 State Revenue - 111,680 - 111,680 - 4685 Solid Waste- Residential 5,550,690 5,969,050 6,600,000 6,600,000 6,910,000 4686 Solid Waste- Non-Residential 8,930,750 10,553,330 9,500,000 9,500,000 9,722,400 4689 HHW Transfer In 162,260 164,450 180,000 180,000 179,760 4801 Interest Income 13,020 6,010 5,000 5,000 - 4872 Unrealized Gain/Loss (19,040) (48,840) - - - 14,661,310$ 16,781,880$ 16,285,000$ 16,436,000$ 16,856,630$ 4210 Sanitary Sewer Permits- City 337,650$ 114,280$ 130,000$ 130,000$ 95,000$ 4213 Wastewater Permits 77,050 64,950 60,000 60,000 60,000 4683 Sewer Collection Charges 3,429,350 3,011,490 2,600,000 2,600,000 3,671,640 4684 Sewer Treatment- IEUA 6,894,970 7,341,710 7,400,000 7,400,000 7,918,560 4687 Sewer Connection Fees 22,750 5,310 16,600 16,600 16,600 4694 Sewer- Pass-Thru- Montclair 250 320 500 500 450 4695 Sewer- Pass-Thru- Ontario 40,570 41,530 50,000 50,000 50,000 4696 Sewer- Pass-Thru- LA County 15,210 15,400 18,000 18,000 18,000 4801 Interest Income 167,650 102,180 155,500 155,500 155,500 4872 Unrealized Gain/Loss (131,760) (626,380) - - - 4901 Sales of Capital Assets 29,350 - - - - 4904 General Donations/Owner Contributions - 1,120,130 - - - 4909 Other Revenue 1,130 - - - - 10,884,170$ 11,190,920$ 10,430,600$ 10,430,600$ 11,985,750$ 4801 Interest Income 3,520$ 2,730$ -$ -$ -$ 3,520$ 2,730$ -$ -$ -$ Water Utility Fund
Solid Waste Utility Fund
Total Solid Waste Utility Fund
Sewer Utility Fund
Total Sewer Utility Fund
Fire Annexation Worker's Compensation
Total Fire Annexation Worker's Compensation
57 Page 1180 of 1369

Object 2020-21 2021-22 2022-23 2022-23 2023-24
Code Actual Actual Adopted Amended Adopted
2023-2024 SCHEDULE OF REVENUE DETAIL BY FUND
4610 Subrogation- Insurance Reimbursement 1,455,010$ 253,710$ -$ -$ -$ 4671 User Departments- Workers Compensation 1,924,880 1,997,290 2,069,310 2,069,310 1,637,330 4672 User Departments- Unemployment 64,870 64,970 63,680 63,680 54,680 4673 User Departments- Long-Term Disability 125,140 125,000 90,990 90,990 80,000 4674 User Departments- Liability 2,443,260 2,503,830 2,978,470 2,978,470 3,477,400 4675 User Departments- Loss Prevention 124,980 127,260 72,460 72,460 24,820 4801 Interest Income 3,510 7,640 - - - 4908 Miscellaneous Reimbursements 1,710 3,430 - - - 4909 Other Revenue 1,560 - - - - 6,144,920$ 5,083,130$ 5,274,910$ 5,274,910$ 5,274,230$ 4676 User Departments- Vehicle Replacement 655,990$ 1,376,390$ 746,080$ 746,080$ 1,582,300$ 4801 Interest Income 5,580 5,020 - - - 4901 Sale of Assets 66,650 5,900 34,000 59,000 95,530 728,220$ 1,387,310$ 780,080$ 805,080$ 1,677,830$ 4125 PEG Fees 145,480$ 145,630$ 130,000$ 130,000$ 157,990$ 4669 User Departments- Information Systems 1,835,380 2,372,860 2,697,970 2,697,970 3,138,570 4801 Interest Income 15,520 14,710 - - - 4909 Other Revenue - 2,810 - - - 1,996,380$ 2,536,010$ 2,827,970$ 2,827,970$ 3,296,560$ 4670 User Departments- Building Maint & Operations 929,710$ 1,127,220$ 995,340$ 995,340$ 1,026,760$ 4801 Interest Income 9,920 7,760 - - - 4909 Other Revenue 300 - - - - 939,930$ 1,134,980$ 995,340$ 995,340$ 1,026,760$ 4680 User Departments-UAL & Employee Benefits -$ 10,226,640$ 7,583,450$ 7,583,450$ 6,960,010$ -$ 10,226,640$ 7,583,450$ 7,583,450$ 6,960,010$ 4430 SA Administrative Allowance 172,890$ 192,680$ 250,000$ 250,000$ 195,000$ 4431 SA RPTTF 3,048,860 2,918,900 3,123,160 3,123,160 3,123,090 4801 Interest Income 1,130 20,210 1,000 1,000 - 4891 Repay SA Loans Interest 8,550 - - - - 4892 SA Loan Repay 18,750 - - - - 4908 Miscellaneous Reimbursements 250 - - - - 3,250,430$ 3,131,790$ 3,374,160$ 3,374,160$ 3,318,090$ 132,678,410$ 150,056,960$ 145,292,510$ 151,194,850$ 156,521,570$ 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
Self-Funded Insurance Fund
58 Page 1181 of 1369

2023-2024 SCHEDULE OF EXPENDITURES BY FUND
Fund 2020-21 2021-22 2022-23 2022-23 2023-24
No.Actual Actual Adopted Amended Adopted
101 General Fund 41,918,660$ 75,703,940$ 52,256,120$ 51,941,730$ 55,074,960$ Total General Fund 41,918,660$ 75,703,940$ 52,256,120$ 51,941,730$ 55,074,960$ 201 Housing 2,276,270$ 2,070,390$ 3,982,440$ 3,982,460$ 4,260,440$ 203 Public Safety Augmentation 1,057,960 1,374,950 1,512,900 1,512,900 1,500,070 204 Gas Tax 3,002,730 2,432,630 9,506,730 9,103,290 10,614,390 205 Measure I 1,641,420 1,389,150 2,399,460 2,583,250 5,923,630 206 Road Maintenance Rehabiliation Account 40,070 95,460 952,830 1,484,820 5,784,850 208 HOME Investment Partnership Program 119,230 256,980 355,000 355,000 510,000 209 Community Development Block Grant 864,800 956,180 796,200 1,629,740 924,690 210 Parking Business Improvement Area 108,060 94,950 219,050 205,830 236,180 211 Air Quality Management District 141,180 28,530 163,660 322,660 25,890 214 Homeland Security Grants - PD 28,340 56,020 - 160,530 104,300 215 Prop 30 - - 150,000 150,000 150,000 216 COPS 47,000 - 1,157,660 1,511,490 1,321,140 217 Other Grants 79,610 272,340 635,380 1,903,550 316,180 218 Office of Traffic Safety 124,940 138,870 5,810 251,830 143,710 219 Other Public Safety Grants 288,920 - - 13,720 88,850 220 Asset Forfeiture - Federal DOJ - - - - 1,189,580 222 CalHOME 167,490 126,760 675,000 675,000 - 223 Asset Forfeiture - Federal/Treasury - - - - 10,350 224 Asset Forfeiture - State 1,500 6,500 - - 193,360 226 Federal Grant - CARES Act 679,910 46,400 - - - 227 Office Of Justice Programs 41,500 7,060 - - - 229 American Rescue Plan Act - 1,870,350 4,141,210 7,035,750 5,156,850 Total Special Revenue Funds 10,710,930$ 11,223,520$ 26,653,330$ 32,881,820$ 38,454,460$ 420 General Capital Improvements 265,640$ 4,380$ 81,000$ 109,110$ 554,750$ 421 Park Acquisition & Development 151,680 17,910 1,290,040 1,418,050 2,694,590 422 Storm Drain Development 116,760 7,270 2,006,100 2,068,620 2,791,380 423 Street & Traffic Facility Development 1,541,250 383,700 537,850 545,780 917,870 425 General Capital Projects 515,220 151,120 655,840 891,720 868,310 426 Street & Alley Repairs 511,500 202,220 892,510 891,100 1,114,090 427 Energy Efficiency Capital Imp Project 28,640 1,900 - - - Total Capital Project Funds 3,130,690$ 768,500$ 5,463,340$ 5,924,380$ 8,940,990$ 639 Water Bond Capital Projects -$ 229,640$ 4,849,000$ 6,294,500$ 8,964,820$ 640 Water Utility 26,908,090 32,766,930 39,414,700 39,987,150 44,633,850 641 Solid Waste Utility 14,408,090 15,921,530 15,819,440 15,973,140 17,726,780 645 Sewer Utility 9,795,880 10,531,780 15,066,320 14,769,470 16,227,680 Total Enterprise Funds 51,112,060$ 59,449,880$ 75,149,460$ 77,024,260$ 87,553,130$ 751 Self-Funded Insurance 4,656,140$ 4,789,910$ 5,282,230$ 5,282,230$ 5,274,230$ 752 Fleet Management 1,215,670 939,720 966,520 2,420,980 1,582,300 753 Information Systems 2,005,240 2,380,860 2,866,350 4,257,780 3,308,180 754 Building Maintenance & Operations 966,970 1,043,720 1,478,720 1,967,470 1,376,760 755 UAL & Employee Benefits - 10,394,520 7,583,450 7,721,050 6,960,010 Total Internal Service Funds 8,844,020$ 19,548,730$ 18,177,270$ 21,649,510$ 18,501,480$ 805 Successor Agency 929,150$ 838,980$ 3,369,650$ 3,370,980$ 3,318,090$ Total Private Purpose Trust Fund 929,150$ 838,980$ 3,369,650$ 3,370,980$ 3,318,090$ Grand Total 116,645,510$ 167,533,550$ 181,069,170$ 192,792,680$ 211,843,110$ Transfers not included in the Schedule of Expenditures by Fund. 59 Page 1182 of 1369

2023-2024 SCHEDULE OF EXPENDITURES BY FUND & CATEGORY
Fund
No.

Salaries &
Benefits
Maintenance &
Operations
Capital
Projects &
Equipment Total
101 General Fund 24,128,050$ 30,946,910$ -$ 55,074,960$ Total General Fund 24,128,050$ 30,946,910$ -$ 55,074,960$ 201 Housing 788,790$ 3,471,650$ -$ 4,260,440$ 203 Public Safety Augmentation 1,500,070 - - 1,500,070 204 Gas Tax 229,110 725,620 9,659,660 10,614,390 205 Measure I 168,110 37,330 5,718,190 5,923,630 206 Road Maintenance Rehabiliation Account 51,060 11,550 5,722,240 5,784,850 208 HOME Investment Partnership Program - 510,000 - 510,000 209 Community Development Block Grant 58,090 583,150 283,450 924,690 210 Parking Business Improvement Area - 94,800 141,380 236,180 211 Air Quality Management District 4,890 21,000 - 25,890 214 Homeland Security Grants - PD - 104,300 - 104,300 215 Prop 30 - - 150,000 150,000 216 COPS - - 1,321,140 1,321,140 217 Other Grants 151,150 690 164,340 316,180 218 Office of Traffic Safety 121,570 20,830 1,310 143,710 219 Local Law Enforcement Block Grants - 88,850 - 88,850 220 Asset Forfeiture - Federal DOJ - - 1,189,580 1,189,580 223 Asset Forfeiture - Federal/Treasury - - 10,350 10,350 224 Asset Forfeiture - State - - 193,360 193,360 229 American Rescue Plan Act 1,163,420 22,500 3,970,930 5,156,850 Total Special Revenue Funds 4,236,260$ 5,692,270$ 28,525,930$ 38,454,460$ 420 General Capital Improvements -$ -$ 554,750$ 554,750$ 421 Park Acquisition & Development - - 2,694,590 2,694,590 422 Storm Drain Development - - 2,791,380 2,791,380 423 Street & Traffic Facility Development 11,450 2,300 904,120 917,870 425 General Capital Projects - - 868,310 868,310 426 Street & Alley Repairs 57,420 11,260 1,045,410 1,114,090 Total Capital Project Funds 68,870$ 13,560$ 8,858,560$ 8,940,990$ 639 Water Bond Capital Projects -$ -$ 8,964,820$ 8,964,820$ 640 Water Utility 5,063,930 26,643,890 12,926,030 44,633,850 641 Solid Waste Utility 637,960 16,981,550 107,270 17,726,780 645 Sewer Utility 1,829,080 10,812,890 3,585,710 16,227,680 Total Enterprise Funds 7,530,970$ 54,438,330$ 25,583,830$ 87,553,130$ 751 Self-Funded Insurance 277,560$ 4,996,670$ -$ 5,274,230$ 752 Fleet Maintenance & Replacement 339,470 530,630 712,200 1,582,300 753 Information Systems 577,710 2,680,470 50,000 3,308,180 754 Building Maintenance & Operations 661,860 714,900 - 1,376,760 755 UAL & Employee Benefits - 6,960,010 - 6,960,010 Total Internal Service Funds 1,856,600$ 15,882,680$ 762,200$ 18,501,480$ 805 Successor Agency 155,590$ 3,162,500$ -$ 3,318,090$ Total Private Purpose Trust Fund 155,590$ 3,162,500$ -$ 3,318,090$ Grand Total 37,976,340$ 110,136,250$ 63,730,520$ 211,843,110$ Transfers not included in the Schedule of Expenditures by Fund and Category.

60 Page 1183 of 1369

2023-2024 EXPENDITURES BY DEPARTMENT PROGRAM
2020-21 2021-22 2022-23 2022-23 2023-24
Actual Actual Adopted Amended Adopted
General Government
City Council 93,410$ 120,380$ 155,490$ 155,280$ 250,150$ City Treasurer 1,400 2,540 2,950 3,160 16,010 Administration 490,020 621,630 727,780 612,080 860,480 City Attorney - 542,180 500,000 500,000 550,000 City Clerk - 533,870 614,290 692,480 477,150 Total General Government 584,830$ 1,820,600$ 2,000,510$ 1,963,000$ 2,153,790$ Administrative Services
Finance 1,361,910$ 1,296,070$ 1,703,250$ 1,719,230$ 2,140,010$ Non-Departmental 3,871,030 3,761,390 6,773,520 5,330,320 3,467,030 Library 1,589,920 1,811,800 1,918,420 1,972,720 2,012,530 Human Resources 616,720 420,970 643,830 817,840 768,620 City Attorney 630,020 - - - - City Clerk 492,540 - - - - Recreation Administration 749,130 908,210 996,500 1,167,470 1,646,800 Recreation Classes 30,850 129,410 165,750 165,760 267,280 Recreation Facilities 176,180 265,770 309,940 365,960 430,310 Recreation Parks 19,990 40,570 119,700 119,700 64,860 Senior Center 387,260 372,230 370,370 399,870 313,250 Special Events 55,690 167,440 189,270 266,260 370,230 Community Outreach Services 940 - - - - Landecena Center 33,710 - - - - Carnegie Library Operation 96,130 - - - - Passports 8,170 - - - - Administrative Services Grants 110 121,860 - 884,850 - Risk Management 4,656,140 4,789,910 5,282,230 5,282,230 5,274,230 Information Technology 2,262,840 2,531,670 2,866,350 4,257,780 3,308,180 UAL & Employee Benefits - 10,394,520 7,583,450 7,721,050 6,960,010 Total Administrative Services 17,039,280$ 27,011,820$ 28,922,580$ 30,471,040$ 27,023,340$ Development Services
Building & Safety 953,080$ 1,233,910$ 1,558,900$ 1,593,550$ 1,704,170$ Weed Abatement 14,650 31,810 93,590 101,020 109,500 Economic Development 323,520 311,750 412,560 1,668,960 407,870 Planning Commission 13,880 6,860 20,650 20,650 16,650 Planning 576,710 588,550 582,270 687,490 745,330 Santa Fe Depot 12,000 8,000 6,000 6,000 5,000 Housing 2,276,270 2,071,190 3,982,440 4,031,070 4,260,440 HOME Program 119,230 256,980 355,000 355,000 510,000 CBDG 864,800 956,180 796,200 1,629,740 924,690 PBIA 108,060 94,950 219,050 535,850 355,520 Development Grants 34,570 150,480 635,380 706,340 151,150 CalHOME Program 167,490 126,760 675,000 675,000 - Energy Efficiency Capital Imp Project 28,640 1,900 - - - Successor Agency 929,150 838,980 3,369,650 3,370,980 3,318,090 Total Development Services 6,422,050$ 6,678,300$ 12,706,690$ 15,381,650$ 12,508,410$ Police
Police Administration 5,572,370$ 10,670,720$ 10,086,820$ 10,969,860$ 10,538,440$ Investigations 3,113,740 6,278,230 2,876,550 2,885,550 3,316,520 Animal Services 586,940 650,970 725,730 734,730 812,980 Metrolink Station - 790 - 11,780 9,480 Patrol 14,820,950 38,857,520 14,078,970 14,156,970 16,127,730 Police Special Events & Community Outreach 1,830 10,360 20,670 20,670 47,250 Police Reserves 1,460 3,810 6,780 6,780 7,060 61 Page 1184 of 1369

2023-2024 EXPENDITURES BY DEPARTMENT PROGRAM
2020-21 2021-22 2022-23 2022-23 2023-24
Actual Actual Adopted Amended Adopted
(Police Continued)
Code Enforcement 580,610 658,810 815,590 828,400 895,020 Police Grants 575,630 201,950 1,313,470 2,174,860 1,808,000 Asset Forfeiture 1,500 6,500 - - 1,393,290 Total Police 25,255,030$ 57,339,660$ 29,924,580$ 31,789,600$ 34,955,770$ Public Works
Public Works Administration 798,000$ 1,413,440$ 1,426,040$ 1,445,840$ 1,376,710$ Engineering Administration 368,390 237,360 204,710 811,110 248,380 Development/Traffic Engineering 503,490 550,020 919,000 919,000 930,230 Street Maintenance 623,400 905,120 838,840 951,840 1,292,310 Street Sweeping 19,590 15,720 17,060 17,060 17,410 Sidewalk Maintenance 172,490 676,470 162,500 147,500 126,840 Street Lighting 893,040 822,310 807,550 862,550 888,540 Traffic Control 165,980 73,570 138,870 138,870 107,340 Traffic Facility Maintenance 272,370 301,220 274,300 347,300 363,000 Weed Abatement 28,240 11,490 23,770 23,770 4,410 Flood Control 4,000 - 3,000 3,000 - Street Tree Maintenance 733,640 1,090,140 793,800 793,800 954,810 Public ROW Maintenance 513,430 541,050 962,830 932,830 1,083,330 Maintenance - Main Street 58,230 12,580 42,190 42,190 45,400 Maintenance - Metrolink 61,540 165,670 187,730 187,730 181,040 Graffiti Abatement 70,020 80,020 80,000 82,000 86,000 Damage to City Property 50,860 46,930 66,000 126,000 120,000 Park Maintenance 561,420 565,590 982,860 1,222,930 1,239,460 Sports Field Maintenance 225,270 233,220 415,050 576,050 443,220 Civic Center 320,820 195,700 199,460 199,460 210,260 Fire Fuel 12,450 18,100 14,000 14,000 20,790 Fire Station II Building 21,010 48,850 64,940 64,940 68,670 Historic Fire Station Building 13,690 37,650 38,890 38,890 34,010 Street Projects 4,684,220 3,917,240 12,859,020 13,171,360 22,322,870 General Capital Improvement - ARPA - 528,170 2,934,360 2,758,390 3,583,590 General Capital Improvement 36,830 - 81,000 81,000 554,750 Park Acquisition & Development 151,680 17,910 1,290,040 1,418,050 2,694,590 Storm Drain Development 116,760 7,270 2,006,100 2,068,620 2,791,380 Street & Traffic Facility Development 1,541,250 383,700 537,850 545,780 917,870 General Capital Projects 515,220 151,120 655,840 891,720 868,310 Street & Alley Repairs 511,500 202,220 892,510 891,100 1,114,090 Water Utility 26,908,310 32,996,570 44,263,700 46,281,650 53,598,670 Solid Waste Utility 14,408,090 15,921,530 15,819,440 15,973,140 17,726,780 Sewer Utility 9,796,450 10,531,780 15,066,320 14,769,470 16,227,680 Fleet Maintenance & Replacement 1,215,670 939,720 966,520 2,420,980 1,582,300 Building Maintenance & Operations 966,970 1,043,720 1,478,720 1,967,470 1,376,760 Total Public Works 67,344,320$ 74,683,170$ 107,514,810$ 113,187,390$ 135,201,800$ Grand Total 116,645,510$ 167,533,550$ 181,069,170$ 192,792,680$ 211,843,110$ Transfers not included in the Schedule of Expenditures by Department Program. 62 Page 1185 of 1369

Fund No.Fund Name Transfers In Transfers Out
645 Sewer Utility 265,000
641 Solid Waste Utility 265,000
To Transfer for Landfill Costs.

Total 265,000$ 265,000$
FISCAL YEAR 2023-24

SUMMARY OF TRANSFERS
63 Page 1186 of 1369

GENERAL GOVERNMENT
City of Upland
Organizational Chart
Fiscal Year 2023-24

64 Page 1187 of 1369

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.

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

EXPENSE

CLASSIFICATION
Personnel $336,610 $514,370 $508,950 $489,200 $680,690 Maintenance & Operations 248,220 1,303,230 1,491,560 1,473,800 1,473,100 TOTAL BUDGET $584,830 $1,820,600 $2,000,510 $1,963,000 $2,153,790

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

FUNDING SOURCES
GENERAL FUND $581,180 $1,704,940 $2,000,510 $1,920,310 $2,153,790 FEDERAL GRANT-CARES ACT 3,650 - - - - AMERICAN RESCUE PLAN ACT - 115,660 - 42,690 - TOTAL BUDGET $584,830 $1,820,600 $2,000,510 $1,963,000 $2,153,790

$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
General Government Expense Classification
Personnel Maintenance & Operations Capital Outlay
65 Page 1188 of 1369

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, both of whom serve at the City Council’s discretion. The City Council establishes the 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 which are in excess of limits set by policy.

FY 2023-24 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 services and resources provided to the community.
♦ Pursue the enhancement of public engagement.
♦ Provide transparency through technology and open government and improve 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.
66 Page 1189 of 1369

FY 2023-24 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 2023-24 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.

PERSONNEL
PERMANENT POSITIONS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

ADMINISTRATION
CITY MANAGER 1.00 1.00 1.00 1.00 0.35
ASSISTANT CITY MANAGER 1.00 1.00 1.00 1.00 0.40

EXECUTIVE ASSISTANT TO THE CITY
MANAGER 1.00 1.00 1.00 1.00 0.60
EXECUTIVE ASSISTANT I 0.00 0.00 1.00 1.00 0.60
SENIOR ADMINISTRATIVE ASSISTANT 0.00 1.00 0.00 0.00 0.00 TOTAL DIVISION 3.00 4.00 4.00 4.00 1.95
67 Page 1190 of 1369

♦ Provide outstanding city services by meeting regularly with the development community such that quality, financially viable projects are developed within the City. ♦ 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 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 and 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 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
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% 98% 98% 99%
Percentage of inquiries from various
Department personnel responded within two
days or when scheduled
95% 96% 98% 99%
Review incoming departmental correspondence
and respond or disseminate as directed on same
day
100% 100% 100% 100%
Percentage of Electronic Message Board
Requests posted prior to requested posting date
100% 100% 100% 100%

68 Page 1191 of 1369

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Successfully oversaw the return of the annual Upland Lemon Festival. ♦ Held five in-person town halls in each district throughout the City to engage the public on a range of issues affecting the City Budget.
♦ Increased social media followers across four platforms during the 2022 calendar year by an average of 30%, including an 88% increase in LinkedIn followers and expanded resident access to city activities.
♦ Partnered with the Upland Chamber of Commerce to cohost the return of the live in-person State of the City event. Produced an interactive film presentation for the event as well as a highlight reel from the actual event.
♦ Convened a City Manager’s Advisory Panel made up of citizens with the purpose of identifying new sources of revenue and potential savings. ♦ Approved several new food businesses to the downtown area. ♦ Responded to hundreds of requests for service from citizens and city council members. ♦ 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. ♦ Continued to develop strategies to increase employee morale and retention including the City Manager meeting one-on-one with new staff during their first few days of employment. ♦ Continued to implement the multipronged BLAST Strategy to make significant reductions to the net pension liability.
♦ Obtained funding to be used toward the Magnolia Plaza urban space in Downtown Upland from the Office of Congressman Pete Aguilar.
♦ Obtained funding to be used towards the 1906 Upland Downtown Business District from the Office of Congresswoman Norma Torres.

CITY CLERK
The City Clerk fulfills the statutory requirements of a 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 69 Page 1192 of 1369

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 2023-24 GOALS AND OBJECTIVES
♦ Transition Legislative Committee Agenda packets to the new agenda management software and continue staff training on the software.
♦ 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 through our new document management system.
♦ Review and update the City’s Records Retention Schedule.

PERSONNEL
PERMANENT POSITIONS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

ADMINISTRATION
CITY CLERK 1.00 1.00 1.00 1.00 0.70
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00 0.90
SENIOR ADMINSTRATIVE ASSISTANT 0.00 1.00 1.00 1.00 0.50 TOTAL DIVISION 2.00 3.00 3.00 3.00 2.10
PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

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

40 Campaign disclosure filings and Statements
of Economic Interest filings processed
143 143 152 153

Agreements, resolutions, and ordinances
processed and scanned/posted
115 138 118 123

Records requests processed/completed 367 390 370 380

Subpoenas processed 5 9 8 7

70 Page 1193 of 1369

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Updated the City’s Conflict of Interest Code and coordinated ethics training for all designated officials and employees.
♦ Coordinated the 2022 City Council District Election and Ballot Measure process. ♦ Coordinated the Candidate Citywide Tour and Candidates Forum for the 2022 Council District Election.
♦ Coordinated the destruction of obsolete records with all city departments in compliance with the City’s Records Retention Schedule.
♦ Coordinated with the Information Technology Division to implement a new electronic document management software with enhanced search capabilities for the public. ♦ Implemented a new agenda management software system, including training key staff and Department Heads.
♦ Coordinated 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. ♦ Provided Brown Act Training to all newly appointed City Advisory Committee members.

CITY ATTORNEY
The City Attorney is appointed by the City Council and is charged with advising and giving legal opinions to the 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.

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

FY 2023-24 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, to represent the City in litigation. 71 Page 1194 of 1369

GENERAL GOVERNMENT 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
1101 CITY COUNCIL
Personnel 39,210$ 43,100$ 65,800$ 46,050$ 145,310$ Maintenance & Operations 54,200 77,280 89,690 109,230 104,840 Capital Outlay - - - - - TOTAL CITY COUNCIL 93,410$ 120,380$ 155,490$ 155,280$ 250,150$ 1104 CITY TREASURER
Personnel 1,070$ 2,440$ 2,550$ 2,550$ 14,740$ Maintenance & Operations 330 100 400 610 1,270 Capital Outlay - - - - - TOTAL CITY TREASURER 1,400$ 2,540$ 2,950$ 3,160$ 16,010$ 1201 ADMINISTRATION
Personnel 296,330$ 273,690$ 181,110$ 181,110$ 256,830$ Maintenance & Operations 190,040 325,660 546,670 430,970 603,650 Capital Outlay - - - - - TOTAL ADMINISTRATION 486,370$ 599,350$ 727,780$ 612,080$ 860,480$ 1603 CITY ATTORNEY
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - 542,180 500,000 500,000 550,000 Capital Outlay - - - - - TOTAL CITY ATTORNEY -$ 542,180$ 500,000$ 500,000$ 550,000$ *Moved from Administrative Services FY21-22
1701 CITY CLERK
Personnel -$ 198,140$ 259,490$ 259,490$ 263,810$ Maintenance & Operations - 242,350 354,800 390,300 213,340 Capital Outlay - - - - - TOTAL CITY CLERK -$ 440,490$ 614,290$ 649,790$ 477,150$ *Moved from Administrative Services FY21-22
101 TOTAL GENERAL FUND
Personnel 336,610$ 517,370$ 508,950$ 489,200$ 680,690$ Maintenance & Operations 244,570 1,187,570 1,491,560 1,431,110 1,473,100 Capital Outlay - - - - - TOTAL GENERAL FUND 581,180$ 1,704,940$ 2,000,510$ 1,920,310$ 2,153,790$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 3,650 - - - - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT 3,650$ -$ -$ -$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - 115,660 - 42,690 - Capital Outlay - - - - - TOTAL ARPA FUND -$ 115,660$ -$ 42,690$ -$

TOTAL GENERAL GOVERNMENT
Personnel 336,610$ 517,370$ 508,950$ 489,200$ 680,690$ Maintenance & Operations 248,220 1,303,230 1,491,560 1,473,800 1,473,100 Capital Outlay - - - - - TOTAL GENERAL GOVERNMENT 584,830$ 1,820,600$ 2,000,510$ 1,963,000$ 2,153,790$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2023-24 ADOPTED BUDGET
72 Page 1195 of 1369

OBJECT
CODE EXPENSE CLASSIFICATION 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

PERSONNEL EXPENSE
5110 Buy Backs 17,610$ 21,180$ 14,710$ 14,710$ 44,700$ 5111 Salaries - Full Time 226,120 413,570 366,640 352,810 429,900 5112 Salaries - Temporary/Part Time - 780 6,920 6,920 9,760 5113 Overtime - 1,350 2,670 2,670 2,670 5116 Fringe Benefits 28,060 54,470 83,900 79,950 151,590 5117 Retirement Contributions 12,310 26,020 34,110 32,140 42,070 5119 Unfunded Annual PERS Liability 52,510 - - - - TOTAL PERSONNEL EXPENSES 336,610$ 517,370$ 508,950$ 489,200$ 680,690$

MAINTENANCE & OPERATIONS
5210 City Manager Contingency 130$ -$ 75,000$ 65,000$ 75,000$ 5211 Postage 4,930 8,940 6,530 6,530 6,730 5212 Advertising - 34,600 31,050 49,630 53,350 5213 Dues & Subscriptions 49,860 59,610 64,800 67,330 72,570 5215 Training/Conferences/Meetings 3,550 18,640 32,850 32,200 42,820 5216 Office Supplies 530 1,760 3,600 3,600 3,500 5217 Other Supplies/Materials 18,780 5,450 26,300 13,600 25,500 5219 Permits/Licenses/Fee/Assessmnt 8,000 93,490 - 42,690 - 5221 Mileage Reimbursement - 270 200 200 200 5222 Central Duplicating Charges 350 380 970 970 2,400 5223 Information Systems Charges 13,470 - - - - 5226 Team Building Expenses - - - - 300 5231 Office Equipment (Under 5,000)- 790 1,200 1,200 1,200 5233 Other Equipment (Under 5,000)- 140 - - - 5234 Other Equipment Rental 34,650 - - - - 5251 Legal Services - 542,180 500,000 500,000 550,000 5252 Professional Services 7,760 91,250 73,000 45,000 75,000 5253 Contract Services 54,940 121,430 185,000 139,800 225,000 5258 Other Services 14,740 70,440 181,580 195,200 44,970 5271 Insurance Premium 200 400 300 420 370 5273 Workers Compensation Charges 14,920 - - - - 5274 Unemployment Charges 500 - - - - 5275 Long-term Disability Charges 970 - - - - 5276 Liability Charges 18,940 - - - - 5277 Loss Prevention 970 - - - - 5294 Sponsor/Contribution/Donation - 500 4,500 5,750 5,280 5297 Other Expenses - 110 - - - 5321 Employee Incentive 30 - - - - 5701 Information Systems Allocation Charges - 76,710 77,100 77,100 70,720 5705 Building Maintenance & Operation Allocation - 71,990 91,590 91,590 90,960 5706 OPEB & Employee Benefits Allocations - 16,090 13,990 13,990 13,860 5707 PERS-UAL Allocation - 88,060 122,000 122,000 113,370 TOTAL MAINTENANCE & OPERATIONS 248,220$ 1,303,230$ 1,491,560$ 1,473,800$ 1,473,100$

CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ -$ -$ -$ 5531 Vehicles - - - - - TOTAL CAPITAL OUTLAY -$ -$ -$ -$ -$ TOTAL DEPARTMENT 584,830$ 1,820,600$ 2,000,510$ 1,963,000$ 2,153,790$

CITY OF UPLAND

GENERAL GOVERNMENT
FY 2023-24 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
73 Page 1196 of 1369

ADMINISTRATIVE SERVICES
City of Upland
Organizational Chart
Fiscal Year 2023-24

Deputy Director of Human
Resources/Risk Manager Finance Officer Recreation & Community Services Manager
Information Technology
Manager
Human Resources
Analyst (2)Accounting Supervisor Utility Billing & Customer Service Supervisor
Assistant City Manager
Recreation & Community
Services Supervisor (2)
Information Technology
Specialist (3)
Office Assistant Accountant I Business License
Inspector
Senior Administrative
Assistant
Human Resources
Technician Senior Accountant Senior Customer Service
Specialist (2)Recreation Coordinator (2)
Accounting
Technician (2)
Budget Coordinator Customer Service
Specialist II (2)
Senior Accounting
Technician
Customer Service
Specialist I (2)
Payroll Technician
74 Page 1197 of 1369

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.

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

EXPENSE CLASSIFICATION
Personnel $5,045,610 $2,314,770 $3,846,700 $2,380,410 $2,848,620 Maintenance & Operations 11,345,500 24,372,240 24,837,380 26,396,690 23,946,720 Capital Outlay 648,170 324,810 238,500 1,693,940 228,000 Capital Improvement Project - - - - -
TOTAL BUDGET $17,039,280 $27,011,820 $28,922,580 $30,471,040 $27,023,340

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

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

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

FUNDING SOURCES
GENERAL FUND $9,762,280 $9,139,010 $12,007,700 $10,935,750 $10,139,610 AIR QUALITY MANAGEMENT FUND 141,180 11,380 163,660 322,660 25,890 OTHER GRANTS 110 121,860 - 884,850 -
FEDERAL GRANT-CARES ACT 474,330 46,400 - - -
AMERICAN RESCUE PLAN ACT - 127,880 1,019,190 1,066,720 1,315,420 SELF-FUNDED INSURANCE 4,656,140 4,789,910 5,282,230 5,282,230 5,274,230 INFORMATION SYSTEMS 2,005,240 2,380,860 2,866,350 4,257,780 3,308,180 UAL & EMPLOYEE BENEFITS - 10,394,520 7,583,450 7,721,050 6,960,010 TOTAL BUDGET $17,039,280 $27,011,820 $28,922,580 $30,471,040 $27,023,340 75 Page 1198 of 1369

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 Finance Division provides timely financial information necessary for decision-making and assists city staff in implementing and developing appropriate internal controls and financial systems.

The Finance 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 Finance 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 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

FINANCE
FINANCE OFFICER 1.00 1.00 1.00 1.00 0.40
ACCOUNTING SUPERVISOR 1.00 1.00 1.00 1.00 0.55
SENIOR ACCOUNTANT 2.00 2.00 1.00 1.00 0.55
ACCOUNTANT I 0.00 0.00 1.00 1.00 0.60
BUDGET COORDINATOR 0.00 0.00 1.00 1.00 0.50
SENIOR ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00 0.70
PAYROLL TECHNICIAN 1.00 1.00 1.00 1.00 0.55
ACCOUNTING TECHNICIAN 3.00 3.00 2.00 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 2.00 2.00 2.00 0.30
BUSINESS LICENSE INSPECTOR 1.00 1.00 1.00 1.00 0.85
CUSTOMER SERVICE SPECIALIST II 3.00 3.00 3.00 2.00 0.50 CUSTOMER SERVICE SPECIALIST I 2.00 2.00 2.00 2.00 0.30
TOTAL DIVISION 17.00 18.00 18.00 17.00 7.15
FY 2023-24 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.
76 Page 1199 of 1369

♦ Prepare a Government Finance Officers Association award winning Annual Comprehensive Financial Report for the Fiscal Year ended June 30, 2023.

♦ Perform the annual mid-year budget review for Fiscal Year 2023-24 and present budget recommendations to the City Council in February 2024.

♦ Provide good fiscal stewardship by ensuring Fiscal Year 2024-25 City budget is adopted by the City Council prior to the close of Fiscal Year 2023-24.

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

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

♦ Implement fixed asset module of Munis Software.

♦ Complete implementation of electronic timecard entry for payroll.

♦ Continue working towards converting cash receipting records to electronic format.

♦ 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.

♦ Work towards implementing an online Animal License portal which will allow residents to pay their animal license renewals electronically.

77 Page 1200 of 1369

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET
Receive the Government Finance Officers
Association Award for Excellence in
Financial Reporting and Distinguished
Budget Presentation

YES SUBMITTED YES YES
Financial reports made available to City
Council on a monthly basis
100% 100% 100% 100%
Number of days from fiscal year-end until
ACFR is issued
215 272 183 183
Implementation of Fixed Assets in Munis
Software
Work in
Progress
Deferred to
FY 2024-25
Deferred to
FY 2024-25
Deferred to
FY 2024-25
Centralize Accounts Payable using
electronic workflow
Deferred to
FY 2024-25
Deferred to
FY 2024-25
Deferred to
FY 2024-25
Implement Electronic Timecard entry for
payroll 100%
Convert cash receipting records to
electronic
Deferred to
FY 2021-22
Deferred to
FY 2022-23
Deferred to
FY 2023-24 100%
Percentage of utility accounts enrolled in
the online biller program
64% 66% 68% 70%
Percentage of utility accounts enrolled in
the Auto-Pay program
27% 29% 31% 33%
Percentage of utility accounts signed up for
paperless statements
27% 30% 31% 33%
Implement and convert Utility Billing to
the new ERP system
Deferred to
FY 2021-22
Deferred to
FY 2022-23
Deferred to
FY 2023-24 100%
Implement new EBPP (Electronic Billing
Payment and Presentaion) system N/A Deferred to
FY 2022-23
Deferred to
FY 2023-24 100%
Implement an online Animal License portal
to accept animal license renewals
electronically
N/A
Deferred to
FY 2022-23
Deferred to
FY 2023-24 100%
Develop and distribute welcome pamphlets
for new City residents
Deferred to
FY 2021-22
Deferred to
FY 2022-23
Deferred to
FY 2023-24 100%
Accept General Billing payments online 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)
Deferred to
FY 2023-24
(as tied to new
Utility Billing
ERP system)
100%
Work in
Progress
Work in
Progress
Work in
Progress
Work in
Progress
78 Page 1201 of 1369

FY 2022-23 MAJOR ACCOMPLISHMENTS

♦ Prepared the City’s annual program-based budget and received the Government Finance Officers Association award for Distinguished Budget Presentation 2022-2023.

♦ Submitted financial reports for the Government Finance Officers Association award for Excellence in Financial Reporting for fiscal year ending June 30, 2022.

♦ Provided fiscal stewardship by preparing a mid-year review of the City’s financial position in February 2023 and eliminated transfer of ARPA funds to be used for General Fund expenses.

♦ 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.

♦ Calculated and prepared detailed fiscal impact reporting for upcoming 3-5 year labor contracts.

♦ Issued 469 purchase orders (year to date) and 5,299 accounts payable checks.

♦ Processed 539 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 the Inland Empire Utilities Agency (IEUA).

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.

PERSONNEL
PERMANENT POSITIONS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

INFORMATION SYSTEMS
INFORMATION TECHNOLOGY MANAGER 1.00 1.00 1.00 1.00 0.00 INFORMATION TECHNOLOGY SPECIALIST 2.00 2.00 3.00 3.00 0.00 TOTAL DIVISION 3.00 3.00 4.00 4.00 0.00
79 Page 1202 of 1369

FY 2023-24 GOALS AND OBJECTIVES

♦ Complete DOJ documentation to get approval for E-Citation and cloud backups. ♦ Complete migration of Utility Module to Munis.
♦ Go live with online Yard Sale permits.
♦ Implement a redesigned City Website.
♦ Upgrade Switches in the Police Department (PD), Magnolia Recreation Center, Senior Center, and City Hall.
♦ Complete the Downtown Surveillance Camera Project.
♦ Upgrade Water Network firewalls.
♦ Evaluate and purchase new Helpdesk software.
♦ Replace broken or ageing laptops in mobile police units.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Completed RIPA Stop portal to comply with the Racial and Identity Profiling Act of 2015. ♦ Upgraded AV system in Council Chambers and closed captioning for meeting broadcasts. ♦ Upgraded servers and storage at PD and City Hall datacenters. ♦ Purchased and rolled out 75 laptops for staff.

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

Percentage of information systems service
requests resolved within 24 hours 92% 93% 95% 95%

Number of unplanned network outages 1 1 1 0

Number of unplanned server/service
outages 1 0 0 0

Number of electronic devices maintained
for employee use 1,534 1,560 1870 1870

Number of Help Desk tickets received for
IT service requests (excluding weekend
and phone requests) 1,180 1,580 1,580 1600
80 Page 1203 of 1369

♦ Successfully migrated finance, HR, Payroll, Cashiering, Planning, Permitting software and Permitting Portal to Cloud.
♦ Added surveillance cameras, keycard access and wireless access points to additional buildings. ♦ Replaced Metrolink Parking Kiosk and Parking App with newer and better versions. ♦ Implemented new Agenda Management System.
♦ Migrated the Environmental Impact Tracking software and Fleet software to the cloud. ♦ Successfully completed installation of license plate reader cameras at multiple locations.

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 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

HUMAN RESOURCES

DEPUTY DIRECTOR OF HUMAN
RESOURCES/RISK MANAGEMENT 1.00 1.00 1.00 1.00 0.40
HUMAN RESOURCES ANALYST I 2.00 2.00 2.00 2.00 1.00
HUMAN RESOURCES TECHNICIAN 1.00 1.00 1.00 1.00 0.65
OFFICE ASSISTANT 0.00 0.00 0.00 1.00 0.45
TOTAL DIVISION 4.00 4.00 4.00 5.00 2.50

FY 2023-24 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.

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♦Update Administrative Policies and Procedures – continue to update Human Resources policies and procedures to ensure compliance with State and Federal regulations, as well as provide for a forward-thinking organization incorporating best practices. ♦Continue to work collaboratively with all the City’s unions to update the 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.
♦Collaborate with IT Division to transition from paper personnel files to electronic personnel files, medical files, and Workers’ Compensation files.
♦Transition employee trainings to updated online training platform so the City complies with human resources required trainings and complies with Federal and State law. ♦Wellness Program for Employees - continue the partnership with PACE and Kaiser to enhance the current Wellness Program for employees and implement an internal Wellness Program which improves morale and encourages optimal health.

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET
Number of recruitments concluded 42 64 70 50
Number of employees participating in the
Rideshare program
17 19 25 40
Number of employee safety meetings 4 9 14 14
Number of applications processed 3,212 2,833 5,000 3,000 Number of Subrogations processed 25 15 21 25
Subrogation recovery amounts $87,607 $63,035 $70,000 $80,000 Number of liability claims closed 139 119 120 120
FY 2022-23 MAJOR ACCOMPLISHMENTS
♦Filled a total of 55 full and part-time positions, to date. ♦Filled 25 positions as promotional, promoting the retention of current employees. ♦Successfully negotiated multi-year MOU’s with each of the City’s bargaining groups. 82 Page 1205 of 1369

♦ Successfully negotiated the creation of an Employee Referral Bonus Program with each of the City's bargaining units.
♦ Human Resources staff participated in multiple recruitment fairs including the West Valley America’s Job Center of California Hiring Event and the Cal State University, San Bernardino Job Fair.
♦ Revamped the City’s Rideshare Program to include electric vehicles and updated rates for employee participation.
♦ Human Resources staff attended training on recruitment and retention practices for the public workforce, leave administration, local government recruitment and retention strategies, the rapidly changing role of human resources, social media training, and legislative updates. ♦ Human Resources staff attended the Western Region IPMA-HR Annual Conference – Lifting Human Resources to New Heights.
♦ Human Resources staff attended the Annual Inland Empire Society of Human Resources Management Conference – Innovate & Motivate.
♦ Conducted a citywide employee survey regarding engagement and workplace culture. ♦ Collaborated with Police Department staff on the implementation of new testing software for Police Dispatcher candidates.
♦ Partnered with California State University, Fullerton and Grand Canyon University for tuition opportunities for City employees.
♦ Successfully collaborated with all the City’s union groups to revise and transition all city staff to Updated Performance Evaluation Process which sets clear expectations/goals and empowers staff/leadership to optimize performance of city employees which falls in line with organizational goals.
♦ Successfully updated all city job specifications during the classification and compensation study process to ensure employees are appropriately classified and understand the responsibilities and duties of their positions.
♦ Received the American Heart Associations’ Workplace Health Achievement Index Bronze Award for the second year in a row highlighting the Employee Wellness Committee’s accomplishment toward continued improvement of the health of the City of Upland’s workplace and workforce.
♦ Provided training through monthly Division Managers Meetings to management employees in organizational leadership strategies.

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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 expenses over five hundred thousand dollars ($500,000) for workers’ compensation, and four hundred thousand dollars ($400,000) for general liability claims.

FY 2023-24 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 implementing 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 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.
♦ Transition employee trainings to updated online training platform so the City complies with CalOSHA requirements, minimizes employee injuries, and employes best risk management practices.
♦ Continue to promptly process claims and subrogate applicable claims.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Provided Public Works staff with training in the claims management process. ♦ Staff attended training on COVID-19 Best Practices for the Future. 84 Page 1207 of 1369

♦ Provided city staff with training on how to ergonomically set up their workstation. ♦ 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. ♦ Provided employees with safety tips on items related to personal safety at work including heat- related illnesses, wind advisories, Spring safety tips, cool weather safety tips, etc. ♦ Collaborated with Public Works staff and loss prevention consultants for training of staff on a variety of safety topics, such as ladder safety, proper lifting techniques, power and hand tool safety, etc.
♦ Continued to monitor 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, select materials, maintain collections, and assist the public in the use of the library. Other activities include acquiring and cataloging library materials in all formats, maintaining online resources for public access, and maintaining a comprehensive, balanced library collection.

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.

The City elected to enter a public-private partnership with Library Systems & Services, Inc. (LS&S) which began managing the Library on August 1, 2014. LS&S 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 2023-24 GOALS AND OBJECTIVES
♦ Seek additional online resources to support English language learning. ♦ Create new opportunities for community members to connect through reading. ♦ Seek opportunities to partner with and promote local businesses. ♦ Continue to provide, improve, and expand successful, enriching, and popular adult, teen, and children’s programs.
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♦ Continue to increase downloadable book and audiobook collections to facilitate 24-hour availability of entertainment and educational materials.

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

Library programs provided to the
community 157 320 426 447

Library requests filled during the year 9,574 9,353 8,367 8,500

Adult literacy students 28 42 50 55

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

Circulation 116,832 165,183 172,790 181,430

Downloaded e-materials 24,576 23,962 25,129 26,386

New Card Registrations 2,002 3,206 3,745 3,932

Internet use by patrons 1,218 4,826 5,240 5,500

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Eased library fines to allow disadvantaged children to regain full access to library resources. ♦ Initiated ZipBooks, a program allowing patrons to request books be sent to them directly from Amazon. These books are then returned to the library and added to the collection where appropriate.
♦ Introduced a new 1,000 Books Before Kindergarten reading challenge to prepare children to enter grade school.
♦ Initiated The Grim Readers, a new adult book club focusing on crime non-fiction. ♦ Undertook a serious refresh of the Library’s Spanish Language collections, leading to a sharp increase in circulation of these books.
♦ Introduced a popular new bilingual Spanish-English story-time. ♦ Sourced alternative funding to be received by the library including:
 $3,500 from the Hjorth Family Foundation to purchase children’s books.  $3,000 grant from the California State Library for ZipBooks to provide patron-driven collection development.
 $27,800 grant from California State Literacy Services to support our Literacy Program. 86 Page 1209 of 1369

 $77,000 from the Friends of the Library to support services and programs.  $2,000 Lunch at the Library grant to partner with Upland USD to provide hot lunches and enrichment activities for children over the summer break.  $252,080 Building Forward grant from the California State Library to replace our aging elevator and improve the library’s emergency lighting.

RECREATION & COMMUNITY SERVICES

The Recreation and Community Services Division is committed to creating a community through people, parks, programs, and events. The Division’s purpose is to provide unique opportunities which will 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; and 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.

FY 2023-24 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 the community and matching them to projects; creating a landing page on the website for a smoother volunteer registration process; and continually increasing our volunteer pool through active recruiting in the community.
♦ 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.

PERSONNEL
PERMANENT POSITIONS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

RECREATION & COMMUNITY SERVICES

RECREATION & COMMUNITY SERVICES
MANAGER 1.00 1.00 1.00 1.00 1.00

RECREATION & COMMUNITY SERVICES
SUPERVISOR 2.00 2.00 2.00 1.00 1.00
RECREATION COORDINATOR 1.00 1.00 2.00 3.00 3.00
SENIOR ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 1.00 TOTAL DIVISION 5.00 5.00 6.00 6.00 6.00
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♦ Maximize space at the Magnolia Recreation Center, Gibson Senior Center, Landecena Community Building, and Carnegie Library facilities by continually evaluating programs, service delivery, and events to increase revenue and provide desirable programming and usage. ♦ 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 and meet with concerned citizens and continue to be responsive to the diverse needs of citizens and develop simple partnerships to improve service delivery. ♦ Develop a smooth online park reservation process to increase efficiency and provide an alternative and convenient way for the community to reserve parks.

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.
♦ Conduct a community needs assessment to identify, improve and prioritize goals and objectives for the division.
♦ Continue to expand general and senior class offerings. ♦ Continue 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.
♦ Continue outstanding customer service by providing ongoing staff training and development opportunities.
♦ Continue to partner with other departments and outside agencies to offer a variety of programs. ♦ Continue to build programs which 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 which awards a special commemorative medal for those participants who compete in the Lemon Zest 5K Run, Summer Sprint 5K Run, and Turkey Trot 5K Run.
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♦ 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. ♦ Continue to enhance the “Movies and Concerts in the Park” series for families. ♦ Provide children’s special events and activities that alternate between park locations, increasing access to residents throughout the city.
♦ Continue to provide professional-quality marketing to ensure sponsors and partners have opportunities to share their messaging, showcase their stewardship in the community, and demonstrate their collaboration with the City.
♦ 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 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

Volunteer hours provided 1,942 5,576 6,616 7,000

Revenue received from sponsorships and
in-kind donations
$16,323 $65,493 $91,826 $100,000

Classes held 240 743 868 900

Special events held 143 150 150 160

Special Events Attendance/Outreach 14,592 22,638 30,598 40,000

FY 2022-23 MAJOR ACCOMPLISHMENTS
Recreation and Community Service special events included:
♦ The annual Firecracker 5k Run and 1K Kids Dash had 307 participants. ♦ The 4th of July Firework show was held at Cable Airport for the first time. The event sold out with 4,000 tickets and included an air show display, musical entertainment, merchandise and food vendors, kid zone activities, and a spectacular fireworks show. 89 Page 1212 of 1369

♦ The annual Scary-a-Faire event had an estimated 6,000 people in attendance. ♦ The annual Turkey Trot 5K Run and 1K Kids dash had 643 participants. ♦ Staff assisted the Upland Veteran’s Monument Committee with flag ceremony, gun salute, and speakers.
♦ The Breakfast with Santa event served over 300 meals to families and provided activities, crafts and a photo opportunity with Santa.
♦ The 7th Annual Holiday Tree Lighting event had an estimated 1,000 participants with musical entertainment, train rides, activities, photos with Santa, crafts, and food vendors. ♦ The annual Lemon Zest 5K Run and 1K Kids Dash had 270 participants. ♦ Spring Egg Hunt Adventure was estimated to have had over 700 participants. ♦ The newly added Egg-Streme Egg Hunt Adventure for Adults was estimated to have had over 300 participants and included prizes, games, a beer garden and a nighttime egg hunt. ♦ The Moonlight Movies and Concert Series provided food vendors, a snack bar, and games and activities for the whole family to enjoy.

Community Service and Recreation Programs included the following:
♦ Home for the holidays decorating contest – Residents submitted photos of their entries for a chance to win prizes.
♦ Letters to Santa – Approximately 121 children sent letters to Santa and received responses. ♦ Puzzle Palooza – a newly added competition that had 60 participants work in teams to complete puzzles.
♦ Little Chef’s Cooking Classes – Staff facilitated 4 sessions per quarter and gave instruction on a variety of recipes such as Quiche Toast Cups, Zucchini Garlic Bites with Homemade Ranch Dressing, Homemade Pop Tarts, Mini Apple Galette, Pumpkin Coffee Cake, Broccoli Cheese Bombs, Nutella Croissant Rings, Peperoni Pizza Roses, and Magic Marshmallow Rolls. ♦ Virtual Bingo – developed during COVID, this event has continued to take off with over 360 participants throughout the year.
♦ Take & Make Crafts – children had 4 seasonal opportunities to receive crafting supplies to enjoy at home.
♦ VolunTeen – teens had approximately 90 opportunities to volunteer for various programs and events, including City Council meetings.
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♦ Trips and Tours – brought back by popular demand, this program offers safe transportation to a variety of places where participants may spend the day enjoying food and sights with themes such as Danish Days in Solvang, Apple Days in Julian, Crazy over Carlsbad, A Surfin’ Holiday in Long Beach, Giddy at the Getty, Take one! At the Museum of Motion Pictures, Journey of Discovery at the Aquarium of the Pacific, Pageant of the Masters, and Sunshine Along the Santa Barbara Shoreline.
♦ Classes via Contract Instructor – a variety of classes were offered for residents including youth cooking, adult fitness, youth and adult languages, and youth dance. ♦ Butterflies in May – this program provides a hands-on science learning opportunity for children with an anticipated 175 participants this year.
♦ Lettuce Grow a Garden – this program gives children the opportunity to learn about growing their own nutritious food conducted in partnership with the Public Works division.

Approximately 35 participants are anticipated to participate. ♦ May Fitness Month – staff continues to provide opportunities focused on fitness and health including helpful tips on social media and various mini-events. “Walking Wednesdays” are scheduled to take place with approximately 25 weekly participants.

The Gibson Senior Center offered a multitude of services and activities for seniors including:
♦ The Gibson Gazette – this newly revamped newsletter is distributed to seniors monthly and provides helpful resources and information about upcoming activities and events. ♦ Health & Wellness Fair – this fair included flu shots, COVID vaccinations, health-related resources and vendors, and a BBQ lunch for seniors.
♦ St Patrick’s Day Event – this event featured Irish dancers and a delicious dinner for seniors; the event was sold out with over 70 participants.
♦ Black History Month – this newly revamped event featured an intergenerational art exhibit, poetry readings, movies, discussions, and musical performance. ♦ Happy Hour – this newly added monthly opportunity allows seniors to socialize and have meaningful, engaging conversations with peers.
♦ FSA Meal Program – the daily lunch program has doubled in participation. ♦ Gibson Monthly Birthday Program – this program recognizes and celebrates birthdays for seniors with cake, treats and social activities.
♦ West End Family Counseling offers free Grief & Loss Support Groups, one-on-one Senior Counseling, and free programing for seniors with disabilities. ♦ Inner Peace Bodyworks provides free 15-minute chair massages once a month. ♦ Dr. Anthony Ratkovic offers monthly Chiropractic Wellness Lectures. 91 Page 1214 of 1369

♦ Yael Steinfeld offers monthly lectures on Ayurvedic approach to abdominal pain. ♦ Mt. San Antonio Community College offers free technology, physical fitness, and special interest classes weekly.
♦ Chaffey Community College offers free English language and caregiver service classes. ♦ Bingo & Fun After Fifty (FAF) – this event provides weekly engagement for seniors to meet others while enjoying Bingo and winning prizes.
♦ Bunco, Mexican Train, and Loteria – seasonal games for seniors to build on their socialization and to reinforce cognitive skills in a safe and friendly setting. ♦ Billiard Tournaments – monthly tournaments with prizes ♦ Senior Book Club – monthly opportunity for seniors to meet with peers to discuss their thoughts on each book.
♦ Movie and Popcorn Matinee – newly improved program offering movie showings twice a month year-round.

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 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.
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ADMINISTRATIVE SERVICES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
1301 FINANCE
Personnel 738,730$ 601,350$ 734,240$ 660,270$ 819,340$ Maintenance & Operations 581,400 639,780 830,840 920,790 1,106,280 Capital Outlay - - - - - TOTAL FINANCE 1,320,130$ 1,241,130$ 1,565,080$ 1,581,060$ 1,925,620$ 1302 MAIL/PRINTING SERVICES
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 41,780 43,850 68,980 68,980 65,890 Capital Outlay - - - - - TOTAL MAIL/PRINTING SERVICES 41,780$ 43,850$ 68,980$ 68,980$ 65,890$ 1504 NON-DEPARTMENTAL
Personnel 2,426,660$ 37,640$ 216,670$ (1,330,240)$ (1,577,230)$ Maintenance & Operations 1,426,940 3,723,750 5,606,850 5,710,550 3,995,340 Capital Outlay - - - - - TOTAL NON-DEPARTMENTAL 3,853,600$ 3,761,390$ 5,823,520$ 4,380,310$ 2,418,110$ 1510/4401 LIBRARY
Personnel -$ 57,090$ -$ -$ -$ Maintenance & Operations 1,412,700 1,750,550 1,918,420 1,972,720 2,012,530 Capital Outlay 78,800 2,080 - - - TOTAL LIBRARY 1,491,500$ 1,809,720$ 1,918,420$ 1,972,720$ 2,012,530$ 1601 HUMAN RESOURCES
Personnel 228,920$ 189,620$ 194,660$ 174,710$ 333,650$ Maintenance & Operations 246,620 219,970 285,510 320,470 369,080 Capital Outlay - - - - - TOTAL HUMAN RESOURCES 475,540$ 409,590$ 480,170$ 495,180$ 702,730$ 1603 CITY ATTORNEY
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 621,930 - - - - Capital Outlay - - - - - TOTAL CITY ATTORNEY 621,930$ -$ -$ -$ -$ *Moved into General Government FY21-22
1701 CITY CLERK
Personnel 226,380$ -$ -$ -$ -$ Maintenance & Operations 266,160 - - - - Capital Outlay - - - - - TOTAL CITY CLERK 492,540$ -$ -$ -$ -$ *Moved into General Government FY21-22
4201 RECREATION ADMINISTRATION
Personnel 466,640$ 497,340$ 493,530$ 633,530$ 963,640$ Maintenance & Operations 282,490 410,870 502,970 533,940 665,160 Capital Outlay - - - - - TOTAL RECREATION ADMINISTRATION 749,130$ 908,210$ 996,500$ 1,167,470$ 1,628,800$ 4202 RECREATION CLASSES
Personnel 10,330$ 6,570$ -$ -$ 65,480$ Maintenance & Operations 20,520 122,840 165,750 165,760 201,800 Capital Outlay - - - - - TOTAL RECREATION CLASSES 30,850$ 129,410$ 165,750$ 165,760$ 267,280$ 4203 RECREATION FACILITIES
Personnel -$ 2,740$ 28,050$ 28,050$ 58,580$ Maintenance & Operations 30,440 252,730 281,890 290,390 311,730 Capital Outlay 72,870 - - - - TOTAL RECREATION FACILITIES 103,310$ 255,470$ 309,940$ 318,440$ 370,310$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2023-24 ADOPTED BUDGET
93 Page 1216 of 1369

ADMINISTRATIVE SERVICES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
4204 RECREATION PARKS
Personnel 19,110$ 35,190$ 112,250$ 112,250$ 52,160$ Maintenance & Operations 880 5,380 7,450 7,450 12,700 Capital Outlay - - - - - TOTAL RECREATION PARKS 19,990$ 40,570$ 119,700$ 119,700$ 64,860$ 4205 SENIOR CENTER
Personnel 208,180$ 204,390$ 190,970$ 212,630$ 83,190$ Maintenance & Operations 140,450 167,840 179,400 187,240 230,060 Capital Outlay 18,710 - - - - TOTAL SENIOR CENTER 367,340$ 372,230$ 370,370$ 399,870$ 313,250$ 4206 SPECIAL EVENTS
Personnel 11,280$ 43,040$ 35,720$ 48,590$ 52,230$ Maintenance & Operations 44,410 124,400 153,550 217,670 318,000 Capital Outlay - - - - - TOTAL SPECIAL EVENTS 55,690$ 167,440$ 189,270$ 266,260$ 370,230$ 4207 COMMUNITY OUTREACH SERVICES
Personnel 230$ -$ -$ -$ -$ Maintenance & Operations 710 - - - - Capital Outlay - - - - - TOTAL COMMUNITY OUTREACH SERVICES 940$ -$ -$ -$ -$ 4210 LANDECENA CENTER
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 33,710 - - - - Capital Outlay - - - - - TOTAL LANDECENA CENTER 33,710$ -$ -$ -$ -$ 4402 CARNEGIE LIBRARY OPERATION
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 96,130 - - - - Capital Outlay - - - - - TOTAL CARNEGIE LIBRARY OPERATION 96,130$ -$ -$ -$ -$ 4409 PASSPORTS
Personnel 6,610$ -$ -$ -$ -$ Maintenance & Operations 1,560 - - - - Capital Outlay - - - - - TOTAL PASSPORTS 8,170$ -$ -$ -$ -$ 101 TOTAL GENERAL FUND
Personnel 4,343,070$ 1,674,970$ 2,006,090$ 539,790$ 851,040$ Maintenance & Operations 5,248,830 7,461,960 10,001,610 10,395,960 9,288,570 Capital Outlay 170,380 2,080 - - - TOTAL GENERAL FUND 9,762,280$ 9,139,010$ 12,007,700$ 10,935,750$ 10,139,610$ 211 TOTAL AIR QUALITY MANAGEMENT DISTRICT FUND
Personnel 6,430$ 6,320$ 4,660$ 4,660$ 4,890$ Maintenance & Operations 9,030 5,060 11,000 11,000 21,000 Capital Outlay 125,720 - 148,000 307,000 - Capital Improvement Project - - - - - TOTAL AIR QLTY MGMT DISTRICT FUND 141,180$ 11,380$ 163,660$ 322,660$ 25,890$ 217 TOTAL OTHER GRANTS FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 110 - - 719,590 - Capital Outlay - 121,860 - 165,260 - TOTAL OTHER GRANTS FUND 110$ 121,860$ -$ 884,850$ -$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 238,510 31,450 - - - Capital Outlay 235,820 14,950 - - - TOTAL FEDERAL GRANT-CARES ACT FUND 474,330$ 46,400$ -$ -$ -$ 94 Page 1217 of 1369

ADMINISTRATIVE SERVICES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ 1,019,190$ 1,019,200$ 1,137,420$ Maintenance & Operations - 127,880 - - - Capital Outlay - - - 47,520 178,000 TOTAL ARPA FUND -$ 127,880$ 1,019,190$ 1,066,720$ 1,315,420$ 751 TOTAL SELF-FUNDED INSURANCE FUND
Personnel 285,840$ 236,530$ 300,070$ 300,070$ 277,560$ Maintenance & Operations 4,370,300 4,553,380 4,982,160 4,982,160 4,996,670 Capital Outlay - - - - - TOTAL SELF-FUNDED INSURANCE FUND 4,656,140$ 4,789,910$ 5,282,230$ 5,282,230$ 5,274,230$ 753 TOTAL INFORMATION SYSTEMS FUND
Personnel 410,270$ 396,950$ 516,690$ 516,690$ 577,710$ Maintenance & Operations 1,478,720 1,797,990 2,259,160 2,566,930 2,680,470 Capital Outlay 116,250 185,920 90,500 1,174,160 50,000 TOTAL INFORMATION SYSTEMS FUND 2,005,240$ 2,380,860$ 2,866,350$ 4,257,780$ 3,308,180$ 755 TOTAL UAL & EMPLOYEE BENEFITS FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations - 10,394,520 7,583,450 7,721,050 6,960,010 Capital Outlay - - - - - TOTAL UAL & EMPLOYEE BENEFITS FUND -$ 10,394,520$ 7,583,450$ 7,721,050$ 6,960,010$

TOTAL ADMINISTRATIVE SERVICES
Personnel 5,045,610$ 2,314,770$ 3,846,700$ 2,380,410$ 2,848,620$ Maintenance & Operations 11,345,500 24,372,240 24,837,380 26,396,690 23,946,720 Capital Outlay 648,170 324,810 238,500 1,693,940 228,000 Capital Improvement Project*- - - - - TOTAL ADMINISTRATIVE SERVICES 17,039,280$ 27,011,820$ 28,922,580$ 30,471,040$ 27,023,340$ 95 Page 1218 of 1369

OBJECT
CODE EXPENSE CLASSIFICATION 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

PERSONNEL EXPENSE
5110 Buy Backs 20,360$ 16,810$ 17,720$ 17,720$ 31,300$ 5111 Salaries - Full Time 1,394,710 1,414,960 1,732,160 1,706,010 1,990,090 5111 Salaries - Full Time (Vacancy Allowance)- (1,168,170) (2,715,080) (2,013,220) 5112 Salaries - Temporary/Part Time 192,250 278,610 228,440 358,740 522,990 5113 Overtime 13,840 13,710 24,450 30,890 33,000 5114 Catastrophic Leave Pay - 220 - - - 5115 Essential Worker Premium Pay - - 936,225 936,230 1,033,920 5116 Fringe Benefits 301,970 294,000 638,475 617,120 280,230 5117 Retirement Contributions 202,910 245,100 221,590 212,970 275,960 5118 Employee LTD Costs 32,000 30,290 46,000 46,000 46,000 5119 Unfunded Annual PERS Liability 499,540 - 1,169,810 1,169,810 648,350 5129 Unfunded Annual PERS Liability - Sworn 2,388,030 - - - - 5133 Overtime - Sworn Police - 19,310 - - - 5136 Fringe Benefits - Sworn Police - 1,560 - - - 5137 Retirement Contributions - Sworn Police - 200 - - - TOTAL PERSONNEL EXPENSES 5,045,610$ 2,314,770$ 3,846,700$ 2,380,410$ 2,848,620$

MAINTENANCE & OPERATIONS
5150 OPEB Expense -$ 277,000$ -$ -$ -$ 5205 Recruitment Costs - Other 1,230 2,810 8,700 8,700 8,700 5211 Postage 30,000 30,340 47,300 44,500 45,700 5212 Advertising 24,980 1,070 4,200 2,050 4,300 5213 Dues & Subscriptions 116,480 94,740 18,890 26,050 29,810 5215 Training/Conferences/Meetings 4,240 10,980 37,110 35,370 55,450 5216 Office Supplies 14,050 15,560 30,490 34,690 39,430 5217 Other Supplies/Materials 42,250 83,190 84,950 111,940 174,500 5218 Uniform Expense 720 1,300 1,500 5,600 9,080 5219 Registration/License/Permits 305,300 277,200 798,600 1,020,910 1,247,810 5220 Fuel Usage 1,920 6,360 5,550 9,550 10,300 5221 Mileage Reimbursement - 50 1,100 900 1,900 5222 Print/Mail Charges 1,210 1,890 3,850 6,900 11,370 5223 Information Systems Charges 390,310 - - - - 5224 Vehicle Charges 6,710 - - - - 5225 Building Maint & Operations 43,410 - - - - 5226 Team Building Expenses - - - - 1,900 5231 Office Equipment (Under 5,000)19,610 11,520 7,500 8,580 10,300 5232 Computer Equip (Under 5,000)201,150 279,860 55,500 85,770 110,000 5233 Other Equipment (Under 5,000)183,620 72,080 51,200 47,700 37,500 5234 Other Equipment Rental 54,470 79,700 67,520 87,020 105,020 5235 Copier Usage Expense 55,230 62,970 65,000 65,000 65,000 5236 Rent 2,140 1,870 2,500 2,500 18,000 5237 Utilities - Sewer - - - 5,280 1,000 5241 Utilities - Electric 76,770 112,610 117,000 186,250 192,000 5242 Utilities - Gas 13,330 13,910 16,000 18,080 27,500 5243 Utilities - Telephone 310,680 379,260 343,600 343,750 432,800 5244 Utilities - Water - - 343,580 342,070 343,770 5245 Maintenance - Building/Structure/Grounds - - - 39,500 - 5246 Maintenance - Equipment 280 280 - - - 5247 Maintenance - Vehicle 10 - - - - 5248 Maintenance - Other 5,890 13,730 - - - 5251 Legal Services 712,230 177,790 100,000 125,000 120,000 5252 Professional Services 47,810 53,140 65,880 125,310 85,400 5253 Contract Services 1,331,760 1,743,220 1,851,570 2,373,880 1,977,140 5254 Data Processing Services 501,940 678,140 819,030 831,800 626,710

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-24 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
96 Page 1219 of 1369

OBJECT
CODE EXPENSE CLASSIFICATION 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-24 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
5255 Banking Services 99,510 110,030 131,540 112,040 105,410 5258 Other Services 785,260 548,000 703,540 1,145,330 749,230 5261 Books & Digital Materials 114,760 151,600 165,580 165,580 165,580 5269 PTS Center Outcomes Research Fee - - - - - 5270 IBNR Claims Expense (757,260) 84,280 - - - 5271 Insurance Premium 1,219,380 1,658,020 1,902,220 1,902,220 2,421,390 5272 Claims Expense 3,478,850 2,209,980 2,511,040 2,511,040 2,045,000 5273 Workers Compensation Charges 135,150 - - - - 5274 Unemployment Charges 4,550 - - - - 5275 Long-term Disability Charges 8,780 - - - - 5276 Liability Charges 171,540 - - - - 5277 Loss Prevention Charges 8,770 - - - - 5290 Late Charges 1,620 1,290 - - 840 5291 Bad Debts Expense - 640 - - - 5294 Sponsor/Contribution/Donation - - 3,000 7,000 10,000 5297 Other Expenses 850 (100) - 10 - 5299 Prior Year Expenses (1,330) (4,940) - - - 5303 DDA/OPA 562,600 874,700 843,000 935,000 990,000 5321 Employee Incentive 14,850 20,930 31,500 31,500 45,000 5322 Health Premiums - Retirees (191,440) 360,170 345,370 345,370 343,130 5323 PERS Supplement 12,570 4,730 - - - 5325 Pension Expense - GASB 68 - 9,294,800 6,819,870 6,819,870 6,209,670 5326 Medical - Retirees 572,230 176,350 192,480 186,960 147,150 5327 Dental - Retirees 58,790 85,380 75,000 75,000 73,160 5328 Vision - Retirees 5,220 4,980 5,040 5,040 5,870 5329 COBRA 10,100 80 20,000 20,000 10,000 5410 ICRMA Liability Program Annual Assessment 87,690 87,690 87,700 87,700 87,700 5424 Bond Principal Payment 182,480 225,860 1,368,080 1,368,080 271,100 5425 Bond Interest Expense 260,250 245,440 759,260 759,260 597,450 5701 Information Systems Allocation Charges - 402,520 440,030 440,030 770,640 5702 Fleet - Maintenance & Repair Allocation - 11,620 10,370 10,370 20,660 5703 Vehicle Acquisition Allocation - 250 (204,500) (204,500) - 5704 Building Maintenance & Operation Allocation - 149,890 113,630 113,630 158,750 5705 Self Funded Liability Allocation - 281,300 339,010 339,010 422,530 5706 OPEB & Employee Benefits Allocation - 64,340 60,030 60,030 59,660 5707 PERS-UAL Allocation - 2,839,840 3,166,470 3,166,470 2,844,410 5999 Department Allocation Charges - - - - (400,000) TOTAL MAINTENANCE & OPERATIONS 11,345,500$ 24,372,240$ 24,837,380$ 26,396,690$ 23,946,720$

CAPITAL OUTLAY
5527 Buildings 145,740$ 10,300$ -$ -$ -$ 5528 Improvements Other Than Buildings 156,980 126,020 - 162,780 - 5529 Building Improvements - - - - 160,000 5530 Machinery & Equipment 219,730 188,490 90,000 1,223,660 50,000 5531 Vehicles 125,720 - 148,500 307,500 18,000 TOTAL CAPITAL OUTLAY 648,170$ 324,810$ 238,500$ 1,693,940$ 228,000$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ TOTAL CAPITAL IMPROVEMENTS PROJECTS -$ -$ -$ -$ -$ TOTAL DEPARTMENT 17,039,280$ 27,011,820$ 28,922,580$ 30,471,040$ 27,023,340$ 97 Page 1220 of 1369

FUND NO.101 211 229 751 753 755
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED

INSURANCE

INFORMATION

SYSTEMS
UAL &

EMPLOYEE

BENEFITS
2023-24

ADOPTED

PERSONNEL EXPENSE
5110 Buy Backs 26,600$ -$ -$ -$ 4,700$ -$ 31,300$ 5111 Salaries - Full Time 1,326,920 3,450 65,970 168,650 425,100 - 1,990,090 5111 Salaries - Full Time (Vacancy Allowance)(2,013,220) - - - - - (2,013,220) 5112 Salaries - Temporary/Part Time 522,990 - - - - - 522,990 5113 Overtime 33,000 - - - - - 33,000 5115 Essential Worker Premium Pay - - 1,033,920 - - - 1,033,920 5116 Fringe Benefits 109,550 1,020 29,670 42,690 97,300 - 280,230 5117 Retirement Contributions 196,850 420 7,860 20,220 50,610 - 275,960 5118 Employee LTD Costs - - - 46,000 - - 46,000 5119 Unfunded Annual PERS Liability 648,350 - - - - - 648,350 TOTAL PERSONNEL EXPENSES 851,040$ 4,890$ 1,137,420$ 277,560$ 577,710$ -$ 2,848,620$

MAINTENANCE & OPERATIONS
5205 Recruitment Costs - Other 8,700$ -$ -$ -$ -$ -$ 8,700$ 5211 Postage 45,700 - - - - - 45,700 5212 Advertising 4,300 - - - - - 4,300 5213 Dues & Subscriptions 21,330 - - 150 - 8,330 29,810 5215 Training/Conferences/Meetings 45,050 - - 5,400 5,000 - 55,450 5216 Office Supplies 38,330 - - 500 600 - 39,430 5217 Other Supplies/Materials 154,500 1,000 - - 15,000 4,000 174,500 5218 Uniform Expense 9,080 - - - - - 9,080 5219 Registration/License/Permits 13,400 - - 65,000 1,169,410 - 1,247,810 5220 Fuel Usage 9,700 - - - 600 - 10,300 5221 Mileage Reimbursement 1,800 - - - 100 - 1,900 5222 Print/Mail Charges 11,370 - - - - - 11,370 5226 Team Building Expenses 1,400 - - - 500 - 1,900 5231 Office Equipment (Under 5,000)9,300 - - - 1,000 - 10,300 5232 Computer Equip (Under 5,000)5,000 - - - 105,000 - 110,000 5233 Other Equipment (Under 5,000)7,500 - - - 30,000 - 37,500 5234 Other Equipment Rental 52,500 - - - 52,520 - 105,020 5235 Copier Usage Expense - - - - 65,000 - 65,000 5236 Rent 18,000 - - - - - 18,000 5237 Utilities - Sewer 1,000 - - - - - 1,000 5241 Utilities - Electric 192,000 - - - - - 192,000 5242 Utilities - Gas 27,500 - - - - - 27,500 5243 Utilities - Telephone - - - - 432,800 - 432,800 5244 Utilities - Water 343,770 - - - - - 343,770 5251 Legal Services 20,000 - - 100,000 - - 120,000 5252 Professional Services 50,400 - - - - 35,000 85,400

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-24 ANNUAL BUDGET
98 Page 1221 of 1369

FUND NO.101 211 229 751 753 755
OBJECT

CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED

INSURANCE

INFORMATION

SYSTEMS
UAL &

EMPLOYEE

BENEFITS
2023-24

ADOPTED

SUMMARY BY OBJECT CODE AND FUND

CITY OF UPLAND

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-24 ANNUAL BUDGET
5253 Contract Services 1,897,040 - - - - 80,100 1,977,140 5254 Data Processing Services - - - - 626,710 - 626,710 5255 Banking Services 85,410 - - - - 20,000 105,410 5258 Other Services 514,510 - - 221,120 5,000 8,600 749,230 5261 Books & Digital Materials 165,580 - - - - - 165,580 5271 Insurance Premium - - - 2,421,390 - - 2,421,390 5272 Claims Expense - - - 2,045,000 - - 2,045,000 5290 Late Charges - - - - 840 - 840 5294 Sponsor/Contribution/Donation 10,000 - - - - - 10,000 5303 DDA/OPA 990,000 - - - - - 990,000 5321 Employee Incentive - 20,000 - - - 25,000 45,000 5322 Health Premiums - Retirees - - - - - 343,130 343,130 5325 Pension Expense - GASB 68 - - - - - 6,209,670 6,209,670 5326 Medical - Retirees - - - - - 147,150 147,150 5327 Dental - Retirees - - - - - 73,160 73,160 5328 Vision - Retirees - - - - - 5,870 5,870 5329 COBRA 10,000 - - - - - 10,000 5410 ICRMA Liability Program Annual Assessment - - - 87,700 - - 87,700 5424 Bond Principal Payment 271,100 - - - - - 271,100 5425 Bond Interest Expense 597,450 - - - - - 597,450 5701 Information Systems Allocation Charges 733,630 - - - 37,010 - 770,640 5702 Fleet - Maintenance & Repair Allocation 16,280 - - - 4,380 - 20,660 5703 Vehicle Acquisition Allocation - - - - - - - 5704 Building Maintenance & Operation Allocation 158,750 - - - - - 158,750 5705 Self Funded Liability Allocation 422,530 - - - - - 422,530 5706 OPEB & Employee Benefits Allocation 42,240 - - 4,860 12,560 - 59,660 5707 PERS-UAL Allocation 2,682,420 - - 45,550 116,440 - 2,844,410 5999 Department Allocation Charges (400,000) - - - - - (400,000) TOTAL MAINTENANCE & OPERATIONS 9,288,570$ 21,000$ -$ 4,996,670$ 2,680,470$ 6,960,010$ 23,946,720$

CAPITAL OUTLAY
5529 Building Improvements -$ -$ 160,000$ -$ -$ -$ 160,000$ 5530 Machinery & Equipment - - - - 50,000 - 50,000 5531 Vehicles - - 18,000 - - - 18,000 TOTAL CAPITAL OUTLAY -$ -$ 178,000$ -$ 50,000$ -$ 228,000$

CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ -$ -$ TOTAL CAPITAL IMPROVEMENTS PROJECTS -$ -$ -$ -$ -$ -$ -$ TOTAL DEPARTMENT 10,139,610$ 25,890$ 1,315,420$ 5,274,230$ 3,308,180$ 6,960,010$ 27,023,340$ 99 Page 1222 of 1369

DEVELOPMENT SERVICES
City of Upland
Organizational Chart
Fiscal Year 2023-24

Development Services Director
Housing ManagerPlanning Manager Economic Development
Coordinator Management Analyst II
Senior Planner
Associate Planner
Development Services
Technician II
Project Planner
(Consultant)
Building Official/Plans
Examiner (Consultant)
Building Inspector II
Building Inspector I
Sr. Building Inspector Development Services
Technician II
Permit Technician
(Consultant)
Weed Abatement
Coordinator (Consultant)Housing Coordinator
Development Services
Technician II
Rehabilitation Programs
Administrator (Consultant)
Housing Programs
Coordinator (PT Consultant)
Accounting Technician
Administrative Assistant
(Part Time)
100 Page 1223 of 1369

MISSION STATEMENT

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

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

EXPENSE

CLASSIFICATION
Personnel $1,807,880 $1,619,550 $2,099,320 $2,045,200 $2,441,920 Maintenance & Operations 4,543,570 4,919,110 10,476,820 12,500,460 9,522,320 Capital Outlay 66,330 22,250 - 222,640 -
Capital Improvement Projects 4,270 117,390 130,550 613,350 544,170 TOTAL BUDGET $6,422,050 $6,678,300 $12,706,690 $15,381,650 $12,508,410

$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

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

2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

FUNDING SOURCES
GENERAL FUND $1,773,930 $2,180,630 $2,603,510 $2,780,820 $2,962,520 HOUSING 2,276,270 2,070,390 3,982,440 3,982,460 4,260,440 HOME 119,230 256,980 355,000 355,000 510,000
CDBG 864,800 956,180 796,200 1,629,740 924,690
PBIA 108,060 94,950 219,050 205,830 236,180
OTHER GRANTS 34,570 150,480 635,380 706,340 151,150 CALHOME 167,490 126,760 675,000 675,000 -
FEDERAL GRANT-CARES ACT 119,910 - - - -
AMERICAN RESCUE PLAN ACT - 1,050 70,460 1,675,480 145,340

ENERGY EFFICIENCY CAPITAL
IMPROV PROJECT 28,640 1,900 - - -
SUCCESSOR AGENCY 929,150 838,980 3,369,650 3,370,980 3,318,090 TOTAL BUDGET $6,422,050 $6,678,300 $12,706,690 $15,381,650 $12,508,410 101 Page 1224 of 1369

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, the Airport Land Use Committee, Planning Commission, and 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 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

BUILDING, PLANNING, AND

ECONOMIC DEVELOPMENT

DEVELOPMENT SERVICES
DIRECTOR 1.00 1.00 1.00 1.00 0.50

ECONOMIC DEVELOPMENT
COORDINATOR 1.00 1.00 1.00 1.00 0.90
MANAGEMENT ANALYST II 1.00 1.00 1.00 1.00 0.35
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00 0.00
PLANNING MANAGER 1.00 1.00 1.00 1.00 0.85
SENIOR PLANNER 0.00 1.00 1.00 1.00 0.80
ASSOCIATE PLANNER 1.00 1.00 1.00 1.00 1.00
ASSISTANT PLANNER 1.00 0.00 0.00 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 1.00 1.00 1.00 0.75
BUILDING INSPECTOR II 3.00 1.00 1.00 1.00 0.75
BUILDING INSPECTOR I 0.00 1.00 1.00 1.00 1.00

DEVELOPMENT SERVICES
TECHNICIAN II 2.00 2.00 2.00 2.00 1.85
TOTAL DIVISIONS 14.00 14.00 14.00 14.00 10.45
102 Page 1225 of 1369

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 2023-24 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 training 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. 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 boarding houses. 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 that will be sustainable and environmentally friendly, while also continuing to be affordable and reliable for the benefit of residential and business customers. ♦ 2021-2029 Housing Element Update - Per state law, the City must update the Housing Element of its 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 this 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’s allocation for the 2021-2029 planning period is 5,673 units.

103 Page 1226 of 1369

♦ Following certification of the 2021-2029 Housing Element Update, process zoning and General Plan land use changes to implement the policies and rezone sites on the housing site inventory identified in the 2021-2029 Housing Element Update. ♦ Plan for housing production by working with state and regional agencies in accommodating the City’s Regional Housing Needs Allocation (RHNA) and recommend land use designations and policies that would result in the production of housing for all segments of the population. ♦ Maintain a contract with a short-term rental consultant to 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 aid 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 various State land use mandates.

FY 2022-23 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.
♦ Participated in and coordinated the review of 180 planning projects through Administrative Approval, Technical Review Committee, Planning Commission, and City Council through March 2023.
104 Page 1227 of 1369

♦ As of May 2023, staff processed 49 recorded Accessory Dwelling Unit covenants. ♦ Coordinated with other city departments to process and issue approximately 24 Special Event and Film Permits, including for the Lemon Festival and the relocation of the Upland Farmer’s Market to Downtown.
♦ Processed 270 requests for address assignments.
♦ Provided customer service to an estimated 7,200 (30/day avg.) telephone inquiries. ♦ As of May 2023, processed 416 zoning clearance requests for new businesses in the City. ♦ Processed 5 Mills Act Contracts.
♦ Added one new historic property to the City’s local register of Historic Places. ♦ Worked on several ongoing and recurring projects such as the Division’s web site, continuing budget challenges, and monthly development highlights newsletter. ♦ Reviewed/responded to environmental documents prepared by other jurisdictions. ♦ Processed the Rose Glen Development Plan Project for 64 homes, which received approval from the City Council on October 10, 2022.
♦ Completed the amended design of the Downtown Upland Parklets Program located within Second Avenue between C Street and A Street and within 9th Street between First Avenue and Third Avenue.
♦ Provided environmental review documents (Notice of Exemption) and assistance to Public Works on Citywide CIP projects.
♦ Established a contract with a short-term rental consultant to implement the City’s short term rental program and properly regulate this land use and increase the City’s Transient Occupancy Tax revenue.
♦ 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, staff 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 the San Bernardino County Transportation Agency (SBCTA), SCAG, Gold Line Authority, and Caltrans to implement regional planning projects. Such projects include the SBCTA’s Metrolink 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. ♦ As of May 2023, the Planning Division received and responded to 26 public records requests.

105 Page 1228 of 1369

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

General Plan Amendments 0 4 3 3
Zone Change/Code Amendments 2 6 8 6
Specific Plan Reviews 1 2 3 1
Development Plan Review 12 6 10 8
Condititional Use Permits 12 4 10 8
Sign Design Reviews 49 81 65 65
Parcel Map/Tract Maps 3 5 4 4
Administrative Use Permits 12 28 28 25
Administrative Determinations 8 8 9 8
Environmental Impact Reports/Negative
Declarations 8 3 4 4
Mills Act 9 2 5 3
Temporary Use Permits 41 7 3 3
Special Event Permits 14 22 28 25
Appeals 1 0 0 0
Zoning Clearances 212 571 453 512
Covenants 37 62 59 65

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 Division also ensures the health and safety of building occupants by reviewing soil conditions, construction methods, and materials. The Division also conducts occupancy inspections for new businesses seeking establishment within the City.

The mission of the Division is to ensure the buildings and sites in Upland are safe and habitable structures where people can live, work, and play. In cooperation with the Planning Division, Engineering Division, and other agencies, the Building Division enforces the intent of legally established codes and regulations without unnecessary impact on owners, builders, and designers.

The Division strives to be proactive, creative, helpful, and responsive with an emphatic understanding of customer needs. The Division encourages willing compliance through the promotion of public awareness and administers 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. 106 Page 1229 of 1369

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 the City’s 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 2023-24 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 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. ♦ Implement and continue to develop the Business License Inspection Program. This program will require all business license applicants that will operate in a commercial building or space to first have the Building and Safety Division inspect the 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 both major and 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.
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♦ To refine the building inspection requests and scheduling processes and migrate this to the online portal.
♦ Continue to utilize consultant services to provide per diem coverage for our Building Inspectors.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Using the new online permit application program (CSS Portal), the city is currently experiencing more than a 98 percent online submittal rate for all permit applications. With this high user rate and the implementation of construction plan submittal through the CSS 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 to online permit processing and issuance through CSS Portal, has been educational as well as challenging. Staff is now capable of providing 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 the 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.
♦ Performed 90 percent of plan reviews within a 3 week turn-around time for more than 1,500 submitted permit applications. Of this total, approximately 900 applications were reviewed in 72 hours or less.
♦ Responded to approximately 10,200 (70/day avg.) phone inquiries. ♦ Conducted 99% of more than 4,000 inspections within 24 hours of request. ♦ With more than 3 months remaining in the current fiscal year, the total number of permits processed may exceed 2,000.
♦ Developed a Business License Inspection Program which requires all first-time and reinstatement of expired business license applicants to have the Building and Safety Department inspect their premises prior to issuance of a business license during which key elements of fire and life safety requirements are reviewed with the applicant. ♦ Adopted the 2022 California Building Code.
♦ As of May 2023, the Building Division received and responded to 100 public records requests.

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PERFORMANCE MEASUREMENTS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET
Inspections within 24 hours 99% 99% 99% 99%
Total number of inspections 8,200 8,950 13,200 11,800
Plan check turn-around time (business days) < 3 weeks < 3 weeks <4 weeks <3 weeks Total number of plan checks 1,530 2,275 2,250 1,900
Total number of building permits issued 3,112 3,420 3,235 2,850 Commercial buildings - New 7 15 12 16
Commercial buildings - TI & Alteration 46 103 75 65
Residential buildings - New 130 34 85 30
Residential buildings - Alteration & Addition 95 195 150 120 New multi-family units 82 35 120 75
Total Building Valuation $67,800,000 $69,500,000 $100,500,000 $85,000,000

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 2023-24 GOALS AND OBJECTIVES
♦ Receive City Council approval to declare nuisances and fire hazards a violation of the Upland Municipal Code and authorize staff to begin the weed abatement program. ♦ Inspect 28,000 properties for possible violations.
♦ Assess and lien non-compliant properties (300 properties). ♦ Abate non-compliant properties (60 properties).
♦ Resolve all violations as efficiently and effectively as possible. ♦ Continue to improve program marketing and outreach efforts to improve voluntary compliance with the Upland Municipal Code.
♦ Prepare a request for quotes for alternate landscaping services. ♦ Implement changes requested by the City Council in 2022 which will amend the noticing process.

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FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Inspected 22,602 properties.
♦ As of May 2023, Weed Abatement received and responded to 6 public records requests.

PERFORMANCE MEASUREMENTS 2020-21
ACTUAL*
2021-22
ACTUAL
2022-23

PROJECTED
2023-24
TARGET

Properties Inspected 0 22,601 22,601 22,601
Properties Assessed/Liened 0 268 90 80
Notices Sent Out 0 401 134 110
Properties Abated (via contractor) 0 78 50 40
* In response to the Covid-19 Pandemic, the City of Upland withheld the implementation of the Weed Abatement Program

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

FY 2023-24 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 businesses 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. ♦ 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.
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♦ Continue to utilize Parking and Business Improvement Area funds for the promotion and betterment of Historic Downtown Upland (HDU) and to enhance its economic vitality. ♦ 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. ♦ 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.
♦ Continue to attend and participate in training events and conferences. 111 Page 1234 of 1369

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ In May 2022, staff attended the Innovative Commerce Serving Communities (ICSC) conference in Las Vegas to attract retailers and promote Upland opportunities. ♦ In June 2022, the City entered into a purchase and sale agreement to sell a 650 square foot portion of a City-owned parking lot, deemed exempt surplus, to the owner of contiguous land at 101 N. 2nd Avenue.
♦ In November 2022, the City entered into a Disposition and Development Agreement with City Ventures for the purchase and development of City-owned property located at the northeast corner of First Avenue and A Street.
♦ In December 2022, the City entered into a lease agreement with AT&T Mobility Corporation for a faux water tank cellular tower located within Memorial Park. ♦ In February 2023, the City Council approved program guidelines for the new Raise-UP:

Restaurant Assistance for Increase Sales and Efficiency-Upland Grant Program. ♦ In April 2021, the City submitted a project proposal entitled Downtown Upland Main Street Economic Recovery and Revitalization Project in response to Congressman Pete Aguilar’s FY 22 Community Project Funding request. The City was awarded $1,000,000 of Community Project Funding for the project.
♦ In March 2023, Congresswoman Norma Torres presented the City with a Certificate of Special Congressional Recognition as a recipient of the Community Project Funding amount of $750,000 for FY 2023 for the Phase II of the Downtown Main Street Economic Recovery and Revitalization Project.
♦ Prepared and submitted the Possessory Interest Report to the San Bernardino County Assessor’s Office on February 6, 2022, for the period of January 2, 2022, to January 1, 2023. ♦ In February 2022, the City received a proposal from Gibson Construction, as part of a Request for Proposal process, for the sale and development of the City-owned half-acre property at Washington Boulevard and 6th Avenue to develop eight apartment homes. The City is in negotiations with the developer for the preparation of a Purchase and Sale Agreement. ♦ 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 have 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 26, 2022, 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.
♦ Updated the Economic Development Division website to share helpful information and links on business resources, funding sources, and relief programs to assist businesses. Business 112 Page 1235 of 1369

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. ♦ Partnered with the Small Business Development Center (SBDC) by 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 citywide projects, including new businesses. ♦ Identified available spaces for lease and properties for sale with in-house CoStar resource and assisted businesses with site selection.
♦ Negotiated lease terms and prepared a draft lease for a location on an existing cell tower facility proposed within the San Antonio Park.
♦ Efficiently managed 26 leases and one license agreement for city-owned properties. ♦ Monitored 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 Catch-UP Business Rental Assistance Program and assisted 17 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.
♦ As of May 2023, Economic Development received and responded to 1 public records request.

DEVELOPMENT SERVICES - ADMINISTRATIVE
This section captures the non-division specific goals and accomplishments of the Development Services Administrative Team.

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FY 2023-24 GOALS AND OBJECTIVES
♦ Develop a file closure and audit process for all Development Services files. ♦ Develop department policy and procedures.
♦ Schedule Planning Commission interviews.
♦ Continue settling the daily Development Services transaction batch. ♦ Continue to evaluate, train, and provide feedback to employees. ♦ Continue to evaluate and improve internal processes and optimize departmental operations. ♦ To digitalize all paper records and relocate permanent records to an off-site facility to optimize real estate within city hall for future office space.
♦ To continue seeking new grants and monitoring grants that have already been secured.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Secured a FY22 grant for $1M from congressman Pete Aguilar for the Tom Thomas Magnolia Plaza (TTMP) in Downtown Upland.
♦ Secured a FY23 grant for $750,000 from congressmember Norma Torres for Phase II of the TTMP in Downtown Upland.
♦ Secured a $300,000 LEAP Grant (Local Early Action Planning) for the implementation of the legislative items identified in the Housing Element.
♦ Secured and began spending a $310,000 SB2 (Senate Bill) Planning Grant. This grant is being used to fund the Housing Element consultant and the ADU (Accessory Dwelling Unit) workbook and materials.
♦ Amended and resubmitted reimbursement materials for the 2020 Census Grant. ♦ Corrected the SMIP fee, revenue account, and calculation form. ♦ Purchased and installed a large format scanner.
♦ Reconfigured Development Services storage space, counter, and staff walk path. ♦ Coordinated with the City Clerk’s Office for the implementation of e-Scribe agenda software which is now being used for Planning Commission meetings. ♦ Coordinated with IT Services for the integration and audit of Development Services files copied into Laserfiche from Questys.
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♦ Coordinated with IT services for Energov (permitting software) changes including a software upgrade, training, and revised workflows.
♦ The Management Analyst attended training to become a notary public.

HOUSING
The mission of the Housing Division is to use local, State and Federal resources to their highest and best use and to develop vibrant, diverse, affordable, and sustainable communities for all.

PERSONNEL
PERMANENT POSITIONS 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2023-24

ADOPTED

GENERAL
FUND

ALLOCATION

HOUSING
HOUSING MANAGER 1.00 1.00 1.00 1.00 0.00
HOUSING COORDINATOR 1.00 1.00 1.00 1.00 0.00

DEVELOPMENT SERVICES
TECHNICIAN II 0.00 1.00 1.00 1.00 0.10
TOTAL DIVISION 2.00 3.00 3.00 3.00 0.10

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 2023-24 GOALS AND OBJECTIVES
♦ Continue to collaborate with Upland Community Housing Inc. (“UCHI”) to enter into a Developer Disposition Agreement (DDA) that will expand the Coy Estes Senior Housing Apartment by constructing an additional 72 units for seniors. ♦ Continue to collaborate with Gibson and Crestwood (developers) to enter into a DDA to create market rate housing on Washington Avenue & 6th.
♦ Continue to work with City Ventures to build 29 townhomes on a city-owned 1-acre parcel on the northwest corner of First Avenue and A Street. When complete, 5 units will remain affordable for persons with incomes at or below 80% of the Area Median Income for San Bernardino County.
♦ Address homelessness by supporting the efforts of the San Bernardino County Continuum of Care and funding programs that provide direct outreach, support services and housing to or residents who are homeless or at risk of becoming homeless. ♦ Prepare and submit the annual Housing Element activities report to the CA Department of Housing and Community Development (HCD).
♦ Prepare and submit a HOME waiver for the after-rehabilitation value limit for both the State HOME HIP and First Time Homebuyer (FTHB) programs.
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♦ Develop strategies to create additional affordable housing opportunities, including:

1. Direct new housing growth into strategic locations that strengthen the City’s economy, maximizes existing and planned infrastructure, and fosters the use and development of transit and multi-modal transportation. The areas include Historic Downtown, Foothill Boulevard, Southeast Quadrant and College Heights.

2. Continue to work collaboratively with nonprofit, for-profit, and faith-based organizations in the community to address the housing and supportive services of residents and those with special housing needs.

3. Support the maintenance, rehabilitation and continued long-term preservation of publicly subsidized rental housing that is affordable to lower income and special needs households.

4. Preserve the long-term affordability, condition, quality, and viability of mobile home parks in the community through rent stabilization and proactive maintenance and repair of units.

5. Continue to process second and accessory dwelling units as permitted by the municipal code.

6. Continue to permit and encourage density bonuses, lot consolidations, and other means to build market rate and affordable housing.

7. Support and increase opportunities for residents and Upland employees to achieve homeownership through the provision of financial or regulatory assistance where feasible.
♦ Procure auditing services to 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 2022-23 MAJOR ACCOMPLISHMENTS
♦ Earned approximately a net $2.6 million from the efficient operation of the Sunset Ridge, Village, and Magnolia Colony Apartments.
♦ Received City Council approval to adopt a resolution approving the DDA and Regulatory Agreement for the sale of city-owned surplus land to City Ventures Homebuilding LLC., for a proposed residential project of 29 townhouse homes, with at least 15% of those homes restricted for lower-income first-time homebuyers.
♦ Coordinated and received the biannual appraisal of Housing property assets with a value of $65,585,000.
♦ Prepared and submitted the Annual Progress Report on the Housing Element to the HCD. 116 Page 1239 of 1369

♦ Oversaw and monitored 300 housing units.
♦ Monitored annual revisions to the Consumer Price Index and notified all mobile home park owners of rent increases allowed under the City’s Mobile Home Park Rent Stabilization Ordinance.
♦ Reconciled program loans related to the financial audit. ♦ Balanced the Housing rent revenue budget for FY 2022-23. ♦ Completed the Low-and-Moderate-Income Housing Fund report for FY 2022-23. ♦ Received 1 Housing loan payoff.

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 2023-24 GOALS AND OBJECTIVES
♦ Implement the City’s State HOME and CalHome grant programs to finance approximately three (3) new Housing Improvement Program (HIP), single-family housing rehabilitation project loans and one (1) First Time Homebuyers Program loan. ♦ Continue to service the approximately $5.1 million State HOME and CalHome program loan portfolio.
♦ Continue to implement new green building standards in the Housing Improvement Program. ♦ Update program manuals, as needed.
♦ Prepare and timely submit 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.

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FY 2022-23 MAJOR ACCOMPLISHMENTS
♦Prepared and submitted quarterly reports to HCD for both the State HOME and CalHome programs.
♦Successfully completed HCD’s annual review of State HOME and CalHome program grants. ♦Received 1 HOME loan payoff, received 2 CalHome loan payoffs, and 0 partial interest/principal CalHome payment for FY 2022-23.
♦Prepared and submitted another waiver for the Sales/Value limit (203b) and continued discussions with HCD.
♦Recorded CalHome annual anticipated 5% service fee on Reuse Account as Housing revenue. ♦Prepared and submitted a CalHome grant application to HDC for a five-year cycle funding award for FY 2023-2028.
♦Monitored the expenditure of the PLHA program annual funding of $277,837. ♦Assisted 25 unhoused persons with direct services.

COMMUNITY DEVELOPMENT BLOCK GRANT
The City receives an annual allocation of the Community Development Block Grant (CDBG) from the U.S. Department of Housing and Urban Development (HUD). These funds are used to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic opportunities, principally for low-to-moderate-income persons.

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 2023-24 GOALS AND OBJECTIVES
♦Implement the City’s $623,645 CDBG Funds/Program for FY 2023-24 and administer and monitor all sub-recipient CDBG contracts.
♦Promote equal and fair housing opportunities for residents from all walks of life to provide adequate choices to purchase or rent a home or live in a neighborhood that is best suited to individual needs.
♦Promote new local jobs in the downtown area to people of low-to-moderate-income through the implementation of the City’s Business Assistance and Attraction Program (BAAP). For FY 2023-24, the City anticipates funding 2 BAAP projects. ♦Continue to implement the Commercial Rehabilitation Program (CRP) for Historic Downtown revitalization and façade improvements in order to preserve and beautify historical commercial corridors. Two (2) CRP projects are planned.
♦Prepare and submit the annual CDBG Action Plan to HUD using the e-Con Planning Suite. 118 Page 1241 of 1369

♦ Prepare and submit all HUD financial and performance reporting documents on a timely basis. ♦ Comply with all applicable HUD directives with respect to the operation of the CDBG program.
♦ Continue to participate in HUD training to develop skills, build knowledge, and enhance staff capacity for the purpose of designing, implementing, and administering the City’s HUD programs.
♦ Continue to implement the Emergency Repair Program (ERP) which assists up to ten (10) extremely low-income families by providing small-scale emergent code repairs to their owner- occupied, single-family homes or mobile homes.
♦ Continue to administer and monitor all sub-recipient CDBG-CV and CDBG-CV3 contracts. ♦ Continue to assist ten (10) non-profit organizations in providing public service programs to approximately 1,162 Upland residents.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ Administered the City’s $1,538,675 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, reported, and monitored all sub-recipient CDBG, CDBG-CV1, and CDBG-CV3 contracts.
♦ Conducted an introductory CDBG presentation to the City Council Advisory Committee. ♦ Submitted the Action Plan for FY 2022-23 to HUD. This document serves as the City’s application for federal funding set aside to provide affordable housing, anti-poverty programs and infrastructure development.
♦ Prepared and submitted the year-end report (CAPER) for FY 2021-22 to HUD. ♦ Received the 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 all required financial and performance reporting documents with HUD. ♦ Reviewed the goals of the current Analysis of Impediments to Fair Housing Choice with the Inland Fair Housing and Mediation Board.
♦ Through the City’s Business Assistance and Attraction Program, the City funded 3 Historic Downtown businesses owners with subsidies to promote new local jobs to persons of low-to- moderate income.
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♦ Through the Commercial Rehabilitation Program, the City subsidized 4 façade and infrastructure improvements projects within the Downtown business area. ♦ Assisted 18 extremely low-income owner-occupied households through the Emergency Repair Program (ERP).
♦ Participated in the single audit process for FY 2021-22 CDBG funding.

SUCCESSOR AGENCY ADMINISTRATION
AB 26 dissolved Community Redevelopment Agencies (CRA’s) and created Successor Agencies as a part of winding down redevelopment financial affairs. Oversight Boards were also created to review successor agency actions.

The Successor Agency Administration 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. One of the two bonds will mature this year. The final payment for the Tax Allocation Refunding Bonds 2013 (TARB) is scheduled for September 2023.

FY 2023-24 GOALS AND OBJECTIVES
♦ Prepare a Department of Finance (DOF) Prior Period Adjustment Report (PPA) and submit the five (5) back up County reports and back up materials to the DOF and the Countywide Oversight Board (CWOB).
♦ Continue to balance the Successor Agency budget for FY 2023-24. ♦ Obtain quotes and hire a financial consulting firm to assist with the preparation of the Last and Final ROPS (Recognized Obligation Payment Schedule).
♦ Submit the last and final ROPS to the DOF and the County Auditor-Controller’s Office.

FY 2022-23 MAJOR ACCOMPLISHMENTS
♦ 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. ♦ Prepared the 2023-24 annual ROPS which was reviewed and approved by the Countywide Oversight Board, the DOF, and the County Auditor-Controller. ♦ Received approval for $195,000 in the FY24 Administrative Allocation. The City reduced administrative costs requested at the direction of the DOF, given the number and nature of the obligations listed on the ROPS. The CWOB commended the City’s efforts in this reduction. ♦ Attended one (1) Oversight Board meeting.
♦ Balanced the Successor Agency budget for FY 2021-22. (Cash balance and PPA reports on expenditures from three years prior i.e., FY24 ROPS reports expenditures from FY21.) 120 Page 1243 of 1369

DEVELOPMENT SERVICES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
2201 BUILDING AND SAFETY
Personnel 338,830$ 311,360$ 496,950$ 496,950$ 600,450$ Maintenance & Operations 614,250 913,650 1,061,950 1,096,600 1,103,720 Capital Outlay - 8,900 - - - TOTAL BUILDING AND SAFETY 953,080$ 1,233,910$ 1,558,900$ 1,593,550$ 1,704,170$ 2202 WEED ABATEMENT
Personnel 12,510$ 140$ -$ -$ -$ Maintenance & Operations 2,140 31,670 93,590 101,020 109,500 Capital Outlay - - - - - TOTAL WEED ABATEMENT 14,650$ 31,810$ 93,590$ 101,020$ 109,500$ 2203 ECONOMIC DEVELOPMENT
Personnel 82,220$ 102,220$ 110,180$ 110,180$ 164,560$ Maintenance & Operations 121,390 209,280 231,920 261,930 217,310 Capital Outlay - - - - - TOTAL ECONOMIC DEVELOPMENT 203,610$ 311,500$ 342,100$ 372,110$ 381,870$ 2204 PLANNING COMMISSION
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 13,880 6,860 20,650 20,650 16,650 Capital Outlay - - - - - TOTAL PLANNING COMMISSION 13,880$ 6,860$ 20,650$ 20,650$ 16,650$ 2205 PLANNING
Personnel 270,550$ 330,990$ 443,950$ 443,950$ 497,290$ Maintenance & Operations 306,160 257,560 138,320 243,540 248,040 Capital Outlay - - - - - TOTAL PLANNING 576,710$ 588,550$ 582,270$ 687,490$ 745,330$ 2207 SANTA FE DEPOT
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 12,000 8,000 6,000 6,000 5,000 Capital Outlay - - - - - TOTAL SANTA FE DEPOT 12,000$ 8,000$ 6,000$ 6,000$ 5,000$ 101 TOTAL GENERAL FUND
Personnel 704,110$ 744,710$ 1,051,080$ 1,051,080$ 1,262,300$ Maintenance & Operations 1,069,820 1,427,020 1,552,430 1,729,740 1,700,220 Capital Outlay - 8,900 - - - TOTAL GENERAL FUND 1,773,930$ 2,180,630$ 2,603,510$ 2,780,820$ 2,962,520$ 201 TOTAL HOUSING FUND
Personnel 732,460$ 509,040$ 627,230$ 621,720$ 788,790$ Maintenance & Operations 1,543,810 1,561,350 3,355,210 3,360,740 3,471,650 Capital Outlay - - - - - TOTAL HOUSING FUND 2,276,270$ 2,070,390$ 3,982,440$ 3,982,460$ 4,260,440$ 208 TOTAL HOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 119,230 256,980 355,000 355,000 510,000 Capital Outlay - - - - - TOTAL HOME PROGRAM FUND 119,230$ 256,980$ 355,000$ 355,000$ 510,000$

CITY OF UPLAND

EXPENDITURE SUMMARY BY DIVISION
FY 2023-24 ADOPTED BUDGET
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DEVELOPMENT SERVICES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED
209 TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Personnel 132,510$ 120,630$ 47,280$ 47,280$ 58,090$ Maintenance & Operations 727,390 726,310 748,920 1,193,820 583,150 Capital Outlay 790 13,350 - 222,640 - Capital Improvement Projects 4,110 95,890 - 166,000 283,450 TOTAL CDBG FUND 864,800$ 956,180$ 796,200$ 1,629,740$ 924,690$ 210 TOTAL PARKING BUSINESS IMPROVEMENT AREA (PBIA) FUND Personnel -$ -$ -$ -$ -$ Maintenance & Operations 42,360 73,450 88,500 88,500 94,800 Capital Outlay 65,540 - - - - Capital Improvement Projects 160 21,500 130,550 117,330 141,380 TOTAL PBIA FUND 108,060$ 94,950$ 219,050$ 205,830$ 236,180$ 217 TOTAL OTHER GRANTS FUND
Personnel 1,870$ 68,650$ 125,900$ 125,900$ 151,150$ Maintenance & Operations 32,700 81,830 509,480 580,440 - Capital Outlay - - - - - TOTAL OTHER GRANTS FUND 34,570$ 150,480$ 635,380$ 706,340$ 151,150$ 222 TOTAL CALHOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 167,490 126,760 675,000 675,000 - Capital Outlay - - - - - TOTAL CALHOME PROGRAM FUND 167,490$ 126,760$ 675,000$ 675,000$ -$ 226 TOTAL FEDERAL GRANT-CARES ACT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 119,910 - - - - Capital Outlay - - - - - TOTAL FEDERAL GRANT-CARES ACT FUND 119,910$ -$ -$ -$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ 250$ 70,460$ 21,850$ 26,000$ Maintenance & Operations - 800 - 1,323,610 - Capital Outlay - - - - - Capital Improvement Projects - - - 330,020 119,340 TOTAL ARPA FUND -$ 1,050$ 70,460$ 1,675,480$ 145,340$ 427 TOTAL ENERGY EFFICIENCY CAPITAL IMP PROJECT FUND
Personnel -$ -$ -$ -$ -$ Maintenance & Operations 28,640 1,900 - - - Capital Outlay - - - - - TOTAL ENERGY EFF CAPITAL IMP FUND 28,640$ 1,900$ -$ -$ -$ 805 TOTAL SUCCESSOR AGENCY FUND
Personnel 236,930$ 176,270$ 177,370$ 177,370$ 155,590$ Maintenance & Operations 692,220 662,710 3,192,280 3,193,610 3,162,500 Capital Outlay - - - - - TOTAL SUCCESSOR AGENCY FUND 929,150$ 838,980$ 3,369,650$ 3,370,980$ 3,318,090$

TOTAL DEVELOPMENT SERVICES
Personnel 1,807,880$ 1,619,550$ 2,099,320$ 2,045,200$ 2,441,920$ Maintenance & Operations 4,543,570 4,919,110 10,476,820 12,500,460 9,522,320 Capital Outlay 66,330 22,250 - 222,640 - Capital Improvement Projects*4,270 117,390 130,550 613,350 544,170 TOTAL DEVELOPMENT SERVICES 6,422,050$ 6,678,300$ 12,706,690$ 15,381,650$ 12,508,410$ *For Capital Improvement Projects details, see the Capital Improvement Project section. 122 Page 1245 of 1369

OBJECT
CODE EXPENSE CLASSIFICATION 2020-21
ACTUAL
2021-22
ACTUAL
2022-23

ADOPTED
2022-23

AMENDED
2023-24

ADOPTED

PERSONNEL EXPENSE
5110 Buy Backs 13,610$ 26,000$ 20,600$ 20,600$ 54,600$ 5111 Salaries - Full Time 1,060,110 1,153,600 1,482,260 1,443,610 1,698,060 5112 Salaries - Temporary/Part Time 80,860 52,490 41,370 41,370 45,820 5113 Overtime 21,590 20,740 23,500 23,500 28,000
5116 Fringe Benefits 244,950 250,930 372,870 358,880 417,270 5117 Retirement Contributions 120,300 115,790 158,720 157,240 198,170 5119 Unfunded Annual PERS Liability 266,460 0 - - - TOTAL PERSONNEL EXPENSES 1,807,880$ 1,619,550$ 2,099,320$ 2,045,200$ 2,441,920$

MAINTENANCE & OPERATIONS
5211 Postage 30$ 60$ 600$ 600$ 600$ 5212 Advertising 26,660 23,390 29,500 34,380 39,000 5213 Dues & Subscriptions 7,990 18,250 21,800 31,100 29,720 5215 Training/Conferences/Meetings 3,270 10,680 24,720 23,920 27,220 5216 Office Supplies 4,160 4,840 5,450 5,550 5,450 5217 Other Supplies/Materials 39,090 40,050 12,730 3,510 4,500 5218 Uniform Expense 1,220 1,720 1,000 1,700 2,700 5219 Permits/Licenses/Fee/Assessments - - 20 20 - 5220 Fuel Usage 2,700 2,170 4,500 4,200 4,100 5221 Mileage Reimbursement 120 170 400 400 1,800 5222 Print/Mail Charges 1,230 1,480 2,400 2,200 4,950 5223 Information Systems Charges 160,230 - - - - 5224 Vehicle Charges 13,470 - - - - 5225 Building Maint & Operations 12,000 - - - - 5226 Team Building Expenses - - - - 1,500 5231 Office Equipment (Under 5,000)- 3,820 200 28,700 320 5232 Computer Equip. (Under $5000.)2,740 3,070 100 100 100 5233 Other Equipment - 1,270 3,020 3,420 - 5241 Utilities - Electric 200 130 200 500 500 5243 Utilities - Telephone 1,190 2,200 4,000 4,000 4,000 5245 Maintenance - Building/Structure/Grounds 18,820 43,810 63,000 63,000 102,800 5251 Legal Services 4,420 230 19,500 15,440 12,000 5252 Professional Services 777,820 840,670 914,520 1,115,420 984,600 5253 Contract Services 65,370 54,460 365,630 420,810 54,950 5255 Banking Services 21,220 45,080 44,100 57,100 57,400 5258 Other Services 789,740 751,580 2,416,800 4,029,510 2,128,020 5273 Workers Compensation Charges 119,760 - - - - 5274 Unemployment Charges 4,030 - - - - 5275 Long-term Disability Charges 7,790 - - - - 5276 Liability Charges 152,020 - - - - 5277 Loss Prevention Charges 7,780 - - - - 5291 Bad Debts Expense - 10,500 - - - 5296 Pass-Thru Expense 97,780 120,390 - - - 5299 Prior Year Expenses - 5,560 - - - 5301 Grants 67,860 - - - - 5302 Loans - - - - 100,000 5305 Emergency Repairs Program - 10,000 - 20,000 20,000 5310 Forgivable Loans 25,000 75,000 232,540 324,780 139,490 5314 HIP Loans 111,160 47,190 345,000 345,000 230,000 5315 FRHB Loans - - 685,000 685,000 280,000 5424 Bond Principal Expense 556,920 580,250 3,134,065 3,134,070 3,279,580 5425 Bond Interest Expense 1,109,810 854,050 1,011,625 1,011,630 865,990 5601 FY Net Loan Activity 329,970 437,570 - - - 5701 Information Systems Allocation Charges - 177,850 210,340 210,340 200,120 5702 Fleet - Maintenance & Repair Allocation - 2,380 6,680 6,680 3,980 5703 Vehicle Acquisition Allocation - - - - - 5704 Building Maintenance & Operation Allocation - 14,260 6,000 6,000 50,000

CITY OF UPLAND

DEVELOPMENT SERVICES DEPARTMENT
FY 2023-24 ANNUAL BUDGET

SUMMARY BY OBJECT CODE
123 Page 1246 of 1369