FUND NO.101 211 229 751 753 755
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED
INSURANCE
INFORMATION
SYSTEMS
UAL &
EMPLOYEE
BENEFITS
2024-25
PROPOSED
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2024-25 ANNUAL BUDGET
5707 PERS-UAL Allocation 3,672,860 - - 61,340 138,610 - 3,872,810 5999 Maintenance & Operations Allowance (500,000) - - - - - (500,000) TOTAL MAINTENANCE & OPERATIONS 9,569,990$ 28,800$ -$ 4,529,580$ 2,715,280$ 10,624,350$ 27,468,000$
CAPITAL OUTLAY
5529 Building Improvements -$ -$ -$ -$ -$ -$ -$ 5530 Machinery & Equipment - - - - 147,120 - 147,120 5531 Vehicles - 40,000 - - - - 40,000 TOTAL CAPITAL OUTLAY -$ 40,000$ -$ -$ 147,120$ -$ 187,120$ TOTAL DEPARTMENT 10,643,910$ 73,830$ 94,180$ 4,939,210$ 3,452,750$ 10,624,350$ 29,828,230$ 107 Page 473 of 624
FUND NO.101 211 229 751 753 755
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED
INSURANCE
INFORMATION
SYSTEMS
UAL &
EMPLOYEE
BENEFITS
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 23,300$ -$ -$ -$ 4,700$ -$ 28,000$ 5111 Salaries - Full Time 1,507,590 3,820 72,610 290,090 445,870 - 2,319,980 5111 Salaries - Full Time (Vacancy Allowance) (2,340,190) - - - - - (2,340,190) 5112 Salaries - Temporary/Part Time 522,990 - - - - - 522,990 5113 Overtime 43,400 - - - - - 43,400 5116 Fringe Benefits 439,600 1,230 17,180 81,630 116,720 - 656,360 5117 Retirement Contributions 199,980 450 8,290 33,510 51,950 - 294,180 5118 Employee LTD Costs - - - 32,000 - - 32,000 5119 Unfunded Annual PERS Liability 657,490 - - - - - 657,490 TOTAL PERSONNEL EXPENSES 1,054,160$ 5,500$ 98,080$ 437,230$ 619,240$ -$ 2,214,210$
MAINTENANCE & OPERATIONS
5205 Recruitment Costs - Other 5,100$ -$ -$ -$ -$ -$ 5,100$ 5211 Postage 47,610 - - - - - 47,610 5212 Advertising 5,120 - - - - - 5,120 5213 Dues & Subscriptions 13,920 - - 150 5,100 2,860 22,030 5215 Training/Conferences/Meetings 51,530 - - 5,510 - - 57,040 5216 Office Supplies 44,070 - - - 620 - 44,690 5217 Other Supplies/Materials 177,010 1,020 - - 15,400 4,080 197,510 5218 Uniform Expense 16,150 - - - - - 16,150 5219 Registration/License/Permits 16,580 - - 66,300 153,670 25,000 261,550 5220 Fuel Usage 9,940 - - - 620 - 10,560 5221 Mileage Reimbursement 1,840 - - - 110 - 1,950 5222 Print/Mail Charges 20,760 - - - - - 20,760 5226 Team Building Expenses 3,860 - - - 510 - 4,370 5231 Office Equipment (Under 5,000)11,630 - - - 1,020 - 12,650 5232 Computer Equip (Under 5,000)5,100 - - - 105,000 - 110,100 5233 Other Equipment (Under 5,000)11,200 - - - 30,600 - 41,800 5234 Other Equipment Rental 154,250 - - - 55,150 - 209,400 5235 Copier Usage Expense - - - - 68,250 - 68,250 5236 Rent 4,200 - - - - - 4,200 5237 Utilities - Sewer 1,200 - - - - - 1,200 5239 Software Subscriptions 18,060 - - - 1,491,300 - 1,509,360
CITY OF UPLAND
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
108 Page 474 of 624
FUND NO.101 211 229 751 753 755
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED
INSURANCE
INFORMATION
SYSTEMS
UAL &
EMPLOYEE
BENEFITS
2025-26
PROPOSED
CITY OF UPLAND
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
5241 Utilities - Electric 199,800 - - - - - 199,800 5242 Utilities - Gas 28,310 - - - - - 28,310 5243 Utilities - Telephone - - - - 444,500 - 444,500 5244 Utilities - Water 25,880 - - - - - 25,880 5251 Legal Services 23,040 - - 224,400 - - 247,440 5252 Professional Services 69,530 - - - - 45,700 115,230 5253 Contract Services 2,178,890 - - - - 24,360 2,203,250 5254 Data Processing Services - - - - 262,890 - 262,890 5255 Banking Services 94,050 - - - - 10,000 104,050 5258 Other Services 585,270 - - 282,370 5,100 8,770 881,510 5261 Books & Digital Materials 165,580 - - - - - 165,580 5271 Insurance Premium - - - 1,928,880 - - 1,928,880 5272 Claims Expense - - - 2,085,900 - - 2,085,900 5290 Late Charges - - - - 860 - 860 5294 Sponsor/Contribution/Donation 35,000 - - - - - 35,000 5303 DDA/OPA 1,122,000 - - - - - 1,122,000 5320 Tuition Reimbursement 3,570 - - - - - 3,570 5321 Employee Incentive - 28,360 - - - 67,610 95,970 5322 Health Premiums - Retirees - - - - - 334,170 334,170 5325 Pension Expense - GASB 68 - - - - - 9,948,460 9,948,460 5326 Medical - Retirees - - - - - 88,850 88,850 5327 Dental - Retirees - - - - - 72,270 72,270 5328 Vision - Retirees - - - - - 6,120 6,120 5329 COBRA 10,200 - - - - - 10,200 5410 ICRMA Liability Program Annual Assessment - - - 87,700 - - 87,700 5424 Bond Principal Payment 313,940 - - - - - 313,940 5425 Bond Interest Expense 530,150 - - - - - 530,150 5429 Residual Equity - - - - - - - 5701 Information Systems Allocation Charges 549,940 - - - 44,940 - 594,880 5702 Fleet - Maintenance & Repair Allocation 11,780 - - - 2,610 - 14,390 5703 Vehicle Acquisition Allocation (222,000) - - - - - (222,000) 5704 Building Maintenance & Operation Allocation 373,420 - - - - - 373,420 5705 Self Funded Liability Allocation 390,430 - - - - - 390,430 5706 OPEB & Employee Benefits Allocation (1,320,320) - - 4,760 10,840 - (1,304,720) 109 Page 475 of 624
FUND NO.101 211 229 751 753 755
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL AQMD ARPA SELF-FUNDED
INSURANCE
INFORMATION
SYSTEMS
UAL &
EMPLOYEE
BENEFITS
2025-26
PROPOSED
CITY OF UPLAND
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
5707 PERS-UAL Allocation 3,671,090 - - 62,840 136,440 - 3,870,370 5999 Maintenance & Operations Allowance (500,000) - - - - - (500,000) TOTAL MAINTENANCE & OPERATIONS 8,958,680$ 29,380$ -$ 4,748,810$ 2,835,530$ 10,638,250$ 27,210,650$
CAPITAL OUTLAY
5529 Building Improvements -$ -$ -$ -$ -$ -$ -$ 5530 Machinery & Equipment - - - - 145,060 - 145,060 5531 Vehicles - 120,000 - - - - 120,000 TOTAL CAPITAL OUTLAY -$ 120,000$ -$ -$ 145,060$ -$ 265,060$ TOTAL DEPARTMENT 10,012,840$ 154,880$ 98,080$ 5,186,040$ 3,599,830$ 10,638,250$ 29,689,920$ 110 Page 476 of 624
DEVELOPMENT SERVICES
City of Upland
Organizational Chart
Fiscal Year 2024-25 & 2025-26
Development Services Director
Planning Manager
Senior Planner
Assistant
Planner (2)
Project Planner
(Consultant)
Plans
Examiner
Building
Official
Sr. Building
Inspector
Building
Inspector II
Building
Inspector I
Development
Services
Technician II
Permit
Technician
(Consultant)
Housing Manager
Weed Abatement
Coordinator
(Consultant)
Housing
Coordinator
Development
Services
Specialist
Rehabilitiation
Program
Administator
(Consultant)
Rehabilitation
Programs
Coordinator
(Part Time)
Economic Development
Coordinator Management Analyst
Budget
Specialist
Administrative
Assistant
111 Page 477 of 624
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.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $1,619,550 $1,959,360 $2,441,920 $2,441,920 $2,809,330 $2,948,540 MAINTENANCE & OPERATIONS 4,919,110 5,020,010 9,522,320 11,666,970 10,534,760 9,147,230 CAPITAL OUTLAY 22,250 18,460 - 203,590 - - CAPITAL IMPROVEMENT PROJECTS 117,390 389,460 544,170 262,750 739,780 - TOTAL BUDGET $6,678,300 $7,387,290 $12,508,410 $14,575,230 $14,083,870 $12,095,770
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Development Services Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
GENERAL FUND $2,180,630 $2,489,930 $2,962,520 $2,924,610 $3,387,530 $3,471,860 HOUSING 2,070,390 2,252,530 4,260,440 4,260,440 4,984,570 4,929,930 HOME 256,980 35,740 510,000 510,000 1,010,000 730,000 CDBG 956,180 1,069,610 924,690 1,196,510 783,090 80,130 PBIA 94,950 49,440 236,180 219,470 137,680 72,980 OTHER GRANTS 150,480 305,880 151,150 553,810 - - CALHOME 126,760 20,390 - 480,000 860,000 -
AMERICAN RESCUE PLAN ACT 1,050 588,360 145,340 1,112,300 122,570 -
ENERGY EFFICIENCY CAPITAL
IMPROV PROJ 1,900 - - - - -
SUCCESSOR AGENCY 838,980 575,410 3,318,090 3,318,090 2,798,430 2,810,870 TOTAL BUDGET $6,678,300 $7,387,290 $12,508,410 $14,575,230 $14,083,870 $12,095,770 112 Page 478 of 624
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 a “one-stop permit” center; providing customer assistance; conducting development review; reviewing improvement plans, building permits, and business licenses for compliance with City regulations; enforcing the zoning and subdivision codes; and completing special projects as needed. The division also carries out environmental reviews as required by the California Environmental Quality Act (CEQA) and provides environmental data and information on current State requirements to City departments and the public.
As the community grows, the Planning Division assists the city in maintaining its quality of life by meeting the needs for long-range land use, circulation, and public facilities. In doing this, the division provides a professional level of development services support to the public, applicants, City departments, Airport Land Use Committee, Planning Commission, and the City Council.
The Upland General Plan is the official document used by the City’s decision-makers and citizens to guide the long-range development of land and the conservation of resources in Upland. It is the key document with which all other City ordinances and policies must be consistent. It is the City's "blueprint" for the future and provides the bridge between the community's values and development decisions to be made by the city.
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
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
BUILDING, PLANNING, AND ECONOMIC
DEVELOPMENT
DEVELOPMENT SERVICES DIRECTOR 1.00 1.00 1.00 1.00 0.70
ECONOMIC DEVELOPMENT
COORDINATOR 1.00 1.00 1.00 1.00 0.90
MANAGEMENT ANALYST II 1.00 1.00 1.00 1.00 0.55
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 0.00 0.00
BUDGET SPECIALIST 0.00 0.00 0.00 1.00 0.30
PLANNING MANAGER 1.00 1.00 1.00 1.00 0.85
SENIOR PLANNER 1.00 1.00 1.00 1.00 0.80
ASSISTANT/ASSOCIATE PLANNER 1.00 1.00 1.00 2.00 2.00 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 1.00 1.00 1.00 1.00 0.75 BUILDING INSPECTOR I/II 2.00 2.00 2.00 2.00 1.80
DEVELOPMENT SERVICES TECHNICIAN II 2.00 2.00 2.00 1.00 0.85 ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 1.00 0.50
TOTAL POSITIONS 14.00 14.00 14.00 15.00 11.70
113 Page 479 of 624
proposals, and overseeing the implementation of development to ensure that it is constructed in accordance with all City requirements.
FY 2024-25 & FY 2025-26 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 Act laws.
Continue to train Planning Commissioners through an orientation, annual workshop, and conferences.
Continue to evaluate opportunities to maximize staff resources and assess areas for creating efficiencies in staffing through cross training and use of contract and temporary employees as needed. Prioritize staff job satisfaction and growth through special project assignments, training opportunities, mentoring, timely performance evaluations and team building. Amend the zoning code to address internal conflicts and/or sections that are outdated due to changes in land use law and address Landscaping within commercial and industrial development.
Prepare amendments to the Zoning Code revising the City’s regulations pertaining to boarding houses. 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 to be sustainable and environmentally friendly, while continuing to be affordable and reliable for the benefit of residential and business customers. 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. The City of Upland’s allocation for the 2021-2029 planning period is 5,673 units. 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.
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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.
Process a Transit Overlay District for approximately 38.61 acres of land, located east of Central Avenue, west of Benson Avenue, south of Huntington Drive, and north of the A.T.&S.F. railroad that will promote high-quality residential and mixed-use development, allow residential densities of up to 40 units per acre, encourage lot consolidation, and promote transit- oriented development near the Montclair Metrolink station. Prepare a Development Processing Guide to illustrate how a development project is typically processed through the City’s Planning and Building Divisions. Narratives will provide detailed descriptions of the development review process within each Division. Develop an Ordinance adding and amending certain provisions within the Upland Municipal Code to provide a process for making reasonable accommodation to land use and zoning decisions and procedures regulating the siting, funding, development, and use of housing matters for persons with disabilities.
Prepare a Zoning Code update for the purpose of establishing sign standards and guidelines to encourage an uncluttered atmosphere with signs that enhance economic revitalization and enhance the aesthetic quality of Upland. The standards and design criteria will establish sign placement, letter type, sign styles, and other design-related restrictions with the intent to establish consistency and compatibility of signs in the area. Continue to update the “Notable Projects Map” and “Development Highlights” available on the city website to aide in transparency.
Continue to update, improve, and clarify the Zoning Ordinance so that new uses and land use concerns are properly addressed and to ensure compliance with the various state land use mandates.
FY 2023-24 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 the Administrative Approval, Technical Review Committee, Planning Commission, and City Council through March 2024.
As of February 2024, staff processed 32 recorded Accessory Dwelling Unit covenants. Coordinated with other city departments to process and issue approximately 26 Special Event and Film Permits, including that for the Lemon Festival, Upland Farmer’s Market, and the Irish Festival.
115 Page 481 of 624
Processed 114 requests for address assignments.
Provided customer service to an estimated 7,200 (30/day avg.) telephone inquiries. Provided customer service to an estimated 3,600 (15/day avg.) customers at the public counter. As of February 2024, processed 255 zoning clearance requests for new businesses in the City. Processed 2 Mills Act Contracts.
The Division also worked on several ongoing and recurring projects such as the Department’s web site, continuing budget challenges, and department monthly development highlights newsletter.
Reviewed/responded to environmental documents prepared by other jurisdictions. Processed the City Ventures Housing Development, which includes the development of 32 3- story townhomes on approximately 1 acre, located at the northwest corner of A Street and First Avenue. The development will include 5 units provided at the low-income affordability level.
The Planning Commission approved the project on October 25, 2023. Processed the West Foothill Development Project, which includes the development of an approximately 3,570-square-foot restaurant with drive-through and four industrial condominiums within two warehouse buildings, approximately 42,476-square feet and 51,959 square feet in size, located at 1780 W. Foothill Boulevard. The Planning Commission approved the project on January 24, 2024.
Construction began on 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.
Administered 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, we responded to customer complaints of potential Municipal, Zoning, and Health and Safety Code violations and initiated fair and unbiased enforcement action to correct those violations and educate property owners to maintain code compliance. The Planning Division is working with regional agencies such as SBCTA, SCAG, Gold line Authority, and Caltrans to implement regional planning projects. Such projects include the San Bernardino County Transportation Agency’s (SBCTA) Metro Link Station Accessibility Project, the San Bernardino I-10 Freeway Corridor Improvement Project, and the Los Angeles and San Bernardino Inter-County Transit and Rail Connectivity Study. As of February 2024, the Planning Division received and responded to 46 public records requests.
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PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
General Plan Amendments 4 2 2 2 2
Zone Change/Code Amendments 6 6 2 4 4
Specific Plan Reviews 2 3 0 1 1
Development Plan Review 6 11 10 10 12
Condititional Use Permits 4 11 12 12 12
Sign Design Reviews 81 63 90 90 90
Parcel Map/Tract Maps 5 4 3 3 4
Administrative Use Permits 28 23 23 23 25
Administrative Determinations 8 16 8 8 10
Environmental Impact Reports/Negative
Declarations
3 2 2 2 3
Mills Act 2 2 2 2 2
Temporary Use Permits 7 6 6 6 6
Special Event Permits 22 29 32 30 30
Appeals 0 0 0 0 0
Zoning Clearances 571 490 425 450 475
Covenants 62 71 65 65 70
BUILDING AND SAFETY
The Building & Safety Division, through adopted Building and related codes, ensures safe building design, construction, and inspection of structures. The Division also reviews soil conditions, construction methods, and materials to ensure the health and safety of building occupants. In addition, the Division conducts occupancy inspections for new businesses seeking establishment within the City in existing buildings.
The mission of the Division is to safeguard the community we serve and help preserve public health, safety, and welfare of the people who work, visit, or reside in Upland by enforcing building laws and regulations which protect their property, structures, and quality of life. In cooperation with the Planning & Engineering Divisions and other agencies, our obligation is to enforce the intent of legally established codes and regulations without unnecessary impact on owners, builders, and designers. We strive to be proactive, creative, helpful, and responsive with an emphatic understanding of customer needs. It is our goal to attain the highest levels of workmanship, integrity, and professionalism.
117 Page 483 of 624
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Continue to accept, review, and approve all plans and permit submittals online through City’s portal.
Continue to improve record keeping and archiving of plans and documents by scanning and converting them into a searchable database.
Continue to 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 and the San Bernardino County Health 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 to inspectors and permit technicians for cross training across the Division and Department.
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.
Continue to accept all plan check submittals online through the City’s website. Continue Business License Inspection Program by providing necessary building inspections of an existing commercial building within the City to ensure key elements of fire and life-safety requirements such as exiting, egress, emergency lighting, mechanical, electrical & plumbing appliances, and fixtures for code compliance and occupant safety and is reviewed with the applicant.
Continue issuing permits online for both major and minor construction projects. Continue issuing same day or next business day permits for rooftop residential PV systems, water heaters, HVAC systems, re-roofing, plumbing sewer line, house re-piping, and other minor projects not requiring construction plans.
Continue to utilize consultant services to augment Building & Safety services.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Using the new online permit application program (CSS Portal), the city is currently experiencing an increased submittal rate for all permit applications. With this high user rate and the implementation of construction plans 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.
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The transition to online permit processing and issuance, including major and minor project plan reviews submitted through the CSS Portal, has been both educational and challenging.
Staff is now capable of providing customer service at a higher technical level for outside clients and other City agencies also using the ENERGOV system. With the implementation of ENERGOV and the adjustment of business practices to best meet customer needs, it is safe to say the Building Division is now on the cutting edge of how building departments, on a nationwide level, will be conducting business in the future.
Conducted more than 13,000 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.
Implemented the Business License Inspection Program. This program required all first-time and reinstatement of expired business license applicants operating in a commercial building or space within the city to have the Building and Safety Division inspect these premises prior to issuance of a business license. Key elements of fire and life safety requirements reviewed with the applicant during this inspection include exiting, egress, emergency lighting and mechanical, electrical, and plumbing appliances, and fixtures for code compliance and occupant safety.
As of May 2024, the Building Division received and responded to 100 public records requests.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Inspections within 24 hours 99% 99% 99% 99% 99%
Total number of inspections 8,950 13,594 13,200 13,400 13,500
Plan check turn-around time (business days) < 3 weeks <3 weeks <3 weeks 16 Business Days
16 Business
Days
Total number of plan checks 2,275 1,987 1,700 1,750 1,800
Total number of building permits issues 3,420 2,927 2,300 2,350 2,400
Commercial buildings - New 15 9 7 7 7
Commercial buildings - TI & Alteration 103 74 65 60 60
Residential buildings - New 34 99 40 45 50
Residential buildings - Alteration & Addition 195 218 210 200 190
New multi-family units 35 85 10 20 20
Total Building Valuation $69,500,000 $91,200,000 60,000,000 65,000,000 68,000,000
WEED ABATEMENT
The City’s Weed Abatement Program is intended to protect the health, safety, and welfare of the community, and to minimize fire hazards by inspecting all parcels within the city’s limits and notifying the property owners of their responsibility of maintaining their property free of weeds and rubbish.
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FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Receive City Council approval to declare unmaintained weeds, grasses, and vegetation and dead or dying and combustible debris a public nuisance in violation of the City Municipal Code
8.12.180 and California Code 39561 and adopt a resolution authorizing staff to initiate the Annual Weed Abatement Program.
Improve year-round voluntary compliance with City Municipal Code 8.12.180 and California Code 39561 through improved program marketing and outreach efforts.
Inspect 22,602 properties for compliance with City Municipal Code 8.12.180 and California Code 39561.
Assess and lien non-compliant properties (40 parcels).
Abate non-compliant properties (10 parcels).
Resolve all violations as efficiently and effectively as possible.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Inspected 22,602 properties.
As of February 2024, Weed Abatement received and responded to 14 public records requests.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Properties Inspected 22,601 22,602 22,602 22,602 22,602
Properties Assessed/Liened 268 85 100 100 100
Notices Sent Out 401 202 300 250 250
Properties Abated (via contractor) 78 4 10 10 10
ECONOMIC DEVELOPMENT
The Economic Development Division is responsible for developing and administering fiscally sound programs to stimulate economic activity and enhance city revenues. The Economic Development Division will continue to implement the goals and objectives as stated within the adopted 5-year Economic Development Action Plan. A main activity is business attraction, retention, and expansion by promoting and assisting primary commercial districts in a manner that benefits the residents and general community. Economic Development is also responsible for management and administration of leases on City-owned properties, as part of Asset Management.
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FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Continue to strengthen relationships with the County of San Bernardino Economic Development Agency and other regional agencies.
Encourage economic growth by increasing public awareness of existing business and employment resources and/or services promoting job creation and retention. Continue to seek outside financial resources (i.e., Federal, State, or private grants/loans) 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.
Continue to utilize Parking and Business Improvement Area funds for the promotion, betterment, and enhanced economic vitality of downtown Upland. Continue to coordinate with the Historic Downtown Upland (HDU) board for promoting and marketing downtown Upland.
Continue to efficiently manage 27 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. 121 Page 487 of 624
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 implement the Commercial Rehabilitation Program (CRP) – Historic Downtown Revitalization façade improvements to preserve and beautify historical commercial corridors.
Planning to fund 2 CRP projects.
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.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Staff attended the Innovative Commerce Serving Communities (ICSC) conference in Las Vegas to attract retailers and promote Upland opportunities. The City entered into a purchase and sale agreement of a 650 square foot portion of a City- owned parking lot, deemed exempt surplus. The sale was completed 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. The Planning Commission approved the entitlement application on October 25, 2023, for the development of 32 townhome units on this site. 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. Planning Division staff is preparing to take the entitlement application to the Planning Commission for its consideration at its meeting of March 27, 2024.
Managed the Upland Catch-UP Business Rental Assistance Program and assisted 17 businesses.
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In February 2023, the City Council approved program guidelines for the new Raise-UP:
Restaurant Assistance for Increase Sales and Efficiency-Upland Grant Program. A total of 28 restaurant businesses have been assisted through the Raise-UP program. In October 2023, the City Council approved program guidelines to fund the new Micro-Retail Resiliency Loan Program. A total of 9 businesses have been approved for assistance through the Mico-Retail Resiliency 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 12, 2023, for the period of January 2, 2023, to January 1, 2024. On December 11, 2023, the City Council approved a Purchase and Sale Agreement (PSA) with Crestwood Corporation for the sale and future development of a City-owned vacant property, located at Washington Boulevard and Sixth Avenue, to develop a 7-unit residential development. The Planning Division is reviewing the entitlement application and anticipates the item to be considered by the Planning Commission at its meeting of April 24, 2024. In January 2021, the City Council adopted a resolution approving the 5-Year Economic Development Action Plan as prepared by Tierra West Advisors. To date, staff has completed several accomplishments and made progress for each of the five recommendations presented as the highest priorities in the Action Plan.
The City Council proclaimed November 25, 2023, 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 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. The downtown Gazebo was rehabilitated and repainted in November 2023 as part of a collaborative effort with City staff, Public Works staff, HDU Board, and Ralph Cavallo.
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The music in the downtown area from the Gazebo speaker was restored through efforts by the HDU Board and the Public Works Department.
New tree lighting and decorative Christmas lighting was installed along 2nd Avenue and 9th Street, enhancing the inviting atmosphere of downtown.
The downtown gazebo was decorated by the HDU Board throughout the year with Fall, Halloween, Valentine’s Day, and St. Patrick’s Day décor. The City engaged a consultant to decorate the gazebo with Christmas décor.
Partnered with the Small Business Development Center (SBDC) with sharing online webinar Business Training Events and business assistance services on the City’s website. Met with the Economic Development Committee on a quarterly basis to discuss economic development projects, development highlights, and business attraction efforts. Met with the Upland Chamber of Commerce on a quarterly basis to discuss Chamber programs and to provide updates on City-wide projects, including new businesses. Identified available spaces for lease and properties for sale with in-house CoStar resource and assisted businesses with site selection assistance.
Negotiated lease terms and prepared a draft lease for a collocation on an existing cell tower facility proposed within the San Antonio Park.
Efficiently managed 27 leases and one license agreement for City-owned properties. Monitored a License Agreement with San Antonio Regional Hospital to provide additional parking near the south ballfield within Memorial Park.
Promoted mixed-use development in Downtown.
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.
DEVELOPMENT SERVICES - ADMINISTRATIVE
This section captures the non-division specific goals and accomplishments of the Development Services Administrative Team.
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
To implement the file closure and audit process for all Development Services files. To develop department policy and procedures.
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To 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 the grants we have secured. To organize and process all records in the Development Services file storage area in accordance with the record retention schedule to reconfigure the existing footprint within City Hall. Continue preparing and disseminating the Planning Commission Agenda, Agenda Packet, and meeting minutes.
Continue to notarize documents for the Department and City-wide, as needed.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Submitted a revised budget and timeline for the FY 2021-22 $1M grant from Congressmember Pete Aguilar for the Tom Thomas Magnolia Plaza (TTMP) in Downtown Upland. Submitted all required grant agreement documentation for the FY 2022-23 $750,000 grant from Congressmember Norma Torres for Phase II of the TTMP in downtown. Extended the submission deadline and submitted a revised budget for the $300,000 LEAP Grant (Local Early Action Planning), which will fund the implementation of the legislative items identified in the Housing Element.
Received final reimbursement from the SB2 (Senate Bill) Planning Grant, which funded the Housing Element consultant and the ADU (Accessory Dwelling Unit) workbook and materials. Prepared and transferred 58 boxes of building permit records to the City Clerk’s office for scanning and permanent off-site retention.
Coordinated with IT services for the Energov (permitting software) changes including a software upgrade, training, and revised workflows.
Developed a file closure process for Development Services files. Coordinated the replacement of the conference table and chairs in the Caborca Conference Room.
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HOUSING
The mission of the Housing Division is to use our local, State and Federal resources to their highest and best use to develop vibrant, diverse, affordable, and sustainable communities for all.
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
HOUSING
HOUSING MANAGER 1.00 1.00 1.00 1.00 0.05
HOUSING COORDINATOR 1.00 1.00 1.00 1.00 0.00
DEVELOPMENT SERVICES SPECIALIST 0.00 0.00 0.00 1.00 0.30 DEVELOPMENT SERVICES TECHNICIAN 1.00 1.00 1.00 0.00 0.00 TOTAL DIVISION 3.00 3.00 3.00 3.00 0.35
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 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Collaborate with Upland Community Housing Inc. (“UCHI”) to modify the existing loan for Coy D. Estes I Affordable Senior Housing Development, to pay off the existing loan by 2072 and release Coy D. Estes II to the City for future affordable housing development.
Collaborate with Crestwood Communities through the entitlement process and enter into a Development Disposition Agreement (DDA) to create market-rate housing on Washington Avenue & 6th Avenue.
Collaborate 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 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 HCD.
Develop strategies to create additional affordable housing opportunities.
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.
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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 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. Provide monitoring oversight of 300 housing units.
Prepare and complete the Low- and Moderate-Income Housing Fund report.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Earned approximately a net of $3.5 million from the efficient operation of the Sunset Ridge, Village, and Magnolia Colony Apartments.
Entitlements approved for a proposed residential project of 29 townhouse homes, with at least 15% of those homes restricted for lower-income first-time homebuyers to be developed by City Ventures Homebuilding LLC.
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 Department of Housing and Community Development.
Acquired a fourplex to add to our affordable housing portfolio using Low Moderate Income Housing Funds.
Substantially rehabilitated an affordable housing unit that was severely damaged by fire. 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.
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Adjusted the effective period of the financial statement for the City’s four affordable housing complexes from a calendar year to a fiscal year to coincide with the City’s fiscal year. Balanced the Housing rent revenue budget for FY 2023-24. Completed the Low- and Moderate-Income Housing Fund report for FY 2023-24. Received 2 Housing loan payoffs.
HOME INVESTMENT PARTNERSHIP PROGRAM/ CALHOME/ PERMANENT
LOCAL HOUSING ALLOCATION PROGRAM
The Housing Division administers the State HOME, CALHOME, and Permanent Local Housing Allocation (PLHA) programs 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 2024-25 & FY 2025-26 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 four (4) First Time Homebuyers Program loans. Continue to service the approximately $5.5 million State HOME and CalHome program loan portfolio.
Continue to implement the new green building standards in the Housing Improvement Program.
Update program manuals, as needed.
Prepare and submit timely all State HOME, CalHome and PLHA program HCD annual and quarterly financial and performance reporting documents. Recommence marketing strategies for HOME and CalHome grant programs through various advertising avenues.
Calculate CalHome annual anticipated 5% service fee on Reuse Account as Housing revenue. Continue to use the City’s Permanent Local Housing Allocation (PLHA) fund allocation of $277,837 to be used for homeless prevention services.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Prepared and submitted quarterly reports to HCD for both the State HOME and CalHome programs.
Successfully completed HCD’s annual review of both State HOME and CalHome program grants.
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Received $480,000 in CalHome funding to support a mobile home component of the City’s Single Family Residential Rehabilitation Program.
Received 1 HOME loan payoff, received 2 CalHome loan payoffs, and 0 partial interest/principal CalHome payment for FY 2023-24.
Received another waiver for the Sales/Value limit (203b) to Housing and Community Development (HCD); continued discussions with the Department of Housing Community Development.
Recorded CalHome annual anticipated 5% service fee on Reuse Account as Housing revenue. Prepared and submitted a CALHOME grant application to the California Department of Housing and Community Development for a five-year cycle funding award FY 2023-2028.
COMMUNITY DEVELOPMENT BLOCK GRANT
The City receives an annual allocation of Community Development Block Grant 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- and 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 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Implement the City annual allocation of CDBG funds plus any unallocated funds to administer and monitor all FY 2024-25 and FY 2025-26 sub-recipient CDBG contracts. Promote equal and fair housing opportunities for residents from all walks of life to allow for adequate choice to purchase or rent a home or live in a neighborhood that is best suited to their individual needs.
Promote new local jobs in the downtown area to persons with 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. Prepare and submit the annual CDBG Action Plan to HUD using the e-Con Planning Suite. 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 as we design, implement, and administer our HUD programs.
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Continue to implement the Emergency Repair Program (ERP). Assist up to 5 very low-income families with small-scale emergency 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 up to 10 non-profit organizations in providing public service programs to approximately 1,000 Upland residents.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Administered the City’s $1,676,564 CDBG program funding (inclusive of prior year’s carryovers).
With assistance from the City Council Advisory Committee and City Council, developed the City’s CDBG program and one year action plan for FY 2023-24. 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 members.
Submitted the Action Plan for FY 2023-24 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 2022-23 to HUD. Received CAPER FY 2021-22 approval letter from the Department of Housing and Urban Development (HUD).
Provided Fair Housing and Landlord/Tenant Mediation services through the Inland Fair Housing and Mediation Board.
Prepared and filed with HUD all required financial and performance reporting documents. Reviewed the goals of the current Analysis of Impediments to Fair Housing Choice with the Inland Fair Housing and Mediation Board.
Through the City’s Business Assistance and Attraction Program, the City funded 2 Historic Downtown businesses owners with subsidies to promote new local jobs to persons of low-to moderate-income
Through the Commercial Rehabilitation Program, the City subsidized 3 façade and infrastructure improvements projects within the Downtown business area. Assisted 9 very low-income owner-occupied households through the Emergency Repair Program (ERP).
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Participated in single audit process for FY 2022-23 CDBG funding.
SUCCESSOR AGENCY ADMINISTRATION
Assembly Bill No. 26 (ABX1 26) dissolved Community Redevelopment Agencies (CRAs) 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.
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Prepare and submit the Prior Period Adjustment Report (PPA) and the five (5) back up County reports to Department of Finance (DOF).
Continue to balance the Successor Agency budget.
FY 2023-24 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. Obtained quotes and hired a financial consulting firm to assist with the preparation of the Last and Final ROPS (Recognized Obligation Payment Schedule). Prepared, and submitted the Last and Final ROPS which was reviewed and approved by the Countywide Oversight Board, the Department of Finance, and the County Auditor-Controller. Received approval for $195,000 in the FY 2023-24 Administrative Allocation. The City reduced administrative costs requested at the direction of DOF, given the number and nature of the obligations listed on the ROPS. The CWOB commended the City’s efforts in this reduction.
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DEVELOPMENT SERVICES
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
2201 BUILDING AND SAFETY
Personnel 311,360$ 495,330$ 600,450$ 600,450$ 967,500$ 998,150$ Maintenance & Operations 913,650 1,064,210 1,103,720 1,116,220 1,076,160 1,102,090 Capital Outlay 8,900 - - - - - TOTAL BUILDING AND SAFETY 1,233,910$ 1,559,540$ 1,704,170$ 1,716,670$ 2,043,660$ 2,100,240$ 2202 WEED ABATEMENT
Personnel 140$ -$ -$ -$ -$ -$ Maintenance & Operations 31,670 63,270 109,500 87,000 70,090 70,550 Capital Outlay - - - - - - TOTAL WEED ABATEMENT 31,810$ 63,270$ 109,500$ 87,000$ 70,090$ 70,550$ 2203 ECONOMIC DEVELOPMENT
Personnel 102,220$ 108,070$ 164,560$ 164,560$ 261,710$ 297,970$ Maintenance & Operations 209,280 132,890 217,310 184,180 141,680 138,630 Capital Outlay - - - - - - TOTAL ECONOMIC DEVELOPMENT 311,500$ 240,960$ 381,870$ 348,740$ 403,390$ 436,600$ 2204 PLANNING COMMISSION
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 6,860 7,240 16,650 16,650 16,650 17,000 Capital Outlay - - - - - - TOTAL PLANNING COMMISSION 6,860$ 7,240$ 16,650$ 16,650$ 16,650$ 17,000$ 2205 PLANNING
Personnel 330,990$ 433,400$ 497,290$ 497,290$ 556,010$ 589,610$ Maintenance & Operations 257,560 179,520 248,040 253,260 287,730 247,860 Capital Outlay - - - - - - TOTAL PLANNING 588,550$ 612,920$ 745,330$ 750,550$ 843,740$ 837,470$ 2207 SANTA FE DEPOT
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 8,000 6,000 5,000 5,000 10,000 10,000 Capital Outlay - - - - - - TOTAL SANTA FE DEPOT 8,000$ 6,000$ 5,000$ 5,000$ 10,000$ 10,000$ 101 TOTAL GENERAL FUND
Personnel 744,710$ 1,036,800$ 1,262,300$ 1,262,300$ 1,785,220$ 1,885,730$ Maintenance & Operations 1,427,020 1,453,130 1,700,220 1,662,310 1,602,310 1,586,130 Capital Outlay 8,900 - - - - - TOTAL GENERAL FUND 2,180,630$ 2,489,930$ 2,962,520$ 2,924,610$ 3,387,530$ 3,471,860$ 201 TOTAL HOUSING FUND
Personnel 509,040$ 625,020$ 788,790$ 788,790$ 924,590$ 972,200$ Maintenance & Operations 1,561,350 1,627,510 3,471,650 3,471,650 4,059,980 3,957,730 Capital Outlay - - - - - - TOTAL HOUSING FUND 2,070,390$ 2,252,530$ 4,260,440$ 4,260,440$ 4,984,570$ 4,929,930$ 208 TOTAL HOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 256,980 35,740 510,000 510,000 1,010,000 730,000 Capital Outlay - - - - - - TOTAL HOME PROGRAM FUND 256,980$ 35,740$ 510,000$ 510,000$ 1,010,000$ 730,000$ 209 TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Personnel 120,630$ 49,150$ 58,090$ 58,090$ 75,790$ 80,130$ Maintenance & Operations 726,310 857,580 583,150 913,250 170,530 - Capital Outlay 13,350 18,460 - 203,590 - - Capital Improvement Projects 95,890 144,420 283,450 21,580 536,770 - TOTAL CDBG FUND 956,180$ 1,069,610$ 924,690$ 1,196,510$ 783,090$ 80,130$
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
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DEVELOPMENT SERVICES
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
210 TOTAL PARKING BUSINESS IMPROVEMENT AREA (PBIA) FUND Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 73,450 17,790 94,800 94,800 43,420 72,980 Capital Outlay - - - - - - Capital Improvement Projects 21,500 31,650 141,380 124,670 94,260 - TOTAL PBIA FUND 94,950$ 49,440$ 236,180$ 219,470$ 137,680$ 72,980$ 217 TOTAL OTHER GRANTS FUND
Personnel 68,650$ 80,050$ 151,150$ 151,150$ -$ -$ Maintenance & Operations 81,830 225,830 - 402,660 - - Capital Outlay - - - - - - TOTAL OTHER GRANTS FUND 150,480$ 305,880$ 151,150$ 553,810$ -$ -$ 222 TOTAL CALHOME PROGRAM FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 126,760 20,390 - 480,000 860,000 - Capital Outlay - - - - - - TOTAL CALHOME PROGRAM FUND 126,760$ 20,390$ -$ 480,000$ 860,000$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel 250$ 20,610$ 26,000$ 26,000$ 13,820$ -$ Maintenance & Operations 800 354,360 - 969,800 - - Capital Outlay - - - - - - Capital Improvement Projects - 213,390 119,340 116,500 108,750 - TOTAL ARPA FUND 1,050$ 588,360$ 145,340$ 1,112,300$ 122,570$ -$ 427 TOTAL ENERGY EFFICIENCY CAPITAL IMP PROJECT FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 1,900 - - - - - Capital Outlay - - - - - - TOTAL ENERGY EFF CAPITAL IMP FUND 1,900$ -$ -$ -$ -$ -$ 805 TOTAL SUCCESSOR AGENCY FUND
Personnel 176,270$ 147,730$ 155,590$ 155,590$ 9,910$ 10,480$ Maintenance & Operations 662,710 427,680 3,162,500 3,162,500 2,788,520 2,800,390 Capital Outlay - - - - - - TOTAL SUCCESSOR AGENCY FUND 838,980$ 575,410$ 3,318,090$ 3,318,090$ 2,798,430$ 2,810,870$
TOTAL DEVELOPMENT SERVICES
Personnel 1,619,550$ 1,959,360$ 2,441,920$ 2,441,920$ 2,809,330$ 2,948,540$ Maintenance & Operations 4,919,110 5,020,010 9,522,320 11,666,970 10,534,760 9,147,230 Capital Outlay 22,250 18,460 - 203,590 - - Capital Improvement Projects*117,390 389,460 544,170 262,750 739,780 - TOTAL DEVELOPMENT SERVICES 6,678,300$ 7,387,290$ 12,508,410$ 14,575,230$ 14,083,870$ 12,095,770$ *For Capital Improvement Projects details, see the Capital Improvement Project section. 133 Page 499 of 624
OBJECT
CODE EXPENSE CLASSIFICATION 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 26,000$ 28,910$ 54,600$ 54,600$ 54,600$ 29,800$ 5111 Salaries - Full Time 1,153,600 1,441,090 1,698,060 1,698,060 1,988,410 2,094,150 5112 Salaries - Temporary/Part Time 52,490 20,650 45,820 45,820 9,500 12,500 5113 Overtime 20,740 16,760 28,000 28,000 27,000 27,000 5116 Fringe Benefits 250,930 306,970 417,270 417,270 502,160 550,710 5117 Retirement Contributions 115,790 144,980 198,170 198,170 227,660 234,380 5119 Unfunded Annual PERS Liability - - - - - - TOTAL PERSONNEL EXPENSES 1,619,550$ 1,959,360$ 2,441,920$ 2,441,920$ 2,809,330$ 2,948,540$
MAINTENANCE & OPERATIONS
5211 Postage 60$ 20$ 600$ 600$ 600$ 610$ 5212 Advertising 23,390 21,570 39,000 35,100 37,100 31,000 5213 Dues & Subscriptions 18,250 28,870 29,720 25,640 26,090 29,350 5215 Training/Conferences/Meetings 10,680 11,350 27,220 23,420 33,170 36,050 5216 Office Supplies 4,840 5,360 5,450 5,450 5,450 5,460 5217 Other Supplies/Materials 40,050 5,290 4,500 14,300 4,500 4,610 5218 Uniform Expense 1,720 820 2,700 2,700 2,450 2,450 5220 Fuel Usage 2,170 2,650 4,100 4,100 4,080 4,080 5221 Mileage Reimbursement 170 240 1,800 1,800 1,550 1,550 5222 Print/Mail Charges 1,480 1,380 4,950 2,480 6,610 4,680 5226 Team Building Expenses - - 1,500 1,500 1,600 1,600 5231 Office Equipment (Under 5,000)3,820 40 320 370 370 370 5232 Computer Equip. (Under $5000.)3,070 280 100 130 100 100 5233 Other Equipment 1,270 5,840 - - - - 5237 Utilities - Sewer - - - 500 500 500 5239 Software Subscriptions - - - 7,540 7,540 7,540 5241 Utilities - Electric 130 230 500 250 250 - 5243 Utilities - Telephone 2,200 2,390 4,000 4,000 4,000 4,000 5244 Utilities - Water - - - 5,000 5,000 5,000 5245 Maintenance - Building/Structure/Grounds 43,810 23,890 102,800 102,800 38,420 67,980 5251 Legal Services 230 2,040 12,000 20,000 26,000 26,000 5252 Professional Services 840,670 817,170 984,600 1,223,600 845,760 784,960 5253 Contract Services 54,460 73,720 54,950 354,950 55,250 55,350 5255 Banking Services 45,080 56,590 57,400 57,400 55,200 56,260 5258 Other Services 751,580 1,055,760 2,128,020 3,546,670 2,364,500 1,749,290 5291 Bad Debts Expense 10,500 - - - - - 5292 Administrative Serv's Expense - - - - 199,260 199,260 5296 Pass-Thru Expense 120,390 - - - - - 5299 Prior Year Expenses 5,560 (100) - - - - 5302 Loans - - 100,000 100,000 300,000 200,000 5305 Emergency Repairs Program 10,000 16,900 20,000 20,000 25,000 25,000 5310 Forgivable Loans 75,000 275,800 139,490 310,070 - - 5314 HIP Loans 47,190 - 230,000 230,000 150,000 150,000 5315 FRHB Loans - - 280,000 280,000 1,260,000 580,000 5424 Bond Principal Expense 580,250 655,750 3,279,580 3,279,580 3,090,710 3,247,510 5425 Bond Interest Expense 854,050 746,750 865,990 865,990 720,870 575,930 5601 FY Net Loan Activity 437,570 74,950 - - - - 5701 Information Systems Allocation Charges 177,850 210,350 200,120 200,120 262,940 275,070 5702 Fleet - Maintenance & Repair Allocation 2,380 6,680 3,980 3,980 9,810 10,280 5703 Vehicle Acquisition Allocation - - - - - - 5704 Building Maintenance & Operation Allocation 14,260 6,000 50,000 50,000 10,000 10,000 5705 Self Funded Liability Allocation 319,240 369,980 364,370 364,370 346,750 362,250 5706 OPEB & Employee Benefits Allocation 58,510 52,370 52,190 52,190 46,440 47,180 5707 PERS-UAL Allocation 357,230 489,080 470,370 470,370 586,890 585,960 TOTAL MAINTENANCE & OPERATIONS 4,919,110$ 5,020,010$ 9,522,320$ 11,666,970$ 10,534,760$ 9,147,230$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings 13,350$ 18,460$ -$ 203,590$ -$ -$ 5530 Machinery & Equipment 8,900 - - - - - TOTAL CAPITAL OUTLAY 22,250$ 18,460$ -$ 203,590$ -$ -$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects 117,390$ 389,460$ 544,170$ 262,750$ 739,780$ -$ CAPITAL IMPROVEMENT PROJECTS 117,390$ 389,460$ 544,170$ 262,750$ 739,780$ -$ TOTAL DEPARTMENT 6,678,300$ 7,387,290$ 12,508,410$ 14,575,230$ 14,083,870$ 12,095,770$
SUMMARY BY OBJECT CODE
FY 2024-26 ANNUAL BUDGET
DEVELOPMENT SERVICES DEPARTMENT
CITY OF UPLAND
134 Page 500 of 624
FUND NO.101 201 208 209 210 222 229 805
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL HOUSING
HOME
PROGRAM CDBG PBIA
CALHOME
PROGRAM ARPA SUCCESSO
R AGENCY
2024-25
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 44,800$ 9,800$ -$ -$ -$ -$ -$ -$ 54,600$ 5111 Salaries - Full Time 1,245,430 669,980 - 56,000 - - 9,920 7,080 1,988,410 5112 Salaries - Temporary/Part Time 9,500 - - - - - - - 9,500 5113 Overtime 26,500 500 - - - - - - 27,000 5116 Fringe Benefits 315,990 168,020 - 13,440 - - 2,720 1,990 502,160 5117 Retirement Contributions 143,000 76,290 - 6,350 - - 1,180 840 227,660 TOTAL PERSONNEL EXPENSES 1,785,220$ 924,590$ -$ 75,790$ -$ -$ 13,820$ 9,910$ 2,809,330$
MAINTENANCE & OPERATIONS
5211 Postage 500$ 100$ -$ -$ -$ -$ -$ -$ 600$ 5212 Advertising 27,000 5,000 - 5,100 - - - - 37,100 5213 Dues & Subscriptions 25,790 300 - - - - - - 26,090 5215 Training/Conferences/Meetings 28,670 4,500 - - - - - - 33,170 5216 Office Supplies 4,450 1,000 - - - - - - 5,450 5217 Other Supplies/Materials 3,500 1,000 - - - - - - 4,500 5218 Uniform Expense 2,200 250 - - - - - - 2,450 5220 Fuel Usage 4,080 - - - - - - - 4,080 5221 Mileage Reimbursement 1,300 250 - - - - - - 1,550 5222 Print/Mail Charges 6,510 100 - - - - - - 6,610 5226 Team Building Expenses 1,200 400 - - - - - - 1,600 5231 Office Equipment (Under 5,000)370 - - - - - - - 370 5232 Computer Equip. (Under $5000.)- 100 - - - - - - 100 5237 Utilities - Sewer 500 - - - - - - - 500 5239 Software Subscriptions 7,540 - - - - - - - 7,540 5241 Utilities - Electric 250 - - - - - - - 250 5243 Utilities - Telephone 1,500 2,500 - - - - - - 4,000 5244 Utilities - Water 5,000 - - - - - - - 5,000 5245 Maintenance - Building/Structure/Grounds 10,000 - - - 28,420 - - - 38,420 5251 Legal Services 8,000 18,000 - - - - - - 26,000 5252 Professional Services 490,500 335,760 - 15,000 - - - 4,500 845,760 5253 Contract Services 50,000 5,250 - - - - - - 55,250 5255 Banking Services 53,000 - - - - - - 2,200 55,200 5258 Other Services 31,470 1,707,600 - 150,430 15,000 460,000 - - 2,364,500 5292 Administrative Serv's Expense - 199,260 - - - - - - 199,260 5302 Loans - 300,000 - - - - - - 300,000 5305 Emergency Repairs Program - 25,000 - - - - - - 25,000 5310 Forgivable Loans - - - - - - - - - 5314 HIP Loans - - 150,000 - - - - - 150,000 5315 FRHB Loans - - 860,000 - - 400,000 - - 1,260,000 5424 Bond Principal Expense - 695,710 - - - - - 2,395,000 3,090,710 5425 Bond Interest Expense - 334,050 - - - - - 386,820 720,870 5701 Information Systems Allocation Charges 224,070 38,870 - - - - - - 262,940 5702 Fleet - Maintenance & Repair Allocation 9,810 - - - - - - - 9,810 5703 Vehicle Acquisition Allocation - - - - - - - - - 5704 Building Maintenance & Operation Allocation 10,000 - - - - - - - 10,000 5705 Self Funded Liability Allocation 208,320 138,430 - - - - - - 346,750
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
DEVELOPMENT SERVICES DEPARTMENT
FY 2024-25 ANNUAL BUDGET
135 Page 501 of 624
FUND NO.101 201 208 209 210 222 229 805
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL HOUSING
HOME
PROGRAM CDBG PBIA
CALHOME
PROGRAM ARPA SUCCESSO
R AGENCY
2024-25
PROPOSED
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
DEVELOPMENT SERVICES DEPARTMENT
FY 2024-25 ANNUAL BUDGET
5706 OPEB & Employee Benefits Allocation 28,850 17,590 - - - - - - 46,440 5707 PERS-UAL Allocation 357,930 228,960 - - - - - - 586,890 TOTAL MAINTENANCE & OPERATIONS 1,602,310$ 4,059,980$ 1,010,000$ 170,530$ 43,420$ 860,000$ -$ 2,788,520$ 10,534,760$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings -$ -$ -$ -$ -$ -$ -$ -$ -$ TOTAL CAPITAL OUTLAY -$ -$ -$ -$ -$ -$ -$ -$ -$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ 536,770$ 94,260$ -$ 108,750$ -$ 739,780$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ 536,770$ 94,260$ -$ 108,750$ -$ 739,780$ TOTAL DEPARTMENT 3,387,530$ 4,984,570$ 1,010,000$ 783,090$ 137,680$ 860,000$ 122,570$ 2,798,430$ 14,083,870$ 136 Page 502 of 624
FUND NO.101 201 208 209 210 222 229 805
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL HOUSING
HOME
PROGRAM CDBG PBIA
CALHOME
PROGRAM ARPA SUCCESSO
R AGENCY
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 20,000$ 9,800$ -$ -$ -$ -$ -$ -$ 29,800$ 5111 Salaries - Full Time 1,326,240 701,520 - 58,960 - - - 7,430 2,094,150 5112 Salaries - Temporary/Part Time 12,500 - - - - - - - 12,500 5113 Overtime 26,500 500 - - - - - - 27,000 5116 Fringe Benefits 351,450 182,430 - 14,640 - - - 2,190 550,710 5117 Retirement Contributions 149,040 77,950 - 6,530 - - - 860 234,380 TOTAL PERSONNEL EXPENSES 1,885,730$ 972,200$ -$ 80,130$ -$ -$ -$ 10,480$ 2,948,540$
MAINTENANCE & OPERATIONS
5211 Postage 510$ 100$ -$ -$ -$ -$ -$ -$ 610$ 5212 Advertising 27,500 3,500 - - - - - - 31,000 5213 Dues & Subscriptions 29,040 310 - - - - - - 29,350 5215 Training/Conferences/Meetings 31,550 4,500 - - - - - - 36,050 5216 Office Supplies 4,460 1,000 - - - - - - 5,460 5217 Other Supplies/Materials 3,610 1,000 - - - - - - 4,610 5218 Uniform Expense 2,200 250 - - - - - - 2,450 5220 Fuel Usage 4,080 - - - - - - - 4,080 5221 Mileage Reimbursement 1,300 250 - - - - - - 1,550 5222 Print/Mail Charges 4,580 100 - - - - - - 4,680 5226 Team Building Expenses 1,200 400 - - - - - - 1,600 5231 Office Equipment (Under 5,000)370 - - - - - - - 370 5232 Computer Equip. (Under $5000.)- 100 - - - - - - 100 5237 Utilities - Sewer 500 - - - - - - - 500 5239 Software Subscriptions 7,540 - - - - - - - 7,540 5241 Utilities - Electric - - - - - - - - - 5243 Utilities - Telephone 1,500 2,500 - - - - - - 4,000 5244 Utilities - Water 5,000 - - - - - - - 5,000 5245 Maintenance - Building/Structure/Grounds 10,000 - - - 57,980 - - - 67,980 5251 Legal Services 8,000 18,000 - - - - - - 26,000 5252 Professional Services 446,620 333,840 - - - - - 4,500 784,960 5253 Contract Services 50,000 5,350 - - - - - - 55,350 5255 Banking Services 54,060 - - - - - - 2,200 56,260 5258 Other Services 31,690 1,702,600 - - 15,000 - - - 1,749,290 5292 Administrative Serv's Expense - 199,260 - - - - - - 199,260 5302 Loans - 200,000 - - - - - - 200,000 5305 Emergency Repairs Program - 25,000 - - - - - - 25,000 5310 Forgivable Loans - - - - - - - - - 5314 HIP Loans - - 150,000 - - - - - 150,000 5315 FRHB Loans - - 580,000 - - - - - 580,000 5424 Bond Principal Expense - 717,510 - - - - - 2,530,000 3,247,510 5425 Bond Interest Expense - 312,240 - - - - - 263,690 575,930 5701 Information Systems Allocation Charges 234,550 40,520 - - - - - - 275,070 5702 Fleet - Maintenance & Repair Allocation 10,280 - - - - - - - 10,280 5703 Vehicle Acquisition Allocation - - - - - - - - - 5704 Building Maintenance & Operation Allocation 10,000 - - - - - - - 10,000 5705 Self Funded Liability Allocation 218,330 143,920 - - - - - - 362,250
CITY OF UPLAND
DEVELOPMENT SERVICES DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
137 Page 503 of 624
FUND NO.101 201 208 209 210 222 229 805
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL HOUSING
HOME
PROGRAM CDBG PBIA
CALHOME
PROGRAM ARPA SUCCESSO
R AGENCY
2025-26
PROPOSED
CITY OF UPLAND
DEVELOPMENT SERVICES DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
5706 OPEB & Employee Benefits Allocation 29,420 17,760 - - - - - - 47,180 5707 PERS-UAL Allocation 358,240 227,720 - - - - - - 585,960 TOTAL MAINTENANCE & OPERATIONS 1,586,130$ 3,957,730$ 730,000$ -$ 72,980$ -$ -$ 2,800,390$ 9,147,230$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings -$ -$ -$ -$ -$ -$ -$ -$ -$ TOTAL CAPITAL OUTLAY -$ -$ -$ -$ -$ -$ -$ -$ -$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ -$ -$ -$ -$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ -$ -$ -$ -$ -$ -$ TOTAL DEPARTMENT 3,471,860$ 4,929,930$ 730,000$ 80,130$ 72,980$ -$ -$ 2,810,870$ 12,095,770$ 138 Page 504 of 624
POLICE DEPARTMENT
City of Upland
Organizational Chart
Fiscal Year 2024-25 & 2025-26
Chief of Police
Operations Captain
Patrol Lieutenant
Sergeant (5)
Corporal (4)
Officers (38)
PSTs (4)
Park Ranger (2)
Traffic ‐Sergeant
Motor Officers (4)
Parking Aide
Dispatch ‐Supervisor
Dispatcher (12)
Dispatcher PT (4)
Reserve Police Officers (4)
Chaplains (3)
Sergeant (PT)
Administrative Services Captain
Administrative Lieutenant
Detective Bureau ‐Sergeant
Detectives (6)
Civilian Investigator
Crime & Intelligence Analyst
Forensic Technician
Forensic Technician PT
Property & Evidence
Technician
Special Teams ‐Sergeant
SIU ‐Corporal (2)
SIU ‐Officers (2)
K‐9 Corporal
K‐9 Officer
IMPACT ‐Sergeant
IMPACT ‐Corporal
IMPACT ‐Officers (3)
Homeless Services Coordinator
Admin Assistant ‐Homeless
Services ‐PT
School Resource Officer (2)
Budget Specialist
Personnel & Training Officer
Background Invesgtigator
Code Enfocement Officers FT (4)
Code Enforcement Officers
PT
Crime Prevention/Community
Outreach Specialist
Special Services / Internal Affairs
Lieutenant
Records Supervisor
Senior Records Technician
Records Technician II (3)
Records Technician I (2)
Cadets (9)
Volunteers (10)
Animal Services Supervisor
Animal Services Officers (3)
Shelter Attendants PT (2)
Senior Administrative
Assistatnt to the Chief of Police
139 Page 505 of 624
MISSION STATEMENT
The mission of the Upland Police Department is to maintain public order following established ethical and constitutional guidelines in partnership with the community to provide a safe and peaceful environment for all.
$‐
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Police Department Expense Classification
Personnel Maintenance & Operations Capital Outlay
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $45,356,620 $15,846,360 $20,700,390 $20,890,300 $22,101,640 $23,463,940 MAINTENANCE & OPERATIONS 11,940,120 10,587,110 11,389,640 11,632,260 13,128,940 13,352,650 CAPITAL OUTLAY 42,920 1,005,890 2,865,740 3,499,070 1,857,200 1,653,000 TOTAL BUDGET $57,339,660 $27,439,360 $34,955,770 $36,021,630 $37,087,780 $38,469,590
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
GENERAL FUND $55,163,140 $24,454,850 $30,231,910 $30,299,210 $33,574,350 $35,152,560 PUBLIC SAFETY AUGMENTATION 1,374,950 1,479,920 1,500,070 1,500,070 1,432,850 1,432,850
AIR QUALITY MANAGEMENT
FUND 17,150 - - - - -
AMERICAN RESCUE PLAN ACT 571,590 813,510 22,500 364,130 - - GEN. CAPITAL IMPROVEMENTS 4,380 - - 28,110 - - HOMELAND SECURITY GRANTS 56,020 84,340 104,300 110,240 - - PROPOSITION 30 - - 150,000 150,000 - -
COPS - 371,920 1,321,140 1,671,910 1,357,200 1,153,000 HOMELESS EMERGENCY AID PRG. - 84,500 - 47,760 75,000 76,500 OFFICE OF TRAFFIC SAFETY 138,870 133,060 143,710 367,710 - -
LOCAL LAW ENFORCEMENT
BLOCK GRANTS - 15,360 88,850 89,200 - -
OFFICE OF JUSTICE PROGRAMS 7,060 - - - - - ASSET FORFEITURE – FEDERAL
DOJ - 1,900 1,189,580 1,189,580 648,380 654,680 ASSET FORFEITURE – FEDERAL
TREASURY - - 10,350 10,350 - -
ASSET FORFEITURE – STATE 6,500 - 193,360 193,360 - - TOTAL BUDGET $57,339,660 $27,439,360 $34,955,770 $36,021,630 $37,087,780 $38,469,590 140 Page 506 of 624
OPERATIONS DIVISION
The Operations Division provides direct law enforcement services to the community through the Patrol Division and Traffic Unit. The City of Upland is segmented into four patrol beats, each with one or two assigned patrol officers. Each shift includes a minimum of five officers and a field supervisor (Sergeant). The patrol officer’s primary responsibility is to respond to calls for service from the community. When not responding to these calls for service, patrol officers respond to high crime and traffic problem areas and use innovative solutions to tackle problems within these areas to bring peace and order to the citizens of Upland.
The Traffic Unit consists of four Traffic Officers, a Parking Aide, and one Sergeant. The Traffic Officer’s primary duties include traffic enforcement, traffic accident investigation, and grant- funded traffic activities such as Driving Under the Influence (DUI) checkpoints, DUI saturation patrols, directed traffic enforcement details, and distracted driver enforcement. The Parking Aide is responsible for parking enforcement throughout the city, including the designated Metrolink parking lots, downtown business district, and other areas within the City that have designated parking restrictions.
Additionally, the Operations Division is responsible for the Police Service Technicians (PSTs) and the Reserve Officer Unit. There are four PSTs assigned to the Patrol Division and they assist patrol operations by responding to calls that may not require an officer’s presence. There are currently two Reserve Officers who assist with special details as necessary.
ADMINISTRATIVE SERVICES DIVISION
The Administrative Services Division oversees the administrative duties of the Department. It includes the Detective Bureau, which is tasked with investigating all major crimes and all crimes requiring special attention and/or lengthy investigation, The School Resource Officer (SRO), and the Special Teams Unit, which includes the Special Investigations Unit (SIU), the IMPACT Team, Homeless Services, the Crime Prevention & Community Outreach Specialist, and the K-9 teams.
Major investigations concerning vice and narcotics are the responsibility of SIU. Conversely, the IMPACT Team is tasked with all “Quality of Life” concerns and enforcement actions against criminal vagrants. The IMPACT Team, in partnership with the Homeless Services Coordinator, assists the homeless by providing available services and finding shelter.
There are two School Resource Officers (SRO). One primarily works at Upland High School.
The two SROs are responsible for all 14 schools within the school district.
The Crime Prevention & Community Outreach Specialist serves as a liaison between the community and the Police Department and provides the community with information and programs designed to reduce crime. Some of these programs include Neighborhood and Business Watch programs and Crime Prevention Through Environmental Design.
Other personnel under the Administrative Services Division include Property and Evidence which assists department personnel with crime scene processing/photography and evidence storage; the Personnel and Training Officer who handles recruitment, training, and background investigations of all police department employee candidates; and the Code Enforcement Unit, which is responsible for maintaining the City's motto, "The City of Gracious Living." Code Enforcement Officers are tasked with the responsibility of protecting property values and eliminating blight through the enforcement of the City's Municipal Code.
141 Page 507 of 624
Lastly, the Administrative Services Division is responsible for Facilities Maintenance and all Fiscal Services (Purchasing, Accounts Payables, maintaining the department’s budget, coordinating the department’s grants, and the False Alarm Program).
SPECIAL SERVICES DIVISION
The Special Services Division oversees professional standards, records, animal control, volunteers, and special projects within the department.
The Professional Standards Unit preserves the public's trust and confidence by conducting thorough and impartial investigations of alleged employee misconduct, providing proactive measures to prevent such misconduct, and maintaining the highest standards of fairness and respect towards our citizens and employees.
The Records Unit processes local and state criminal offender information, and actively performs a detailed list of law enforcement record-keeping processes. Animal Control handles any animal- related issue in the City to ensure public safety as it relates to animals and pets. The Volunteers in Police Services (VIPS) Unit consists of members of the community who volunteer to serve at the police department. They are assigned to patrol or to perform administrative tasks within the different divisions within the police department. In addition, special projects include implementing new technology and ensuring the department is consistent with new legal mandates.
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
POLICE
CHIEF OF POLICE 1.00 1.00 1.00 1.00 1.00
POLICE CAPTAIN 2.00 2.00 2.00 2.00 2.00
POLICE LIUETENANT 3.00 3.00 3.00 3.00 3.00
POLICE SERGEANT 9.00 9.00 9.00 9.00 9.00
POLICE DETECTIVE/CORPORAL 14.00 14.00 14.00 14.00 14.00 POLICE OFFICER 49.00 49.00 49.00 51.00 42.00
CRIME & INTELLIGENCE ANALYST 1.00 1.00 1.00 1.00 1.00
CIVILIAN INVESTIGATOR 0.00 0.00 1.00 1.00 1.00
FORENSIC TECHNICIAN 1.00 1.00 1.00 1.00 1.00
BUDGET SPECIALIST 0.00 0.00 1.00 1.00 1.00
ACCOUNTING TECHNICIAN 1.00 1.00 0.00 0.00 0.00
BACKGROUND INVESTIGATOR 0.00 0.00 0.00 1.00 1.00
SENIOR ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 1.00 POLICE DISPATCH SUPERVISOR 1.00 1.00 1.00 1.00 1.00
LEAD DISPATCHER 2.00 0.00 0.00 0.00 0.00
POLICE DISPATCHER I/II 10.00 12.00 12.00 12.00 12.00
POLICE RECORDS SUPERVISOR 1.00 1.00 1.00 1.00 1.00
SENIOR RECORDS TECHNICIAN 1.00 1.00 1.00 1.00 1.00
POLICE RECORDS TECHNICIAN I/II 5.00 5.00 5.00 5.00 5.00 HOMELESS SERVICES COORDINATOR 1.00 1.00 1.00 1.00 1.00
CRIME PREVENTION & COMMUNITY
OUTREACH SPECIALIST 0.00 0.00 1.00 1.00 1.00
PARK RANGER 0.00 0.00 1.00 2.00 2.00
PARKING CONTROL AIDE 1.00 1.00 1.00 1.00 1.00
PROPERTY AND EVIDENCE CLERK 0.00 0.00 0.00 1.00 1.00
POLICE SERVICES TECHNICIAN 7.00 7.00 5.00 4.00 4.00
ANIMAL SERVICES SUPERVISOR 1.00 1.00 1.00 1.00 1.00
ANIMAL SERVICES OFFICER 3.00 3.00 3.00 3.00 3.00
CODE ENFORCEMENT OFFICER 4.00 4.00 4.00 4.00 4.00
TOTAL DIVISIONS 119.00 119.00 120.00 124.00 115.00
142 Page 508 of 624
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Commitment to community engagement:
Hold two Citizen Academies.
Increase social media following by 5% (Instagram, Facebook, X (formerly Twitter)). Patrol and Code Enforcement are to continue to work with the Homeless Outreach Coordinator and the IMPACT Team to improve quality-of-life concerns with members of the community.
The IMPACT Team, consisting of four Officers, will focus on specific on-going crime and quality-of-life issues, by continuing their initiative-taking work to reduce blight-related calls for service by 5% from last year and improving quality-of-life within Upland.
Reduce injury traffic crashes by 2%:
Increase traffic enforcement.
Focus on Office of Traffic Safety (OTS) grant enforcement activities to reduce crashes. Analyze the traffic safety index based on the relationship of traffic citations issued to the number of traffic crashes in specific problem areas. This goal will be accomplished by using the following technology: Omega Crime Analysis system, Traffic Data Collectors (TDC), radar message sign trailers capable of collecting traffic data, portable Pole- Mounted Graphic (PMG) speed feedback signs capable of collecting traffic data, handheld and motorcycle mounted Radar and LIDAR equipment, and our recently upgraded Computer Aided Dispatch Records Management System (CAD/RMS).
Reduce Group A crime by 2%:
Increase computer forensic training to an additional detective. Streamline the investigation process when dealing with ID Theft/Fraud Cases. Cross-train detectives in handling multiple case assignments. Install cameras in the downtown area and Memorial Park Improve employee wellness:
Reduce sick time usage by 2%.
Reduce worker’s compensation-related injuries by 2%.
Continue to encourage participation in lifetime fitness and police athletics by participating in Baker to Vegas Relay Race, Softball League, and other similar activities. Continue to support a Health and Safety Incentive program. 143 Page 509 of 624
Provide executive leadership and development training to all supervisors. Implement a Peer Support Program.
Increase non-POST mandated training focused on risk management by 15% and include sworn and professional staff.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Number of Group A Crimes 2,884 2,686 2,928 3,192 3,479
Percentage compliance with POST and STC
requirements
100% 100% 100% 100% 100%
Number of forensic computer and cell phone
examinations (approx. 12 personnel-hours per
examination)
75 96 96 100 100
Total patrol calls 63,931 63,276 64,542 65,833 67,150
Number of injury traffic crashes 409 453 381 375 368
Citations 2,111 2,204 3,065 3,500 3,600
Number of Reserve volunteer hours 1,175 597 600 600 600
Number of VIPS volunteer hours 250 720 1,200 1,200 1,200
Number of CERT volunteer hours NA 3,950 4,700 5,000 5,100
Number of Graffiti Reward Payments 3 1 1 1 1
Number of Intersections equipped with
automated license plate readers 8 25 25 25 25
Number of code enforcement cases resolved 1,516 2,204 2,509 2,400 2,500
Code Enforcement Inspections 3,480 3,480 3,580 3,200 3,400
Notice of Vacate 5 5 4 5 6
Administrative Citations 43 28 277 250 270
Cases filed 2 8 1 1 2
Signs 1,600 2,388 1,629 1,500 1,600
Carts 128 157 65 50 45
Animals returned to the owner 18% 15% 16% 16% 16%
Animals euthanized 8% 10% 9% 8% 8%
144 Page 510 of 624
FY 2023-24 MAJOR ACCOMPLISHMENTS
Quality-of-Life Issues
Patrol/Investigations
Field personnel focused their attention on criminal vagrant matters, which resulted in a reduction in calls for service.
Added one Civilian Investigator to the Detective Bureau. 10 Internet Crimes Against Children arrests.
4 attempted murder arrests.
4 homicide arrests.
Assigned approximately 1,214 investigations.
Served 257 search warrants.
Made 123 arrests.
Special Teams – Special Investigations Unit (SIU)/ IMPACT Team and Orion Served 48 criminal search warrants.
Made 25 Felony Arrests.
Removed 16 Firearms from the streets.
Participated in 4 Multi-Jurisdictional Sweeps.
The IMPACT Team made 366 arrests.
The IMPACT Team placed 40 individuals in shelters and/or were housed. Participated in 2 Alcohol Beverage Control Operations. Participated in 1 Tobacco Operation.
Seized 343 pounds of methamphetamine.
Seized 149 pounds of cocaine.
Seized 1,195 pounds of marijuana.
Seized 36 pounds of fentanyl.
Seized 3 firearms.
145 Page 511 of 624
Executed 120 search warrants.
Recovered $1,825,830 in U.S. currency.
Code Enforcement
Opened 486 complaints from one reporting party.
A residential property in the 200 block of Verdugo Way was taken over by a court- appointed receiver. The receiver cleaned out hoarder conditions and is working to restore the property.
A residential property in the 1800 block of W. 9th Street was taken over by a court- appointed receiver. The receiver abated the property, including removing toxic waste. The City of Upland received $77,804 for attorney’s fees and $1,919 for City of Upland staff recovery costs.
Conducted a joint sweep at Loma Place/Woodlawn Street with the San Bernardino County Auto Theft Task Force, the City of Upland Business License Inspector, and a City of Upland Building Inspector to address Upland Municipal Code violations and inspect businesses for possible violations. Parking Enforcement also participated by addressing vehicles parked on the street.
Trained a cadet and a volunteer as new members of the team.
Attended training for new body-worn cameras, pepper spray, Taser, and CAD.
Administratively cited a business where an illegal casino was found. The business is no longer operating and has moved out of the location.
Started a case against a property owner where a medical plaza was left vacant in the 1300 block of E. Foothill Blvd. The team met with the property owner, the violations were corrected, and the building was secured.
Animal Control
Processed 564 disposal requests.
Received 1,598 stray animals at the shelter.
Reunited 264 pets with their families.
Trapped, neutered, or released a total of 46 feral & stray cats. Euthanized 144 animals.
Confiscated 61 animals.
Collected 503 deceased animals.
146 Page 512 of 624
126 owners surrendered animals.
1,351 animals were adopted out.
45 animals returned after adoption.
53 animal bite investigations.
Operational Effectiveness
Patrol/Investigations
Received grant funding from the California Office of Traffic Safety (OTS) for one Harley Davidson Motor Unit, motorcycle helmet, DUI Checkpoint supplies, blood draws, and four “Ride To Live” motorcycle safety education courses (free to the public). Received funding from the Justice Assistance Grant (JAG) for gas masks for patrol officers, one Recon Robot Throwbot, Robotronics KC and Cruiser Robot, and Meridian Anti Vehicle Barriers.
Received funds from the Homeland Security Grant Program for a unit retrofit to a command vehicle, pole camera, tactical backpacks, ballistic shields, and thermal imaging binoculars.
Implemented the Unmanned Aerial Vehicle Program with the purchase of 12 drones and the FAA Part 107 licensing of 9 officers.
Responded to 64,542 calls for service.
Received a total of 8,532 police reports.
Arrested over 2,602 suspects.
Dispatch processed 130,950 calls, including approximately 27,912 9-1-1 calls. Continued to modify case assignment procedures to maximize the Investigations Division’s ability to investigate crimes.
Conducted forensic examinations on over 83 cell phones, 10 laptops, and 3 desktop computers.
Purchased four 4 additional License Plate Reader cameras and installed them throughout the city to assist with investigations, bringing our total to 28 cameras.
Evidence
Installed two drying cabinets.
Took in approximately 4,861 pieces of property.
147 Page 513 of 624
Destroyed over 2,400 pieces of property.
Released over 770 pieces of property.
Sent over 830 pieces of property to the lab for CAL ID processing. Test fired 68 firearms for NIBN testing.
Responded to 60 CSI callouts.
K-9 Team
97 deployments resulting in 21 surrenders and 4 bite apprehensions. 12 narcotic related arrests.
$21,000 seized from narcotics sales.
26 pounds of illegal narcotics seized.
2 illegal firearms located from K9 article searches.
10 SWAT Team assists.
25 outside agency assist requests.
19 public demonstrations.
3,077 calls for service
K9 Specific training: POST SWAT/K9 integration, POST narcotics detection certification, including fentanyl, K9 supervision, and professional development training.
Technology
Purchased 3 Silent 6 GPS Trackers.
Purchased 1 Recon Robot Throwbot.
Implemented the “Spidr Tech” program, which provides status updates to people through text messages regarding their call for service and their case as it moves through the investigation process.
All sworn personnel and professional field staff were issued the all-new AXON Body 3 body-worn cameras and TASER 7 CEDs.
Purchased two new forensic computers to extract and process digital evidence from electronic devices. Upgraded Cellebrite Physical Analyzer to the premium version, allowing our detectives to physically extract evidence from locked/secured Android and IOS devices.
148 Page 514 of 624
Implemented the PlanIt Scheduling software to enhance employee scheduling. This program will allow staff members to view schedules, request time off, and offer to work shifts on a variety of platforms.
Community Engagement
Substantially expanded the number of department personnel who can post to social media to better communicate with the community.
Continued using the “Police/Taxi” in the “Know Your Limit” campaign for DUI education. Continued to provide department-related content to the public through social media platforms.
Attended three neighborhood watch meetings.
Hosted the Annual National Night Out
Hosted 1 Citizen’s Academy.
Participated in 7 community events including a business watch meeting at Sycamore Hills Plaza, San Bernardino County Fire Open House, Coffee with a Cop at Panera, and Stimulant Coffee, Inland Valley Recovery Services Annual Chili Cook-off, American Cancer Society Fundraiser at Oggi’s, and San Antonio Regional Hospital’s employee picnic. Participated in the City-sponsored Lemon Festival, Scary-A-Fair, and Christmas Parade.
Employee Development & Training
Firearms / Use of Force
1 Officer completed the Arrest and Control Instructor Course. 6 Officers attended Basic Patrol Rifle Training.
11 Officers attended UPD’s Pistol Mounted Miniature Red-Dot Transition/Firearms Perishable Skills Program Course.
3 Officers attended SWAT School.
Special Assignment / Career Advancement
1 Detective attended the Cellebrite Course.
6 Officers attended the NHTSA Standardized Field Sobriety Testing (SFTS) Training Course.
2 Officers attended the NHTSA Advanced Roadside Impairment Driving Enforcement (ARIDE) Training Course.
149 Page 515 of 624
3 Officers attended the Field Training Officer Course. 1 Officer attended the Traffic Crash Investigations – Basic Course. 2 Officers attended the School Resource Officer Course. 2 Officers attended the Intervention and De-escalation Techniques for SRO’s Course. 4 Officers attended the Field Training Officer Behavior Health Course. 2 Officers attended the Radar/Lidar Course.
4 Officers attended the Traffic Safety Summit.
2 Officers attended the Threat Assessment Conference. 2 Officers attended the Alcohol Beverage Control Conference. 5 Officers attended the Crisis Negotiations Association Conference. 5 Officers attended the California Association of Tactical Officers Conference. 1 Officer attended the Assault Firearms Identification Course. 3 Officers attended Crisis Negotiations Team Leader Course 3 Officers attended the Title 15 Course.
3 Officers attended the Basic Drone Course.
2 Officers attended the Gang Awareness Course.
2 Officers attended the Cal Gangs Course.
1 Detective attended the SLI Course.
Supervisory / Leadership (Sergeant and above)
1 Sergeant attended the Supervisory Course.
1 Sergeant attended the Internal Affairs Course.
1 Sergeant attended the Critical Incident Leadership for Supervisors Course. 1 Lieutenant attended the Foundation of Executive Leadership Course.
Professional Staff Development
2 Dispatchers attended the CALNENA Dispatcher Course. 1 Dispatcher attended the POST Basic Dispatch Course. 150 Page 516 of 624
1 Code Enforcement Officer attended the PC 832 Course. 1 Police Service Technician attended the PC 832 Course. 1 Code Enforcement Officer attended the CACEO Conference.
Internal Department Training
51 Officers completed the First Aid/CPR Course.
Department Patrol Rifle Qualifications.
Recruitment and Retention
Since July 1, 2023, our Personnel & Training Coordinator received and reviewed 852 applicants for various positions within the department, such as Police Officer (Trainee, Pre- Service, Lateral, and Reserve), Police Dispatcher II, Police Cadet, Homeless Services Assistant, Animal Services Officer, Police Service Technician, Code Enforcement Officer, and Volunteer.
Since July 1, 2023, our Personnel & Training Coordinator hired 22 applicants: 11 Police Officers, 1 Dispatcher Supervisor, 2 Police Cadets, 1 Park Ranger, 1 Homeless Coordinator, 1 Homeless Services Assistant, 1 Crime Prevention/Community Outreach Specialist and 3 Volunteers.
Hiring Incentives
New Hire Signing Bonus for Police Officer Lateral ($12,500). New Hire Signing Bonus for Police Officer Pre-Service ($10,000). New Hire Signing Bonus for Police Officer Trainee ($7,500). New Hire Signing bonus for Police Dispatcher II ($5,000). New Hire Signing Bonus for Police Dispatcher I ($2,500).
Brand Recognition / Recruiting
The social media team continues to build brand recognition on the department’s social media platforms for department-related social media content. Development of a new recruitment website to be linked to the City’s webpage. 151 Page 517 of 624
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
3201 POLICE ADMINISTRATION
Personnel 1,336,370$ 1,519,380$ 2,469,540$ 2,433,490$ 2,681,290$ 2,823,110$ Maintenance & Operations 9,324,730 8,030,830 8,046,400 8,225,770 10,050,320 10,288,640 Capital Outlay 5,240 23,390 - - - - TOTAL POLICE ADMINISTRATION 10,666,340$ 9,573,600$ 10,515,940$ 10,659,260$ 12,731,610$ 13,111,750$ 3202 POLICE INVESTIGATIONS
Personnel 5,981,630$ 2,592,890$ 3,023,190$ 3,023,190$ 3,407,820$ 3,602,950$ Maintenance & Operations 275,400 239,110 293,330 300,670 275,030 379,250 Capital Outlay - - - - - - TOTAL POLICE INVESTIGATIONS 6,257,030$ 2,832,000$ 3,316,520$ 3,323,860$ 3,682,850$ 3,982,200$ 3205 ANIMAL CONTROL
Personnel 266,560$ 216,680$ 335,630$ 371,690$ 404,760$ 427,710$ Maintenance & Operations 384,410 380,120 477,350 479,510 455,810 428,080 Capital Outlay - - - - - - TOTAL ANIMAL CONTROL 650,970$ 596,800$ 812,980$ 851,200$ 860,570$ 855,790$ 3208 METROLINK STATION
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 790 11,080 9,480 800 - - Capital Outlay - - - - - - TOTAL METROLINK STATION 790$ 11,080$ 9,480$ 800$ -$ -$ 3211 POLICE PATROL
Personnel 35,602,030$ 9,611,190$ 12,792,370$ 12,814,660$ 13,585,050$ 14,555,160$ Maintenance & Operations 1,313,000 1,085,730 1,835,290 1,851,290 1,793,960 1,693,030 Capital Outlay - 16,420 - 4,700 - - TOTAL POLICE PATROL 36,915,030$ 10,713,340$ 14,627,660$ 14,670,650$ 15,379,010$ 16,248,190$ 3231 POLICE SPECIAL EVENTS & COMMUNITY OUTREACH
Personnel 10,120$ 60,200$ -$ -$ -$ -$ Maintenance & Operations 240 25,810 47,250 48,250 51,750 53,010 Capital Outlay - - - - - - TOTAL POLICE SPEC EVENTS & COMM OUTREACH 10,360$ 86,010$ 47,250$ 48,250$ 51,750$ 53,010$ 3232 POLICE RESERVES
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 3,810 1,970 7,060 7,060 7,060 7,230 Capital Outlay - - - - - - TOTAL POLICE RESERVES 3,810$ 1,970$ 7,060$ 7,060$ 7,060$ 7,230$ 3233 CODE ENFORCEMENT
Personnel 263,760$ 259,420$ 458,020$ 458,020$ 441,490$ 467,480$ Maintenance & Operations 395,050 380,630 437,000 280,110 420,010 426,910 Capital Outlay - - - - - - TOTAL CODE ENFORCEMENT 658,810$ 640,050$ 895,020$ 738,130$ 861,500$ 894,390$ 101 TOTAL GENERAL FUND
Personnel 43,460,470$ 14,259,760$ 19,078,750$ 19,101,050$ 20,520,410$ 21,876,410$ Maintenance & Operations 11,697,430 10,155,280 11,153,160 11,193,460 13,053,940 13,276,150 Capital Outlay 5,240 39,810 - 4,700 - - TOTAL GENERAL FUND 55,163,140$ 24,454,850$ 30,231,910$ 30,299,210$ 33,574,350$ 35,152,560$ 203 TOTAL PUBLIC SAFETY AUGMENTATION FUND
Personnel 1,374,950$ 1,479,920$ 1,500,070$ 1,500,070$ 1,432,850$ 1,432,850$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - TOTAL PUBLIC SAFETY AUGMENTATION FUND 1,374,950$ 1,479,920$ 1,500,070$ 1,500,070$ 1,432,850$ 1,432,850$ 211 TOTAL AIR QUALITY MANAGEMENT DISTRICT FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay 17,150 - - - - - TOTAL AIR QLTY MGMT DISTRICT FUND 17,150$ -$ -$ -$ -$ -$ POLICE
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
152 Page 518 of 624
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSEDPOLICE
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel 414,210$ -$ -$ -$ -$ -$ Maintenance & Operations 141,230 307,580 22,500 156,500 - - Capital Outlay 16,150 505,930 - 207,630 - - TOTAL ARPA FUND 571,590$ 813,510$ 22,500$ 364,130$ -$ -$ 420 TOTAL GENERAL CAPITAL IMPROVEMENTS FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay 4,380 - - 28,110 - - TOTAL GENERAL CAPITAL IMPROVEMENTS FUND 4,380$ -$ -$ 28,110$ -$ -$ 2XX TOTAL POLICE GRANTS
Personnel 106,990$ 106,680$ 121,570$ 289,180$ -$ -$ Maintenance & Operations 94,960 122,350 213,980 282,300 75,000 76,500 Capital Outlay - 460,150 1,472,450 1,865,340 1,357,200 1,153,000 TOTAL POLICE GRANTS 201,950$ 689,180$ 1,808,000$ 2,436,820$ 1,432,200$ 1,229,500$ 2XX TOTAL ASSET FORFEITURE FUNDS
Personnel -$ -$ -$ -$ 148,380$ 154,680$ Maintenance & Operations 6,500 1,900 - - - - Capital Outlay - - 1,393,290 1,393,290 500,000 500,000 TOTAL ASSET FORFEITURE FUNDS 6,500$ 1,900$ 1,393,290$ 1,393,290$ 648,380$ 654,680$
TOTAL POLICE
Personnel 45,356,620$ 15,846,360$ 20,700,390$ 20,890,300$ 22,101,640$ 23,463,940$ Maintenance & Operations 11,940,120 10,587,110 11,389,640 11,632,260 13,128,940 13,352,650 Capital Outlay 42,920 1,005,890 2,865,740 3,499,070 1,857,200 1,653,000 TOTAL POLICE 57,339,660$ 27,439,360$ 34,955,770$ 36,021,630$ 37,087,780$ 38,469,590$ 153 Page 519 of 624
OBJECT
CODE EXPENSE CLASSIFICATION 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 72,260$ 103,000$ 128,700$ 128,700$ 128,700$ 105,000$ 5111 Salaries - Full Time 1,940,360 2,036,310 2,718,060 2,768,450 3,058,340 3,229,720 5112 Salaries - Temporary/Part Time 319,270 500,970 460,150 407,370 479,560 479,560 5113 Overtime 230,440 213,360 224,530 224,530 222,690 222,690 5114 Catastrophic Leave Pay 8,730 11,110 - - - - 5116 Fringe Benefits 445,190 460,140 820,620 839,310 958,700 1,065,280 5117 Retirement Contributions 214,500 212,460 326,920 332,920 358,770 371,510 5131 Salaries - Sworn Police 7,777,160 8,058,110 10,691,760 10,691,760 11,382,600 12,135,250 5133 Overtime - Sworn Police 1,349,210 1,569,040 1,433,930 1,601,540 1,314,200 1,314,200 5136 Fringe Benefits - Sworn Police 1,218,520 1,325,130 1,854,480 1,854,480 2,055,140 2,268,790 5137 Retirement Contributions - Sworn Police 1,280,980 1,356,730 2,041,240 2,041,240 2,142,940 2,271,940 5139 Unfunded Annual PERS Liab - Sworn 30,500,000 - - - - - TOTAL PERSONNEL EXPENSES 45,356,620$ 15,846,360$ 20,700,390$ 20,890,300$ 22,101,640$ 23,463,940$
MAINTENANCE & OPERATIONS
5201 Personnel Reimbursement -$ -$ 5,860$ 5,860$ -$ -$ 5205 Recruitment Costs - Other - 80 - - - - 5211 Postage 940 300 1,250 1,250 1,250 1,290 5212 Advertising - 140 150 150 150 160 5213 Dues & Subscriptions 39,400 233,730 45,620 40,620 71,370 73,050 5215 Training/Conferences/Meetings 130,420 161,650 166,610 172,050 156,070 159,690 5216 Office Supplies 14,730 16,170 18,010 18,010 18,010 18,380 5217 Other Supplies/Materials 119,170 125,880 195,010 203,660 279,090 285,310 5218 Uniform Expense 54,400 99,920 105,140 105,140 105,140 109,250 5219 Licences, Registration and Permits 25,520 70,000 5,000 - - - 5220 Fuel Usage 252,030 266,930 324,190 324,190 289,190 295,500 5222 Print/Mail Charges 6,850 4,650 4,700 4,700 4,700 4,880 5226 Team Building Expenses - - 12,600 12,600 12,600 12,860 5231 Office Equipment (Under 5,000)8,050 18,150 37,500 49,300 15,000 15,500 5232 Computer Equip (Under 5,000)13,890 870 7,050 7,550 7,050 7,120 5233 Other Equipment (Under 5,000)202,600 97,210 218,190 270,120 101,630 103,710 5234 Other Equipment Rental 560 23,190 32,500 33,500 33,500 34,390 5236 Rent 2,400 2,400 2,640 2,400 2,400 2,450 5237 Utilities - Sewer - 1,640 2,800 2,800 2,800 2,860 5239 Software Subscriptions - - - 146,430 - - 5241 Utilities - Electric 110,430 109,930 142,020 142,020 127,020 129,570 5242 Utilities - Gas 32,040 49,680 58,150 58,150 28,150 28,720 5244 Utilities - Water - 11,470 15,660 15,660 15,660 15,990 5245 Maint- Build/Struct/Grounds - 370 - - - - 5246 Maintenance - Equipment 15,680 66,310 12,980 12,980 12,980 13,540 5247 Maintenance - Vehicle 9,350 12,110 17,270 17,400 17,270 17,620 5251 Legal Services 321,970 378,080 327,690 350,300 413,920 422,200 5252 Professional Services - 350 - - - - 5253 Contract Services 732,180 641,050 703,780 717,740 681,060 705,370 5254 Data Processing Services - 2,200 11,660 11,660 2,200 2,250 5255 Banking Services 2,970 3,320 6,450 6,450 6,450 6,590 5258 Other Services 390,030 414,650 620,800 605,210 482,740 493,720 5267 Undercover Activity - - - 6,000 - - 5271 Insurance Premium 1,150 930 1,900 1,900 1,900 1,940 5290 Late Charges - 1,950 - - - - 5291 Bad Debts Expense 210 - - - - - 5297 Other Expenses - 100 200 200 200 200 5320 Tuition Reimbursement - 6,590 24,500 24,500 24,500 24,990 5701 Information Systems Allocation Charges 1,032,800 1,359,220 1,547,760 1,547,760 1,732,260 1,805,430 5702 Fleet - Maintenance & Repair Allocation 336,790 317,920 399,990 399,990 519,160 543,940 5703 Vehicle Acquisition Allocation 423,900 145,000 569,200 569,200 364,000 299,500 5704 Building Maintenance & Operation Allocation 355,400 400,410 366,720 366,720 485,020 450,780 5705 Self Funded Liability Allocation 2,709,490 2,886,940 2,913,430 2,913,430 2,714,540 2,858,250 5706 OPEB & Employee Benefits Allocation 451,980 387,020 384,100 384,100 343,690 351,320 5707 PERS-UAL Allocation 4,142,790 2,268,600 2,080,560 2,080,560 4,056,270 4,054,330 TOTAL MAINTENANCE & OPERATIONS 11,940,120$ 10,587,110$ 11,389,640$ 11,632,260$ 13,128,940$ 13,352,650$
CITY OF UPLAND
POLICE DEPARTMENT
FY 2024-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE
154 Page 520 of 624
OBJECT
CODE EXPENSE CLASSIFICATION 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
POLICE DEPARTMENT
FY 2024-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE
CAPITAL OUTLAY
5530 Machinery & Equipment 38,540$ 633,330$ 2,205,170$ 2,207,290$ 1,178,600$ 1,076,500$ 5531 Vehicles 4,380 353,060 660,570 1,291,780 678,600 576,500 5535 Intangibles-Software - 19,500 - - - - TOTAL CAPITAL OUTLAY 42,920$ 1,005,890$ 2,865,740$ 3,499,070$ 1,857,200$ 1,653,000$ TOTAL DEPARTMENT 57,339,660$ 27,439,360$ 34,955,770$ 36,021,630$ 37,087,780$ 38,469,590$ 155 Page 521 of 624
FUND NO.101 203 216 217 220
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL
PUBLIC
SAFETY
COPS
ALLOCATION
OTHER
GRANTS
ASSET
FORFEITURE -
FED DOJ
2024-25
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 128,700$ -$ -$ -$ -$ 128,700$ 5111 Salaries - Full Time 3,058,340 - - - - 3,058,340 5112 Salaries - Temporary/Part Time 479,560 - - - - 479,560 5113 Overtime 222,690 - - - - 222,690 5116 Fringe Benefits 958,700 - - - - 958,700 5117 Retirement Contributions 358,770 - - - - 358,770 5131 Salaries - Sworn Police 10,233,510 1,040,040 - - 109,050 11,382,600 5133 Overtime - Sworn Police 1,300,880 13,320 - - - 1,314,200 5136 Fringe Benefits - Sworn Police 1,844,580 188,230 - - 22,330 2,055,140 5137 Retirement Contributions - Sworn Police 1,934,680 191,260 - - 17,000 2,142,940 TOTAL PERSONNEL EXPENSES 20,520,410$ 1,432,850$ -$ -$ 148,380$ 22,101,640$
MAINTENANCE & OPERATIONS
5201 Personnel Reimbursement -$ -$ -$ -$ -$ -$ 5205 Recruitment Costs - Other - - - - - - 5211 Postage 1,250 - - - - 1,250 5212 Advertising 150 - - - - 150 5213 Dues & Subscriptions 71,370 - - - - 71,370 5215 Training/Conferences/Meetings 156,070 - - - - 156,070 5216 Office Supplies 18,010 - - - - 18,010 5217 Other Supplies/Materials 204,090 - - 75,000 - 279,090 5218 Uniform Expense 105,140 - - - - 105,140 5219 Licences, Registration and Permits - - - - - - 5220 Fuel Usage 289,190 - - - - 289,190 5222 Print/Mail Charges 4,700 - - - - 4,700 5226 Team Building Expenses 12,600 - - - - 12,600 5231 Office Equipment (Under 5,000)15,000 - - - - 15,000 5232 Computer Equip (Under 5,000)7,050 - - - - 7,050 5233 Other Equipment (Under 5,000)101,630 - - - - 101,630 5234 Other Equipment Rental 33,500 - - - - 33,500 5236 Rent 2,400 - - - - 2,400 5237 Utilities - Sewer 2,800 - - - - 2,800 5239 Software Subscriptions - - - - - - 5241 Utilities - Electric 127,020 - - - - 127,020 5242 Utilities - Gas 28,150 - - - - 28,150 5244 Utilities - Water 15,660 - - - - 15,660 5245 Maint- Build/Struct/Grounds - - - - - - 5246 Maintenance - Equipment 12,980 - - - - 12,980
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
POLICE DEPARTMENT
FY 2024-25 ANNUAL BUDGET
156 Page 522 of 624
FUND NO.101 203 216 217 220
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL
PUBLIC
SAFETY
COPS
ALLOCATION
OTHER
GRANTS
ASSET
FORFEITURE -
FED DOJ
2024-25
PROPOSED
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
POLICE DEPARTMENT
FY 2024-25 ANNUAL BUDGET
5247 Maintenance - Vehicle 17,270 - - - - 17,270 5251 Legal Services 413,920 - - - - 413,920 5253 Contract Services 681,060 - - - - 681,060 5254 Data Processing Services 2,200 - - - - 2,200 5255 Banking Services 6,450 - - - - 6,450 5258 Other Services 482,740 - - - - 482,740 5267 Undercover Activity - - - - - - 5271 Insurance Premium 1,900 - - - - 1,900 5290 Late Charges - - - - - - 5297 Other Expenses 200 - - - - 200 5320 Tuition Reimbursement 24,500 - - - - 24,500 5701 Information Systems Allocation Charges 1,732,260 - - - - 1,732,260 5702 Fleet - Maintenance & Repair Allocation 519,160 - - - - 519,160 5703 Vehicle Acquisition Allocation 364,000 - - - - 364,000 5704 Building Maintenance & Operation Allocation 485,020 - - - - 485,020 5705 Self Funded Liability Allocation 2,714,540 - - - - 2,714,540 5706 OPEB & Employee Benefits Allocation 343,690 - - - - 343,690 5707 PERS-UAL Allocation 4,056,270 - - - - 4,056,270 TOTAL MAINTENANCE & OPERATIONS 13,053,940$ -$ -$ 75,000$ -$ 13,128,940$
CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ 678,600$ -$ 500,000$ 1,178,600$ 5531 Vehicles - - 678,600 - - 678,600 TOTAL CAPITAL OUTLAY -$ -$ 1,357,200$ -$ 500,000$ 1,857,200$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ -$ -$ -$ -$ -$ CAPITAL IMPROVEMENT PROJECTS -$ -$ -$ -$ -$ -$ TOTAL DEPARTMENT 33,574,350$ 1,432,850$ 1,357,200$ 75,000$ 648,380$ 37,087,780$ 157 Page 523 of 624
FUND NO.101 203 216 217 220
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL
PUBLIC
SAFETY
COPS
ALLOCATION
OTHER
GRANTS
ASSET
FORFEITURE -
FED DOJ
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 105,000$ -$ -$ -$ -$ 105,000$ 5111 Salaries - Full Time 3,229,720 - - - - 3,229,720 5112 Salaries - Temporary/Part Time 479,560 - - - - 479,560 5113 Overtime 222,690 - - - - 222,690 5116 Fringe Benefits 1,065,280 - - - - 1,065,280 5117 Retirement Contributions 371,510 - - - - 371,510 5131 Salaries - Sworn Police 10,977,190 1,044,660 - - 113,400 12,135,250 5133 Overtime - Sworn Police 1,314,200 - - - - 1,314,200 5136 Fringe Benefits - Sworn Police 2,044,910 199,090 - - 24,790 2,268,790 5137 Retirement Contributions - Sworn Police 2,066,350 189,100 - - 16,490 2,271,940 TOTAL PERSONNEL EXPENSES 21,876,410$ 1,432,850$ -$ -$ 154,680$ 23,463,940$
MAINTENANCE & OPERATIONS
5201 Personnel Reimbursement -$ -$ -$ -$ -$ -$ 5205 Recruitment Costs - Other - - - - - - 5211 Postage 1,290 - - - - 1,290 5212 Advertising 160 - - - - 160 5213 Dues & Subscriptions 73,050 - - - - 73,050 5215 Training/Conferences/Meetings 159,690 - - - - 159,690 5216 Office Supplies 18,380 - - - - 18,380 5217 Other Supplies/Materials 208,810 - - 76,500 - 285,310 5218 Uniform Expense 109,250 - - - - 109,250 5219 Licences, Registration and Permits - - - - - - 5220 Fuel Usage 295,500 - - - - 295,500 5222 Print/Mail Charges 4,880 - - - - 4,880 5226 Team Building Expenses 12,860 - - - - 12,860 5231 Office Equipment (Under 5,000)15,500 - - - - 15,500 5232 Computer Equip (Under 5,000)7,120 - - - - 7,120 5233 Other Equipment (Under 5,000)103,710 - - - - 103,710 5234 Other Equipment Rental 34,390 - - - - 34,390 5236 Rent 2,450 - - - - 2,450 5237 Utilities - Sewer 2,860 - - - - 2,860 5239 Software Subscriptions - - - - - - 5241 Utilities - Electric 129,570 - - - - 129,570 5242 Utilities - Gas 28,720 - - - - 28,720 5244 Utilities - Water 15,990 - - - - 15,990 5245 Maint- Build/Struct/Grounds - - - - - - 5246 Maintenance - Equipment 13,540 - - - - 13,540
CITY OF UPLAND
POLICE DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
158 Page 524 of 624
FUND NO.101 203 216 217 220
OBJECT
CODE EXPENSE CLASSIFICATION GENERAL
PUBLIC
SAFETY
COPS
ALLOCATION
OTHER
GRANTS
ASSET
FORFEITURE -
FED DOJ
2025-26
PROPOSED
CITY OF UPLAND
POLICE DEPARTMENT
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
5247 Maintenance - Vehicle 17,620 - - - - 17,620 5251 Legal Services 422,200 - - - - 422,200 5253 Contract Services 705,370 - - - - 705,370 5254 Data Processing Services 2,250 - - - - 2,250 5255 Banking Services 6,590 - - - - 6,590 5258 Other Services 493,720 - - - - 493,720 5267 Undercover Activity - - - - - - 5271 Insurance Premium 1,940 - - - - 1,940 5290 Late Charges - - - - - - 5297 Other Expenses 200 - - - - 200 5320 Tuition Reimbursement 24,990 - - - - 24,990 5701 Information Systems Allocation Charges 1,805,430 - - - - 1,805,430 5702 Fleet - Maintenance & Repair Allocation 543,940 - - - - 543,940 5703 Vehicle Acquisition Allocation 299,500 - - - - 299,500 5704 Building Maintenance & Operation Allocation 450,780 - - - - 450,780 5705 Self Funded Liability Allocation 2,858,250 - - - - 2,858,250 5706 OPEB & Employee Benefits Allocation 351,320 - - - - 351,320 5707 PERS-UAL Allocation 4,054,330 - - - - 4,054,330 TOTAL MAINTENANCE & OPERATIONS 13,276,150$ -$ -$ 76,500$ -$ 13,352,650$
CAPITAL OUTLAY
5530 Machinery & Equipment -$ -$ 576,500$ -$ 500,000$ 1,076,500$ 5531 Vehicles - - 576,500 - - 576,500 TOTAL CAPITAL OUTLAY -$ -$ 1,153,000$ -$ 500,000$ 1,653,000$ TOTAL DEPARTMENT 35,152,560$ 1,432,850$ 1,153,000$ 76,500$ 654,680$ 38,469,590$ 159 Page 525 of 624
PUBLIC WORKS
City of Upland
Organizational Chart
Fiscal Year 2024-25 & 2025-26
Public Works Director/City Engineer
Budget
Specialist
Senior
Administrative
Assistant
Administrative
Assistant
Office Assistant
PT
HHW PT Pool
Operations
Manager
Operations
Supervisor (4)
Maintenance
Coordinators (3)
Maintenance
Worker I/II (10)
Maintenance
Worker PT
Lead Equipment
Mechanic
Equipment
Mechanic (2)
Warehouse &
Inventory
Technician
Facilities
Coordinator
Facilities
Technician (3)
Custodians (3)
Custodians PT
Utilities
Manager
Chief Water
Treatment
Operator
Lead Water
Treatment
Operator (2)
Water
Treatment
Operator I/II (3)
Water
Treatment
Operator PT
Maintenance
Worker‐
Utilities I
Utilities
Supervisor‐
Water
Lead Utility
Worker‐Water
(2)
Utility Worker‐
Water I/II (11)
Lead Water
Meter
Technician
Water Meter
Technician (3)
Utilities
Supervisor‐
Sewer
Utility Worker‐
Sewer I/II (6)
Assistant/
Assoicate
Engineer
Management
Analyst II
(Water
Conservation)
GIS Specialist
Customer
Service
Representative
II
Environmental
Compliance
Manager
Assistant/
Associate
Engineer (2)
Regulatory
Compliance
Specialist
Cross‐
Connection
Control
Technician
Environmental
Compliance
Inspector
Engineering
Manager
Senior
Engineer
Associate
Engineer
Public Works
Inspector II (2)
Principal
Engineer
Assistant/
Associate
Engineer (2)
Engineering
Technician
160 Page 526 of 624
MISSION STATEMENT
The City of Upland’s Public Work Department is dedicated to maintaining and improving the City’s infrastructure and providing reliable, high quality utilities services for the residents, businesses, visitors, and future generations.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $7,315,150 $7,956,940 $11,304,720 $11,114,450 $12,138,860 $12,926,510 MAINTENANCE & OPERATIONS 52,860,040 51,040,110 63,804,470 65,627,840 67,396,730 69,651,360 CAPITAL OUTLAY 806,990 1,560,630 1,343,540 4,995,760 1,621,550 1,058,100 CAPITAL IMPROVEMENT PROJECTS 13,700,990 7,140,590 58,749,070 62,841,430 59,413,910 22,790,250 TOTAL BUDGET $74,683,170 $67,698,270 $135,201,800 $144,579,480 $140,571,050 $106,426,220
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Public Works Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
GENERAL FUND $7,516,220 $8,318,850 $9,587,130 $10,276,230 $11,123,080 $11,794,760 GAS TAX 2,432,630 1,653,620 10,614,390 10,612,670 9,258,490 4,890,100 MEASURE I 1,389,150 554,260 5,923,630 5,783,790 5,804,230 7,268,710 ROAD MAINTENANCE REHAB 95,460 134,830 5,784,850 5,771,460 6,640,370 2,753,340 OTHER GRANTS - 13,600 165,030 965,030 - -
FEDERAL GRANT-CARES ACT 1,054,170 640,010 3,673,590 4,110,100 1,553,600 - AMERICAN RESCUE PLAN ACT - - - - 550,200 -
GEN CAPITAL IMPROVEMENTS - 340 554,750 554,660 332,000 - PARK ACQUISITION & DEV. 17,910 112,690 2,694,590 3,316,770 1,897,980 635,000 STORM DRAIN DEVELOPMENT 7,270 2,230 2,791,380 2,803,870 954,270 938,580 STREET & TRAFFIC FACILITY 383,700 169,580 917,870 917,870 325,370 - GENERAL CAPITAL PROJECTS 151,120 221,600 868,310 4,272,430 5,536,960 625,000 STREET & ALLEY REPAIRS 202,220 29,570 1,114,090 1,109,590 1,102,090 426,470 WATER UTILITY 32,996,570 24,988,350 53,598,670 54,722,160 57,368,920 40,240,160 161 Page 527 of 624
PUBLIC WORKS
The responsibilities of Public Works include planning, designing, constructing, operating, and maintaining the City's infrastructure and providing reliable, high-quality water, wastewater, drainage, and solid waste disposal services. Public Works services are provided through five divisions: Engineering-Capital, Engineering-Traffic and Development, Environmental Compliance, Operations and Maintenance and the Utilities. Through our valued employees, Public Works is committed to preserving, maintaining, and enhancing the City’s infrastructure and natural resources for the benefit of our residents, businesses, and visitors.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES (Continued)
SOLID WASTE UTILITY 15,921,530 17,308,710 17,726,780 17,725,770 18,400,460 19,139,560 SEWER UTILITY 10,531,780 11,147,890 16,227,680 16,284,500 16,626,990 14,395,060 FLEET MANAGEMENT 939,720 1,073,650 1,582,300 3,481,310 1,258,980 1,485,110 BUILDING MAINT & OPS 1,043,720 1,328,490 1,376,760 1,871,270 1,837,060 1,834,370 TOTAL BUDGET $74,683,170 $67,698,270 $135,201,800 $144,579,480 $140,571,050 $106,426,220
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
PUBLIC WORKS - ADMINISTRATION
PUBLIC WORKS DIRECTOR/CITY ENGINEER 1.00 1.00 1.00 1.00 0.05 ACCOUNTING TECHNICIAN 1.00 1.00 0.00 0.00 0.00
BUDGET SPECIALIST 0.00 0.00 1.00 1.00 0.25
SENIOR ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.25 ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.25
PUBLIC WORKS – OPERATIONS
OPERATIONS MANAGER 1.00 1.00 1.00 1.00 0.75
OPERATIONS SUPERVISOR 1.00 1.00 1.00 4.00 1.60
MAINTENANCE COORDINATOR 3.00 3.00 3.00 3.00 3.00
MAINTENANCE WORKER I/II 10.00 11.00 11.00 11.00 8.20
FACILITIES COORDINATOR 1.00 1.00 1.00 1.00 0.00
FACILITIES TECHNICIAN 2.00 3.00 3.00 3.00 0.00
CUSTODIAN 3.00 3.00 3.00 3.00 0.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00 0.00
EQUIPMENT MECHANIC 2.00 2.00 2.00 2.00 0.00
WAREHOUSE & INVENTORY TECHNICIAN 1.00 1.00 1.00 1.00 0.30 PUBLIC WORKS – CAPITAL PROJECTS
ENGINEERING MANAGER 1.00 1.00 1.00 1.00 0.35
SENIOR ENGINEER 1.00 1.00 1.00 1.00 0.10
ASSISTANT/ASSOCIATE ENGINEER 1.00 1.00 1.00 1.00 0.10 PUBLIC WORKS INSPECTOR II 2.00 2.00 2.00 2.00 0.60
PUBLIC WORKS – TRAFFIC ENGINEERING
PRINCIPAL ENGINEER 1.00 1.00 1.00 1.00 0.80
ASSISTANT/ASSOCIATE ENGINEER 2.00 2.00 2.00 2.00 1.60 ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00 0.80
TOTAL DIVISIONS 38.00 40.00 40.00 43.00 19.00
162 Page 528 of 624
ENGINEERING - CAPITAL IMPROVEMENTS PROGRAM (CIP) DIVISION The CIP Engineering Division provides engineering, contract administration, project management and construction management for all City capital improvement projects (Street, Traffic Signal, Street Lighting, Storm Drain, Water, Sewer, Public Buildings, Recreation Facilities, etc.). The Division also serves as the liaison between the City and other regional transportation, flood management and local agencies on construction and engineering matters.
ENGINEERING - LAND DEVELOPMENT & TRANSPORTATION DIVISION The Land Development and Transportation Engineering Division is responsible for reviewing and conditioning development projects including maps and use type of cases. The Division is also responsible for plan checking and approval of subdivision maps, public improvement plans and grading plans for construction in accordance with the Upland Municipal Code, the Subdivision Map Act, and County, State and Federal requirements to ensure new development complements the community.
The Transportation Division also ensures the City's traffic circulation system operates in a safe and efficient manner. This program also plans for the growth-related needs of vehicles, bicycles, and pedestrians. This Division is also responsible for managing a contract for the maintenance, operation, and repair of the City’s traffic signals and flashing beacons, and the establishment of traffic control and management measures. Additionally, this Division issues and manages the various permits including encroachment, lane closure and parking within the city.
OPERATIONS DIVISION
The Operations Division is responsible for operating, maintaining, repairing, and improving the City’s infrastructure (streets, sidewalks, streetlights, traffic control measures, city trees and property, parks, streetscapes, signage, public buildings, fleet and equipment, etc.) to improve and enhance the aesthetics of the community.
Street and Sidewalk Maintenance
This program maintains approximately 210 center lane miles of City streets, 37.5 miles of alleys, 420 miles of sidewalks, curbs, gutters, and other concrete structures within the public right-of- way, city parks and properties to ensure safe conditions for motorists, bicyclists, and pedestrians.
This maintenance includes implementing short and long-term corrective measures to provide a safe travel way for all.
Traffic Control Signage and Pavement Striping/Marking Maintenance The Operations Division is responsible for the maintenance and repair of approximately 2,500 regulatory, warning, directional, and advisory signage in the city, as well as pavement markings, in order to provide a safe and informative transportation system.
City Parkway Tree & Park Tree Maintenance
This program is responsible for the maintenance of approximately 32,000 City trees in the public right-of-way and in City open spaces, including City owned facilities and all 13 of the City’s parks.
The Operations Division manages the work of a tree maintenance vendor contracted to perform routine tree trimming. Parkway and median tree trimming are performed on a grid trimming 163 Page 529 of 624
schedule, which provides tree trimming on a 7-year cycle. This is a cost effective and equitable method of trimming that provides a systematic approach to addressing the maintenance of City trees in our community. Included in the routine maintenance program is the removal of dead and/or severely deteriorated trees and their subsequent replanting.
City Parkway, Median, and City Property Maintenance
This program is responsible for the landscape maintenance of the public right-of-way including
73.3 acres of parkway and median, 25 acres of public trails, and in City owned facilities. The goal is to maintain these areas in an aesthetically suitable manner in order to preserve their appearance and improve quality of life in the community. The Operations Division manages the work of a landscape maintenance vendor contracted to perform routine landscape maintenance and weed abatement. This includes the historical Euclid Avenue District, which spans from the City’s southern border (I-10) to its northern border (24th Street) and includes the famous Euclid Avenue Median Walking Trail (Bridle Path) and landmarks like the Madonna of the Trail.
City Park Maintenance
This program is responsible for the landscaping and maintenance of approximately 217 acres of active recreational park grounds. The Operations Division is responsible for the parks, their sports fields, and park restrooms and ensures all facilities are safe and clean for the community’s enjoyment.
City Owned Street Light Maintenance
The City owns, operates, and maintains approximately 600 streetlights, of which a high percentage of streetlights are located within the Colonies neighborhood area as well as the Downtown area.
The Operations Division is responsible for the maintenance and proper operations of these streetlights. This includes replacement of knockdown streetlights and replacement of LED bulbs.
Public Building Facility Maintenance
The Operation Division-Facilities Maintenance Team is responsible for the maintenance and repair of 14 public buildings (including the Civic Center Complex, Senior Center, Police Department, and Public Works), 10 park restrooms, and 5 miscellaneous City facilities. Maintenance and repair of these facilities preserves the assets’ service life and provides a safe, suitable environment for City personnel and the public to use for business, educational, or recreational activities.
Fleet and Equipment Maintenance & City Vehicle Fueling Station The Operation Division-Fleet Maintenance Team is responsible for providing cost effective preventive maintenance and repairs to all the City’s vehicles and equipment. This Division is also responsible for establishing life cycle costs of the fleet; design and specifications of new vehicles and equipment to best fit the needs of the using departments; procurement of vehicles and equipment through the competitive bid process; and outfitting and placing new units into service.
Fleet is also responsible for maintaining and modernizing the City’s fleet vehicles, equipment, fueling, and maintenance facility in compliance with all State and Federal mandates.
Graffiti Abatement
The Public Works Operation Division is responsible for managing the service contract for citywide graffiti abatement services. The Graffiti Contractor is required to promptly responds to calls for service regarding reports of graffiti on public property and removes the graffiti on city owned 164 Page 530 of 624
walls, buildings, utility pedestals/boxes, park restrooms, traffic signal and street light poles, signs, pavement, etc.
Metrolink Station Security
The City of Upland and the San Bernardino County Transportation Authority (SBCTA) entered into a Station Cooperative Agreement that requires the City to provide security for the Metrolink station parking lots. The City of Upland Public Works Operation Division manages a contract security guard services that provides security service from thirty (30) minutes before the first train arrival to thirty (30) minutes after the last train departs.
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Provide high quality, courteous, and prompt customer service. Provide reliable services to residents, businesses, and visitors at a cost-effective rate. Pursue grant opportunities at the County, State, and Federal level. Ensure compliance with County, State and Federal regulations. Develop project conditions to meet regulatory requirements and mitigate project impacts protecting and preserving community values and quality of life. Provide complete and speedy plan check review to ensure conformance with city regulations and standards.
Provide flexibility without compromising the development quality standards and requirements. Meet and/or exceed the development review time schedules through increased review efficiencies with the utilization of electronic submittals, reviews and approvals. Maintain proper operation of the City Traffic Signal system and schedule upgrades as funding is available.
Maintain City landscaping at parks, parkways, medians, and City owned facilities in a safe and aesthetically pleasing manner.
Monitor and maintain city trees using a GIS based inventory program. Remove and replace dead trees and provide for their periodic care within the funding allocation.
Maintain the Metrolink Station and parking lots ensuring a safe, clean environment for passengers.
Maintain and preserve the City’s streets utilizing cost-effective pavement rehabilitation methods.
165 Page 531 of 624
Coordinate and partner with San Bernardino County Transportation Authority (SBCTA) for the construction of the following regionally significant projects:
o Interchange Improvements at Euclid Avenue & I-10 Freeway o Interchange Improvements at Mountain Avenue & I-10 Freeway o Improvements to I-10 Freeway Bridge at Campus Avenue and San Antonio Avenue Construct Street Improvements on:
o Alpine, Vernon and Palm Roadway and Utility Improvement Project o Parking Lot Improvement at 1st Ave and A St
o Arrow Hwy from San Antonio to Benson Roadway and Utility Improvement Project o Reservoir 2 & 16 air gap and overflow installation Project o Memorial Park Paving Project
o PD Locker Room Improvements
o City Hall Waterline Relining
o Baldy View Dog Park Improvement Project
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Street lights replaced/repaired 75 95 50 50 50
New and replaced street signs 100 162 200 200 200
Trees removed 300 726 200 200 200
Trees planted 300 347 300 300 300
Trees Trimmed 6,000 5,026 6,000 7,000 6,000
Automotive repairs 1,236 1,250 1,250 1,250 1,250
Claim Reports 100 116 100 100 100
(a) Potholes, cracks, paving repairs due to waterline repairs.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Awarded over $20 million in projects for construction including the following:
o Landecena Interior Improvement (04/2023)
o Alpine, Vernon and Palm Roadway and Utility Improvement Project (04/2023) o Parking Lot Improvement at 1st Ave and A St (05/2023) o Arrow Hwy from San Antonio to Benson Roadway and Utility Improvement Project (08/2023)
166 Page 532 of 624
o Storm Drain Trash Capture System-Ph 1 (11/2023)
o Reservoir 2 & 16 air gap and overflow installation Project (11/2023) o Memorial Park Paving Project (12/2023)
o PD Locker Room Improvements (01/2024)
o City Hall Waterline Relining (02/2024)
o Baldy View Dog Park Improvement Project (02/2024)
Finalized over $14 million in construction projects including the following:
o Citywide Striping Project (08/2023)
o Landecena Interior Improvement (09/2023)
o 17th St Roadway and Utility Improvement Project (01/2024) o New Reservoir 15 (03/2024)
167 Page 533 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
GENERAL FUND - FUND 101
5201 PUBLIC WORKS ADMINISTRATION
Personnel 91,020$ 115,880$ 140,980$ 140,980$ 117,690$ 118,860$ Maintenance & Operations 1,322,420 1,326,860 1,235,730 1,256,490 1,583,490 1,661,150 Capital Outlay - - - - - - TOTAL PUBLIC WORKS ADMINISTRATION 1,413,440$ 1,442,740$ 1,376,710$ 1,397,470$ 1,701,180$ 1,780,010$ 5301 ENGINEERING ADMINISTRATION
Personnel 196,750$ 230,800$ 184,250$ 184,250$ 179,020$ 186,660$ Maintenance & Operations 40,610 55,950 64,130 64,130 83,390 85,740 Capital Outlay - - - - - - TOTAL ENGINEERING ADMINISTRATION 237,360$ 286,750$ 248,380$ 248,380$ 262,410$ 272,400$ 5302 DEVELOPMENT/TRAFFIC ENGINEERING
Personnel 303,080$ 400,540$ 522,110$ 522,110$ 517,390$ 559,190$ Maintenance & Operations 246,940 388,660 408,120 428,120 407,760 497,610 Capital Outlay - - - - - - TOTAL DVLPMNT/TRAFFIC ENGINEERING 550,020$ 789,200$ 930,230$ 950,230$ 925,150$ 1,056,800$ 5401 STREET MAINTENANCE
Personnel 513,720$ 508,590$ 668,160$ 668,160$ 758,270$ 812,420$ Maintenance & Operations 391,400 254,720 624,150 783,650 851,060 1,135,580 Capital Outlay - - - - - - TOTAL STREET MAINTENANCE 905,120$ 763,310$ 1,292,310$ 1,451,810$ 1,609,330$ 1,948,000$ 5402 STREET SWEEPING
Personnel 15,720$ 16,850$ 17,410$ 17,410$ 17,560$ 18,210$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - TOTAL STREET SWEEPING 15,720$ 16,850$ 17,410$ 17,410$ 17,560$ 18,210$ 5403 SIDEWALK MAINTENANCE
Personnel 130,980$ 70,720$ 121,340$ 121,340$ 101,830$ 107,170$ Maintenance & Operations 19,490 22,000 5,500 14,000 11,300 11,430 Capital Outlay - - - - - - TOTAL SIDEWALK MAINTENANCE 150,470$ 92,720$ 126,840$ 135,340$ 113,130$ 118,600$ 5404 STREET LIGHTING
Personnel 15,720$ 16,850$ 17,410$ 17,410$ 29,930$ 31,200$ Maintenance & Operations 806,590 889,550 871,130 876,130 917,210 942,610 Capital Outlay - - - - - - TOTAL STREET LIGHTING 822,310$ 906,400$ 888,540$ 893,540$ 947,140$ 973,810$ 5405 TRAFFIC CONTROL
Personnel 42,690$ 84,020$ 106,980$ 106,980$ 132,810$ 140,120$ Maintenance & Operations 26,470 35,740 360 360 40 40 Capital Outlay 4,410 5,290 - - - - TOTAL TRAFFIC CONTROL 73,570$ 125,050$ 107,340$ 107,340$ 132,850$ 140,160$ 5406 TRAFFIC FACILITY MAINTENANCE
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 301,220 288,850 363,000 363,000 380,000 391,000 Capital Outlay - - - - - - TOTAL TRAFFIC FACILITY MAINTENANCE 301,220$ 288,850$ 363,000$ 363,000$ 380,000$ 391,000$ 5407 WEED ABATEMENT
Personnel 760$ -$ -$ -$ -$ -$ Maintenance & Operations 7,730 14,690 4,410 1,510 - - Capital Outlay 3,000 - - 6,000 - - TOTAL WEED ABATEMENT 11,490$ 14,690$ 4,410$ 7,510$ -$ -$
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
168 Page 534 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
5408 FLOOD CONTROL
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - 940 - - - - Capital Outlay - - - - - - TOTAL FLOOD CONTROL -$ 940$ -$ -$ -$ -$ 5409 STREET TREE MAINTENANCE
Personnel 91,000$ 92,510$ 103,950$ 103,950$ 114,870$ 120,150$ Maintenance & Operations 999,140 700,010 850,860 850,860 950,020 850,030 Capital Outlay - - - - - - TOTAL STREET TREE MAINTENANCE 1,090,140$ 792,520$ 954,810$ 954,810$ 1,064,890$ 970,180$ 5410 PUBLIC ROW MAINTENANCE
Personnel 84,950$ 72,600$ 101,170$ 101,170$ 159,200$ 166,690$ Maintenance & Operations 453,100 737,680 982,160 1,028,160 1,048,340 1,091,260 Capital Outlay 3,000 - - - - - TOTAL PUBLIC ROW MAINTENANCE 541,050$ 810,280$ 1,083,330$ 1,129,330$ 1,207,540$ 1,257,950$ 5412 MAINTENANCE - MAIN STREET
Personnel 10,340$ 37,680$ 45,400$ 45,400$ 53,640$ 56,690$ Maintenance & Operations 2,240 2,480 - - - - Capital Outlay - - - - - - TOTAL MAINTENANCE - MAIN STREET 12,580$ 40,160$ 45,400$ 45,400$ 53,640$ 56,690$ 5413 MAINTENANCE - METROLINK STATION
Personnel 21,210$ 22,570$ 24,220$ 24,220$ 25,150$ 26,150$ Maintenance & Operations 144,460 166,270 156,820 177,160 177,820 185,060 Capital Outlay - - - - - - TOTAL MAINTENANCE - METROLINK STN 165,670$ 188,840$ 181,040$ 201,380$ 202,970$ 211,210$ 5415 GRAFFITI ABATEMENT
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 80,020 81,350 86,000 88,000 90,000 95,000 Capital Outlay - - - - - - TOTAL GRAFFITI 80,020$ 81,350$ 86,000$ 88,000$ 90,000$ 95,000$ 5416 DAMAGE TO CITY PROPERTY
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 46,930 122,030 120,000 120,000 90,000 100,000 Capital Outlay - - - - 40,000 45,000 TOTAL DAMAGE TO CITY PROPERTY 46,930$ 122,030$ 120,000$ 120,000$ 130,000$ 145,000$ 5420 PARK MAINTENANCE
Personnel 147,130$ 80,920$ 113,540$ 113,540$ 127,380$ 136,670$ Maintenance & Operations 415,460 774,890 870,890 984,790 1,312,090 1,360,670 Capital Outlay 3,000 - - 290,000 - - TOTAL PARK MAINTENANCE 565,590$ 855,810$ 984,430$ 1,388,330$ 1,439,470$ 1,497,340$ 5421 SPORTS FIELD MAINTENANCE
Personnel 101,610$ 96,950$ 88,350$ 88,350$ 103,080$ 108,060$ Maintenance & Operations 131,610 284,660 354,870 354,870 367,280 383,280 Capital Outlay - - - - - - TOTAL SPORTS FIELD MAINTENANCE 233,220$ 381,610$ 443,220$ 443,220$ 470,360$ 491,340$
XXXX CITY HALL/CITY BUILDINGS (INCLUDES FIRE STATION EXPENSES) Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 300,300 318,750 333,730 333,730 375,460 371,060 Capital Outlay - - - - - - TOTAL CITY HALL/CITY BUILDINGS 300,300$ 318,750$ 333,730$ 333,730$ 375,460$ 371,060$ 101 TOTAL GENERAL FUND
Personnel 1,766,680$ 1,847,480$ 2,255,270$ 2,255,270$ 2,437,820$ 2,588,240$ Maintenance & Operations 5,736,130 6,466,080 7,331,860 7,724,960 8,645,260 9,161,520 Capital Outlay 13,410 5,290 - 296,000 40,000 45,000 TOTAL GENERAL FUND 7,516,220$ 8,318,850$ 9,587,130$ 10,276,230$ 11,123,080$ 11,794,760$ 169 Page 535 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
SPECIAL REVENUE, CAPITAL PROJECTS & INTERNAL SERVICE FUNDS 204 TOTAL GAS TAX FUND
Personnel 45,140$ 49,610$ 229,110$ 229,110$ 237,690$ 249,080$ Maintenance & Operations 657,150 672,540 725,620 725,620 704,370 621,020 Capital Outlay - - - - - - Capital Improvement Projects 1,730,340 931,470 9,659,660 9,657,940 8,316,430 4,020,000 TOTAL GAS TAX FUND 2,432,630$ 1,653,620$ 10,614,390$ 10,612,670$ 9,258,490$ 4,890,100$ 205 TOTAL MEASURE I FUND
Personnel 30,810$ 34,430$ 168,110$ 168,110$ 174,580$ 182,850$ Maintenance & Operations 274,960 279,050 37,330 37,330 86,510 85,860 Capital Outlay - - - - - - Capital Improvement Projects 1,083,380 240,780 5,718,190 5,578,350 5,543,140 7,000,000 TOTAL MEASURE I FUND 1,389,150$ 554,260$ 5,923,630$ 5,783,790$ 5,804,230$ 7,268,710$ 206 TOTAL ROAD MAINTENANCE REHABILITATION FUND
Personnel 11,420$ 12,950$ 51,060$ 51,060$ 52,980$ 55,430$ Maintenance & Operations 61,090 62,430 11,550 11,550 26,440 26,240 Capital Outlay - - - - - - Capital Improvement Projects 22,950 59,450 5,722,240 5,708,850 6,560,950 2,671,670 TOTAL ROAD MAINT REHAB FUND 95,460$ 134,830$ 5,784,850$ 5,771,460$ 6,640,370$ 2,753,340$ 217 TOTAL OTHER GRANTS FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - 13,600 690 300,690 - - Capital Outlay - - 164,340 664,340 - - Capital Improvement Projects - - - - - - TOTAL OTHER GRANTS FUND -$ 13,600$ 165,030$ 965,030$ -$ -$ 229 TOTAL AMERICAN RESCUE PLAN ACT (ARPA) FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 526,000 70,440 - 529,560 - - Capital Outlay - - 90,000 - - - Capital Improvement Projects 528,170 569,570 3,583,590 3,580,540 1,553,600 - TOTAL ARPA FUND 1,054,170$ 640,010$ 3,673,590$ 4,110,100$ 1,553,600$ -$ 419 TOTAL POLICE DIF FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - Capital Improvement Projects - - - - 550,200 - TOTAL GENERAL CAPITAL IMPROV FUND -$ -$ -$ -$ 550,200$ -$ 420 TOTAL GENERAL DIF FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - Capital Improvement Projects - 340 554,750 554,660 332,000 - TOTAL GENERAL CAPITAL IMPROV FUND -$ 340$ 554,750$ 554,660$ 332,000$ -$ 421 TOTAL QUIMBY FEES FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay - - - 316,180 - - Capital Improvement Projects 17,910 112,690 2,694,590 3,000,590 1,897,980 635,000 TOTAL PARK ACQSTN & DVLMPT FUND 17,910$ 112,690$ 2,694,590$ 3,316,770$ 1,897,980$ 635,000$ 422 TOTAL STORM DRAIN DIF FUND
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - Capital Improvement Projects 7,270 2,230 2,791,380 2,803,870 954,270 938,580 TOTAL STORM DRAIN DVLMPT FUND 7,270$ 2,230$ 2,791,380$ 2,803,870$ 954,270$ 938,580$ 170 Page 536 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
EXPENDITURE SUMMARY BY DIVISION
FY 2024-26 PROPOSED BUDGET
423 TOTAL STREET & TRAFFIC FACILITY DIF FUND
Personnel 5,040$ 5,530$ 11,450$ 11,450$ -$ -$ Maintenance & Operations 2,010 2,440 2,300 2,300 - - Capital Outlay - - - - - - Capital Improvement Projects 376,650 161,610 904,120 904,120 325,370 - TOTAL STREET & TRAFFIC FACILITY FUND 383,700$ 169,580$ 917,870$ 917,870$ 325,370$ -$ 425 TOTAL GENERAL FUND CAPITAL PROJECTS
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - - - Capital Outlay - - - - - - Capital Improvement Projects 151,120 221,600 868,310 4,272,430 5,536,960 625,000 TOTAL GENERAL CAPITAL PROJ FUND 151,120$ 221,600$ 868,310$ 4,272,430$ 5,536,960$ 625,000$ 426 TOTAL STREET & ALLEY REPAIRS FUND
Personnel 11,480$ 11,790$ 57,420$ 57,420$ 59,600$ 62,370$ Maintenance & Operations 10,380 12,200 11,260 11,260 14,320 14,100 Capital Outlay - - - - - - Capital Improvement Projects 180,360 5,580 1,045,410 1,040,910 1,028,170 350,000 TOTAL STREET & ALLEY REPAIRS FUND 202,220$ 29,570$ 1,114,090$ 1,109,590$ 1,102,090$ 426,470$ 752 TOTAL FLEET MAINTENANCE & REPLACEMENT FUND
Personnel 195,520$ 214,290$ 339,470$ 339,470$ 369,670$ 401,810$ Maintenance & Operations 451,250 440,980 530,630 530,630 492,310 501,300 Capital Outlay 292,950 418,380 712,200 2,611,210 397,000 582,000 TOTAL FLEET MAINT & REPLC FUND 939,720$ 1,073,650$ 1,582,300$ 3,481,310$ 1,258,980$ 1,485,110$ 754 TOTAL BUILDING MAINT & OPERATIONS FUND
Personnel 420,460$ 466,890$ 661,860$ 642,870$ 685,300$ 733,410$ Maintenance & Operations 523,560 772,930 714,900 1,144,300 993,760 1,020,960 Capital Outlay 99,700 88,670 - 84,100 158,000 80,000 TOTAL BUILDING MAINT & OPS FUND 1,043,720$ 1,328,490$ 1,376,760$ 1,871,270$ 1,837,060$ 1,834,370$
TOTAL SPECIAL REVENUE, CAPITAL PROJECTS & INTERNAL SERVICE FUNDS Personnel 719,870$ 795,490$ 1,518,480$ 1,499,490$ 1,579,820$ 1,684,950$ Maintenance & Operations 2,506,400 2,326,610 2,034,280 3,293,240 2,317,710 2,269,480 Capital Outlay 392,650 507,050 966,540 3,675,830 555,000 662,000 Capital Improvement Projects*4,098,150 4,707,460 36,501,300 42,454,840 32,599,070 16,240,250 TOTAL SPEC REV, CAP PROJ & INT SVC FUNDS 7,717,070$ 8,336,610$ 41,020,600$ 50,923,400$ 37,051,600$ 20,856,680$ *For Capital Improvement Projects details, see the Capital Improvement Project section. 171 Page 537 of 624
UTILITIES DIVISIONS
The Public Works Utilities Divisions are responsible for providing the highest quality water, recycled water, sewer collection, storm drain collection and solid waste services at the lowest possible rates for the customers and community that we serve.
WATER
The Water Division’s mission is to provide the City with a safe and reliable supply of high-quality drinking water and recycled water services while meeting all regulatory requirements in an efficient and cost-effective manner. The Water Division is divided into three service groups:
Water Treatment and Production, Water Distribution, and Customer Service/Billing.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $3,271,360 $3,521,280 $5,063,930 $4,905,210 $5,331,030 $5,674,790 MAINTENANCE & OPERATIONS 20,234,800 16,576,440 26,643,890 26,802,630 27,638,460 28,279,270 CAPITAL OUTLAY 350,280 468,850 242,000 456,730 969,000 336,100 CAPITAL IMPROVEMENT PROJECTS 9,140,130 4,421,780 21,648,850 22,557,590 23,430,430 5,950,000 TOTAL BUDGET $32,996,570 $24,988,350 $53,598,670 $54,722,160 $57,368,920 $40,240,160
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
WATER UTILITY $32,996,570 $24,988,350 $53,598,670 $54,722,160 $57,368,920 $40,240,160 TOTAL BUDGET $32,996,570 $24,988,350 $53,598,670 $54,722,160 $57,368,920 $40,240,160
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Water Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects 172 Page 538 of 624
WATER DIVISION
The Water Group produces, treats, stores, and distributes supplies of potable water for consumption and fire fighting in the most efficient and cost-effective way possible. It is responsible for producing water quality that meets or exceeds State and Federal Drinking Water Standards. The Water Group has also established an asset protection and management plan to ensure infrastructure is effectively maintained, repaired, or replaced.
The City is committed to encouraging efficient water use at home and work using special programs and incentives that will provide informational assistance to customers implementing water conservation measures.
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Maintain water quality that meets or exceeds all State and Federal drinking water standards. Provide reliable water service at an affordable rate. Provide high quality, courteous, and prompt customer service. Continue maintenance operations improving reliability. Ongoing goal of improving security of all production, pumping and reservoir sites. Provide cleaning and inspection of all water storage reservoirs.
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
PUBLIC WORKS - WATER
UTILITIES MANAGER 1.00 1.00 1.00 1.00 0.00
CHIEF WATER TREATMENT OPERATOR 1.00 1.00 1.00 1.00 0.00 LEAD WATER TREATMENT OPERATOR 2.00 2.00 2.00 2.00 0.00 WATER TREATMENT OPERATOR 2.00 3.00 3.00 3.00 0.00
UTILITIES SUPERVISOR 1.00 1.00 1.00 1.00 0.00
LEAD UTILITY WORKER – WATER 2.00 2.00 2.00 2.00 0.00 UTILITY WORKER – WATER 11.00 11.00 11.00 11.00 0.00 UTILITIES SUPERVISOR – SEWER/STORM
DRAIN 0.00 0.00 0.00 1.00 0.00
LEAD UTILITY WORKER-SEWER 1.00 1.00 1.00 0.00 0.00 UTILITY WORKER- SEWER 6.00 6.00 6.00 6.00 1.00
LEAD WATER METER TECHNICIAN 1.00 1.00 1.00 1.00 0.00 WATER METER TECHNICIAN 2.00 3.00 3.00 3.00 0.00
ASSISTANT/ASSOCIATE ENGINEER 0.00 1.00 1.00 1.00 0.00 MANAGEMENT ANALYST II 1.00 1.00 1.00 1.00 0.05
CROSS CONNECTION CONTROL
TECHNICIAN 1.00 1.00 1.00 0.00 0.00
GIS/CAD TECHNICIAN 1.00 1.00 1.00 1.00 0.00
CUSTOMER SERVICE SPECIALIST II 1.00 1.00 1.00 1.00 0.00 TOTAL DIVISION 34.00 37.00 37.00 36.00 1.05
173 Page 539 of 624
Increase water conservation awareness through public outreach and conservation programs.
Accelerate the City’s valve replacement program ensuring compliance with the Department of Public Health’s recommendations.
Design standard chlorine building and construct at all disinfection sites. Begins work on treatment plant improvements.
Verify that all reservoirs meet requirements as identified in the State Water Resources Control Board (SWRCB) 2020 Sanitary Survey.
Install air gaps on all reservoir drains and overflows pipes. Accelerate the City’s water meter replacement program ensuring more accurate meters are being utilized.
Complete 2024 Water Master Plan.
Design and install back-up generators at Plant 2 (24th St) and Plant 6 (15th St).
The Water Division encompasses many duties not listed below. The list provides a representative sample of daily activities.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Water production, acre feet (WFA, SAWCO,
WE, & City wells) 18.473 15,368 15,405 15,405 15,405
Water samples taken 3,800 9,028 20,500 20,160 20,160
Customer inquiries (meter leaks, check reads,
quality, high consumption, meter lids, general) 2,895 3,485 2,500 2,600 2,700
Meter installations (new service &
replacements) 1,785 3,398 2,500 3,500 3,500
Service maintenance (meter boxes, service
leaks, s/c repairs, etc) 104 32 100 100 100
Main leaks repaired 50 60 50 50 50
Fire Hydrant damages repaired 25 18 15 15 15
Fire Hydrants maintained 19 61 200 350 350
Number of exercised valves 1,112 703 650 750 800
Valve Replacement 22 14 15 15 20
USA tickets received and marked 5,121 8,396 6,000 6,500 6,500
Service “turn-on” and “turn-off” 2,318 2,265 2,100 2,500 2,500
Water conservation contacts 1,110 1,139 1,200 1,300 1,400
Educational events 2 2 3 4 4
174 Page 540 of 624
FY 2023-24 MAJOR ACCOMPLISHMENTS
Maintained the public infrastructure including potable water lines and valves, sewer lines, manholes, flood control drains, utility pavement repairs, and tree root maintenance. Maintained compliance with weekly, quarterly, and annual Water Quality Monitoring Reports.
Completed the 2022 Consumer Confidence Report, California Department of Public Health Annual Report, and the Department of Water Resources Annual Report. Continued the meter exchange program replacing outdated and worn meters with smart meter technology.
Completed the 3-year lead and copper compliance sampling. Upon discovering the inaccuracy of the large water meters, staff initiated a program to replace older turbine type water meters with new, more accurate compound water meters with smart meter technology.
Completed quarterly sampling of all source water in compliance with the new regulation adopted by the DDW. The regulation establishes a maximum contaminant level (MCL), monitoring frequencies, and other requirements for 1, 2, 3-Trichloropropane (1, 2, 3-TCP).
These regulations were filed with the Secretary of State and became effective on December 14, 2017. The establishment of this MCL is a key milestone in addressing a major drinking water issue in California.
Developed specification for fire hydrant check valves and installed multiple units as part of the Arrow Highway pipeline rehabilitation project.
Rehabilitated. Well 1A and City Well 7A.
The new Reservoir 15 at Plant 7 was brought online in February 2024.
175 Page 541 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
WATER UTILITY - FUND 639/640
6201 ADMINISTRATION
Personnel 689,180$ 852,020$ 1,100,460$ 1,092,460$ 1,166,160$ 1,239,360$ Maintenance & Operations 5,170,690 3,407,010 3,414,610 3,510,910 3,926,650 4,001,130 Capital Outlay - - 78,500 78,500 25,000 87,750 TOTAL ADMINISTRATION 5,859,870$ 4,259,030$ 4,593,570$ 4,681,870$ 5,117,810$ 5,328,240$ 6202 CUSTOMER SERVICE
Personnel 90,280$ 94,130$ 118,600$ 110,040$ 123,970$ 133,800$ Maintenance & Operations 31,340 34,780 90,740 95,300 102,380 105,060 Capital Outlay - - - - - - TOTAL CUSTOMER SERVICE 121,620$ 128,910$ 209,340$ 205,340$ 226,350$ 238,860$ 6203 METER SERVICES
Personnel 219,970$ 194,820$ 359,550$ 350,990$ 289,610$ 309,430$ Maintenance & Operations 805,260 823,030 1,214,820 1,219,390 1,414,810 1,240,210 Capital Outlay - 101,500 - 145,780 - - TOTAL METER SERVICES 1,025,230$ 1,119,350$ 1,574,370$ 1,716,160$ 1,704,420$ 1,549,640$ 6204 DAMAGE TO CITY PROPERTY
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - 2,950 - - - - Capital Outlay - - - - - - DAMAGE TO CITY PROPERTY -$ 2,950$ -$ -$ -$ -$ 6205 PRODUCTION & STORAGE
Personnel 527,540$ 631,750$ 930,070$ 901,500$ 1,004,650$ 1,072,130$ Maintenance & Operations 12,804,490 10,961,180 18,479,020 18,459,290 17,923,810 18,585,870 Capital Outlay 57,310 39,340 20,000 20,000 220,200 20,400 TOTAL PRODUCTION & STORAGE 13,389,340$ 11,632,270$ 19,429,090$ 19,380,790$ 19,148,660$ 19,678,400$ 6206 TRANSMISSION & DISTRIBUTION
Personnel 1,146,030$ 1,084,280$ 1,650,960$ 1,558,490$ 1,889,410$ 2,010,300$ Maintenance & Operations 943,990 932,010 1,188,770 1,257,240 1,093,520 1,116,960 Capital Outlay 292,970 323,060 143,500 212,450 723,800 227,950 TOTAL TRANSMISSION & DISTRIBUTION 2,382,990$ 2,339,350$ 2,983,230$ 3,028,180$ 3,706,730$ 3,355,210$ 6207 WECWC MANAGEMENT CONTROL
Personnel 98,390$ 123,520$ 140,710$ 136,710$ 150,740$ 160,610$ Maintenance & Operations 40,710 3,400 7,330 7,330 182,530 185,280 Capital Outlay - - - - - - TOTAL WECWC MANAGEMENT CONTROL 139,100$ 126,920$ 148,040$ 144,040$ 333,270$ 345,890$ 6208 WATER CONSERVATION
Personnel 53,730$ 96,790$ 139,300$ 130,740$ 145,570$ 155,690$ Maintenance & Operations 45,910 62,440 162,000 166,570 178,000 141,000 Capital Outlay - 4,950 - - - - TOTAL WATER CONSERVATION 99,640$ 164,180$ 301,300$ 297,310$ 323,570$ 296,690$ 6210 DEBT SERVICE
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 154,650 67,840 1,269,620 1,269,620 1,800,490 1,856,530 Capital Outlay - - - - - - TOTAL DEBT SERVICE 154,650$ 67,840$ 1,269,620$ 1,269,620$ 1,800,490$ 1,856,530$ 6211 STORM WATER MGMT & RECHARGE
Personnel 249,390$ 206,870$ 295,260$ 295,260$ 218,520$ 230,710$ Maintenance & Operations 43,770 79,120 531,390 531,390 657,190 680,260 Capital Outlay - - - - - - TOTAL STORM WATER MGMT & RCHG 293,160$ 285,990$ 826,650$ 826,650$ 875,710$ 910,970$ 6212 PVPA
Personnel 14,750$ 28,710$ 2,000$ 2,000$ 2,000$ 2,000$ Maintenance & Operations 2,630 2,030 2,500 2,500 2,500 2,500 Capital Outlay - - - - - - TOTAL PVPA 17,380$ 30,740$ 4,500$ 4,500$ 4,500$ 4,500$ FY 2024-26 PROPOSED BUDGET
EXPENDITURE SUMMARY BY DIVISION
CITY OF UPLAND
176 Page 542 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
WATER UTILITY - FUND 639/640
FY 2024-26 PROPOSED BUDGET
EXPENDITURE SUMMARY BY DIVISION
CITY OF UPLAND
6213 CUSTOMER SERVICE
Personnel 182,100$ 208,390$ 327,020$ 327,020$ 340,400$ 360,760$ Maintenance & Operations 191,360 200,650 283,090 283,090 305,820 312,710 Capital Outlay - - - - - - TOTAL CUSTOMER SERVICE 373,460$ 409,040$ 610,110$ 610,110$ 646,220$ 673,470$ 6215 CROSS CONNNECTION
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - - - - 50,760 51,760 Capital Outlay - - - - - - TOTAL CUSTOMER SERVICE -$ -$ -$ -$ 50,760$ 51,760$ 639/640 TOTAL WATER UTILITY FUND
Personnel 3,271,360$ 3,521,280$ 5,063,930$ 4,905,210$ 5,331,030$ 5,674,790$ Maintenance & Operations 20,234,800 16,576,440 26,643,890 26,802,630 27,638,460 28,279,270 Capital Outlay 350,280 468,850 242,000 456,730 969,000 336,100 Capital Improvement Projects 9,140,130 4,421,780 21,648,850 22,557,590 23,430,430 5,950,000 TOTAL WATER UTILITY FUND 32,996,570$ 24,988,350$ 53,598,670$ 54,722,160$ 57,368,920$ 40,240,160$ 177 Page 543 of 624
SEWER
The Sewer Division’s mission is to provide the City with reliable sewage disposal service in an efficient and cost-effective manner while meeting all regulatory requirements.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $1,068,210 $1,197,190 $1,829,080 $1,816,520 $2,098,510 $2,246,000 MAINTENANCE & OPERATIONS 8,951,040 8,975,970 10,812,890 10,825,460 11,191,900 11,534,060 CAPITAL OUTLAY 50,650 574,490 135,000 567,200 57,550 15,000 CAPITAL IMPROVEMENT PROJECTS 461,880 400,240 3,450,710 3,075,320 3,279,030 600,000 TOTAL BUDGET $10,531,780 $11,147,890 $16,227,680 $16,284,500 $16,626,990 $14,395,060
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
SEWER UTILITY $10,531,780 $11,147,890 $16,227,680 $16,284,500 $16,626,990 $14,395,060 TOTAL BUDGET $10,531,780 $11,147,890 $16,227,680 $16,284,500 $16,626,990 $14,395,060
SEWER DIVISION
The Sewer Division’s responsibility is the maintenance and operation of the sewage collection system and to provide courteous sewer service for residential and business customers. The City owns, operates, and maintains the sewage collection system and conveys the collected wastewater to Inland Empire Utilities Agency (IEUA) to be treated and disposed.
The Sewer Division’s work also includes administration, planning, repairs, rehabilitations, and improvement projects; conducting regular camera inspection; inspection of sewer construction and maintenance projects; and staying in compliance with the City’s Sewer System Management Plan.
In addition, the Sewer Division works closely with its wastewater treatment purveyor, IEUA, on various issues pertaining to wastewater disposal, including all costs associated with wastewater treatment.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Sewer Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects 178 Page 544 of 624
Additional responsibilities of the Sewer Division include the implementation of a comprehensive program for storm water pollution control to reduce, prevent, and eliminate the contamination of surface and groundwater. These responsibilities include the administration of the City’s Storm Water Program, including the development of management plans to capture storm water surface runoff for groundwater recharge.
ENVIRONMENTAL COMPLIANCE DIVISION
The Environmental Compliance Division’s mission is to monitor, report and assure that the City is in regulatory compliance. Environmental Compliance Division responsibilities include monitoring and controlling landfill gas generated from the closed Upland Sanitary Landfill; administration of the National Pollutant Discharge Elimination System (NPDES) program; administration of the Cross-Connection Program to protection of public health through the prevention of backflow of any liquids, gases, or other substances into the distribution system; and administration of the Pretreatment Program that controlled and monitors discharge into the sewerage system.
The Environmental Division is also responsible for monitoring and controlling landfill gas generated from the closed Upland Sanitary Landfill. This includes the operation of the gas extraction system and newly completed Carbon Adsorption System (CAS) that prevents gas migration beyond the Landfill perimeter in compliance with requirements imposed by regulatory agencies including SCAQMD and the County of San Bernardino Department of Public Health- DEHS-LEA. Additional responsibilities include the monitoring of groundwater quality below the Landfill, as required by State and Federal regulations.
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Comply with all regulatory requirements for the collection, treatment, and discharge of wastewater, as well as other environmental issues, including NPDES. o Implementation of the Statewide Trash Provision Order with the installation of full trash capture devices inside inlets’ catch basins situated in the priority land use areas. o Implement of the NPDES Local Implementation Plan (LIP) to reflect the new WQMP workflow, City Public Works Organization, and Trash Provision Order Track 1 Implementation.
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
PUBLIC WORKS - SEWER
ENVIRONMENTAL COMPLIANCE
PROGRAM MANAGER 1.00 1.00 1.00 1.00 0.00
ASSISTANT/ASSOCIATE ENGINEER 3.00 2.00 2.00 2.00 0.30
REGULATORY COMPLIANCE SPECIALIST 0.00 1.00 1.00 1.00 0.00
CROSS CONNECTION CONTROL
TECHNICIAN 0.00 0.00 0.00 1.00 0.10
ENVIRONMENTAL COMPLIANCE
INSPECTOR 1.00 1.00 1.00 1.00 0.00
TOTAL DIVISION 5.00 5.00 5.00 6.00 0.40
179 Page 545 of 624
o Application the Low Impact Development requirements mandated by the County’s NPDES program.
o Maintenance of a complete inventory of WQMP Maintenance Agreements. Ensure continued compliance with the Sewer System Management Plan (SSMP) requirements and prevent sanitary sewer overflows through the development of additional guidelines and procedures for the proper management, hydraulic evaluations, operation, and maintenance of the City’s sewage collection system to provide reliable sewage disposal services to residents and businesses.
Perform, construct, implement, or continue the following projects:
o Sewer Rehabilitation and Relief projects.
o Compliant Operation of the Landfill’s Methane Gas Collection System and Carbon Absorption System.
o Continued Participation as a Regional Sewage Contracting Agency under IEUAs updated Regional Sewer Service Contract.
o Continued implementation of the Recycled Water Program and Water Conservation Projects.
o Completion of the 2024 Sewer System Master Plan.
o Completion of the 2024 Sewer System Management Plan.
Audit the billing of utility services (water, sewer, and solid waste) to prevent the loss of utility revenues and, ultimately, improve the City’s financial stability. Ongoing management of the post-closure of the Upland Landfill through monitoring, testing, and reporting in accordance with all regulatory requirements. Streamline the existing Recycled Water Cross Connection inspection program in accordance with State Water Resources Control Board (SWRCB) Division of Drinking Water (DDW) regulations.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Sewer miles cleaned or lined (miles) 146.5 92 150 266 266
Manholes inspected and cleaned 3,837 3,828 2,311 4,818 4,818
Sewer lateral issues resolved 33 22 14 15 15
Sewer miles inspected by camera (*) 9.58 0.4 2.9 88.6 88.6
Sewer manholes/faciltities repaired 6 4 7 8 0
Permitted dischargers or active permits 203 186 196 200 205
Trunk Line wastewater samples collected 0 0 0 0 0
180 Page 546 of 624
PERFORMANCE MEASUREMENTS
(Continued) 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Permitted businesses inspected 203 187 205 210 215
New sewer connections processed 4 2 2 2 2
Permit violation letters issued (due to
discharge limits and reporting requirements)
9 9 6 5 5
Interior and perimeter Gas Well Collection
System readings obtained
684 684 684 684 684
Landfill probe readings 792 792 792 792 792
Landfill interior and perimeter gas
groundwater samples taken
10 10 10 10 10
Storm water inspections (a) 231 196 215 225 225
Mandated countywide storm water protection
meetings attended
12 12 12 12 12
Recycled water retrofit plans submitted and
approved by Department of Public Health
0 1 1 0 0
Retrofitted sites/new connections 0 1 1 0 0
* Sewer line camera inspection is intended to be done alternately with sewer rehabilitation. (a) Variation in storm water inspections performed or to be conducted reflects inspection frequency or determination of inspection priorities assigned to industries and businesses, resulting in some years of more inspections than other years.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Quantified and field identified additional catch basin locations for first three years’ CIP implementation of the STP Order.
Maintained a Post-Construction WQMP tracking and inspection program from compliance with the NPDES Permit.
Continued the multi-division review process for WQMP/Hydrology reports for new development.
Continued the inventory update of WQMP locations and maintenance obligations and collected recorded maintenance agreements.
Maintained reporting compliance with all regulatory agencies including the South Coast Air Quality Management District, California Integrated Waste Management Board, Regional Water Quality Control Board and County of San Bernardino. Maintained compliance with all federal, state, and local agency regulations pertaining to the pre-treatment and disposal of non-domestic wastewater to the City’s sewer system. Maintained NPDES compliance without full-time NPDES inspector position. Continued participation in the San Bernardino County MS4 Area Wide Storm Water Program committees associated with Permit renewal.
181 Page 547 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
SEWER UTILITY - FUND 645
6213 CUSTOMER SERVICE
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 36,410 40,600 65,050 65,050 70,050 73,000 Capital Outlay - - - - - - TOTAL CUSTOMER SERVICE 36,410$ 40,600$ 65,050$ 65,050$ 70,050$ 73,000$ 6401 LANDFILL SITE MAINTENANCE
Personnel 80,660$ 84,440$ 162,270$ 162,270$ 157,670$ 167,520$ Maintenance & Operations 90,120 112,530 273,980 273,980 399,760 269,630 Capital Outlay - 6,190 - - - - TOTAL LANDFILL SITE MAINTENANCE 170,780$ 203,160$ 436,250$ 436,250$ 557,430$ 437,150$ 6402 MAINTENANCE & OPERATIONS
Personnel 748,120$ 860,850$ 1,238,870$ 1,226,310$ 1,498,870$ 1,609,070$ Maintenance & Operations 1,251,360 855,200 1,347,920 1,360,490 1,368,660 1,421,620 Capital Outlay 50,650 568,300 135,000 567,200 57,550 15,000 TOTAL MAINTENANCE & OPERATIONS 2,050,130$ 2,284,350$ 2,721,790$ 3,154,000$ 2,925,080$ 3,045,690$ 6403 SEWER - RESIDENTIAL
Personnel 152,820$ 169,910$ 273,460$ 273,460$ 273,600$ 290,950$ Maintenance & Operations 7,561,430 7,797,160 8,619,510 8,619,510 8,826,360 9,229,870 Capital Outlay - - - - - - TOTAL SEWER - RESIDENTIAL 7,714,250$ 7,967,070$ 8,892,970$ 8,892,970$ 9,099,960$ 9,520,820$ 6404 SEWER - NON-RESIDENTIAL
Personnel 86,610$ 81,990$ 154,480$ 154,480$ 168,370$ 178,460$ Maintenance & Operations 11,720 170,480 506,430 506,430 527,070 539,940 Capital Outlay - - - - - - TOTAL SEWER - NON-RESIDENTIAL 98,330$ 252,470$ 660,910$ 660,910$ 695,440$ 718,400$ 645 TOTAL SEWER UTILITY FUND
Personnel 1,068,210$ 1,197,190$ 1,829,080$ 1,816,520$ 2,098,510$ 2,246,000$ Maintenance & Operations 8,951,040 8,975,970 10,812,890 10,825,460 11,191,900 11,534,060 Capital Outlay 50,650 574,490 135,000 567,200 57,550 15,000 Capital Improvement Projects 461,880 400,240 3,450,710 3,075,320 3,279,030 600,000 TOTAL SEWER UTILITY FUND 10,531,780$ 11,147,890$ 16,227,680$ 16,284,500$ 16,626,990$ 14,395,060$ *For Capital Improvement Projects details, see the Capital Improvement Project section.
FY 2024-26 PROPOSED BUDGET
EXPENDITURE SUMMARY BY DIVISION
CITY OF UPLAND
182 Page 548 of 624
SOLID WASTE
The Solid Waste Division is dedicated to providing efficient, sustainable, and cost-effective waste management solutions for our community while complying with the State’s regulatory and reporting requirements.
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
EXPENSE CLASSIFICATION
PERSONNEL $489,030 $595,500 $637,960 $637,960 $691,680 $732,530 MAINTENANCE & OPERATIONS 15,431,670 16,695,010 16,981,550 16,981,550 17,603,400 18,407,030 CAPITAL OUTLAY - 4,950 - - - -
CAPITAL IMPROVEMENT PROJECTS 830 13,250 107,270 106,260 105,380 - TOTAL BUDGET $15,921,530 $17,308,710 $17,726,780 $17,725,770 $18,400,460 $19,139,560
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
FUNDING SOURCES
SOLID WASTE UTILITY $15,921,530 $17,308,710 $17,726,780 $17,725,770 $18,400,460 $19,139,560 TOTAL BUDGET $15,921,530 $17,308,710 $17,726,780 $17,725,770 $18,400,460 $19,139,560
SOLID WASTE DIVISION
The Solid Waste Group is responsible for refuse collection, disposal, recycling, green waste, organic waste, sharps, and household hazardous waste service in the most efficient manner at the lowest possible cost. The Division is also in charge of the state’s regulatory and reporting requirements for meeting the solid waste diversion objectives including preparation for mandated commercial/multi-family recycling rates.
The City’s refuse collection, recycling, and organic waste contractor, Burrtec Waste Industries, Inc. (Burrtec), is responsible for the collection of solid waste and transportation to an appropriate $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
2021‐22
ACTUAL
2022‐23
ACTUAL
2023‐24
ADOPTED
2023‐24
AMENDED
2024‐25
PROPOSED
2025‐26
PROPOSED
Solid Waste Expense Classification
Personnel Maintenance & Operations Capital Outlay Capital Improvement Projects 183 Page 549 of 624
landfill. In addition, the contractor provides for the collection, processing, and marketing of materials collected through recycling and green waste programs.
The Solid Waste Division manages the Household Hazardous Waste Program (HHW) Collection Center, where residents can drop off HHW on fair weather Saturdays from 7:30 am – 12:30 pm.
Residents can properly dispose of oil, paint, electronic waste, pharmaceuticals, and other common hazardous household items in a safe manner. The HHW program includes a sharps program, slowing residents to bring sharps to the HHW Collection Center and pick up new sharps containers free of charge. Residents may also pick up free Sharps containers Monday through Thursday between the hours of 8:00 a.m. to 6:00 p.m. at the City Yard (1370 N. Benson Avenue Upland, CA 91786).
PERSONNEL
PERMANENT POSITIONS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
24/25 & 25/26
PROPOSED
GENERAL FUND
ALLOCATION
PUBLIC WORKS – SOLID WASTE
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00 0.00
TOTAL DIVISION 1.00 1.00 1.00 1.00 0.00
FY 2024-25 & FY 2025-26 GOALS AND OBJECTIVES
Provide courteous prompt customer service for all solid waste programs. Implement a recycling program for City facilities.
Provide prompt and accurate reporting of solid waste programs and diversion statistics for compliance with state regulatory agencies.
Provide used oil and beverage container diversion programs pursuant to state grant objectives and provide prompt and accurate reporting of grant expenditures for compliance with State regulatory agencies.
Reduce the solid waste disposal rate complying with the State’s “Not to exceed 5.2 lbs./person/day disposal target” for the City of Upland (SB 1016). The goals of SB 1016 are synonymous with those of State mandated AB 939, necessitating the development of new recycling programs and outreach/educational opportunities for achieving diversion.
Additionally, AB 341 mandates commercial and multi-family recycling for those entities that produce four cubic yards or more of refuse per week.
Continue commercial organic waste recycling program in accordance with AB 1826. Continue a recycling program that will increase diversion which will reduce the City’s solid waste disposal rate.
Provide on-going recycling, composting, and sharps education to residents and businesses, and continue to encourage proper disposal of all waste and recycling materials. Increase the quantity of commercial and multi-family recycling. 184 Page 550 of 624
Continue to provide a safe and convenient facility for the proper public disposal of household hazardous waste and sharps.
Continue providing education and outreach to residents to increase residential green and food waste recycling through composting.
PERFORMANCE MEASUREMENTS 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
PROJECTED
2024-25
TARGET
2025-26
TARGET
Disposal rate* (pounds per person per day) 5.1 5.0 5.0 5.0 5.0
Number of household hazardous waste
participants 5,606 5,333 5,450 5,550 5,650
Household hazardous waste volume (lbs) 336,360 303,981 305,000 303,000 300,000
*Per Senate Bill 1016, the waste diversion measurement system has shifted from a target of diverting at least 50% of municipal waste generated, to a disposal target (land filling) of no more than 50% of municipal waste generated, on a per capita basis. The State has calculated the City of Upland's - not to exceed - 50% equivalent per capita disposal target to be 5.2 pounds per person per day.
FY 2023-24 MAJOR ACCOMPLISHMENTS
Continued sending newsletters to residential, commercial, and multi-family customers. Amended Upland Municipal Code Chapter 3.28 regarding mandatory commercial solid waste and organic waste recycling requirements for certain commercial and all residential dwellings.
With the adoption of this ordinance, the City is in compliance with SB 1383. Utilized grant funding to provide community outreach on household hazardous waste, used oil programs, and recycling programs.
Submitted an updated Informal Compliance Plan to CalRecycle for mandated commercial recycling (MCR) and organics (MORe) recycling programs. Continued working with Downtown Upland businesses to improve solid waste collection. Increased the commercial and multi-family recycling education notification program in accordance with the mandated commercial recycling (MCR) and organics (MORe) recycling programs.
Increased the amount of commercial and multi-family recycling accounts. Continue free mulch and compost program at the City Yard during HHW operations. Utilized grant funding to provide compost bins, food waste pails, and outreach regarding SB 1383 food recycling program.
Coordinate four community clean up events offering residents complimentary disposal of bulky items and secure document shredding.
Partner with County Supervisor Hagman to offer one event for county residents to properly shred and recycle documents.
185 Page 551 of 624
PUBLIC WORKS
2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
SOLID WASTE UTILITY- FUND 641
6213 CUSTOMER SERVICE
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations 33,260 37,000 - - - - Capital Outlay - - - - - - TOTAL CUSTOMER SERVICE 33,260$ 37,000$ -$ -$ -$ -$ 6301 SOLID WASTE
Personnel 388,340$ 505,480$ 521,310$ 521,310$ 560,850$ 596,860$ Maintenance & Operations 15,279,520 16,504,050 16,800,010 16,800,010 17,466,360 18,264,470 Capital Outlay - 4,950 - - - - TOTAL SOLID WASTE 15,667,860$ 17,014,480$ 17,321,320$ 17,321,320$ 18,027,210$ 18,861,330$ 6302 HOUSEHOLD HAZARDOUS WASTE
Personnel 87,090$ 73,380$ 115,660$ 115,660$ 124,330$ 128,890$ Maintenance & Operations 106,290 103,030 115,000 115,000 118,860 123,620 Capital Outlay - - - - - - TOTAL HOUSEHOLD HAZARDOUS WASTE 193,380$ 176,410$ 230,660$ 230,660$ 243,190$ 252,510$ 6303 SHARPS
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - 1,880 2,000 2,000 2,000 2,000 Capital Outlay - - - - - - TOTAL SHARPS -$ 1,880$ 2,000$ 2,000$ 2,000$ 2,000$ 63XX ORGANIC WASTE GRANTS
Personnel -$ -$ -$ -$ -$ -$ Maintenance & Operations - 38,470 38,000 38,000 - - Capital Outlay - - - - - - TOTAL ORGANIC WASTE GRANTS -$ 38,470$ 38,000$ 38,000$ -$ -$ 63XX USED OIL RECYCLING GRANTS
Personnel -$ -$ -$ -$ 5,510$ 5,790$ Maintenance & Operations 9,200 7,600 24,540 24,540 8,180 8,940 Capital Outlay - - - - - - TOTAL USED OIL RECYCLING GRANT 9,200$ 7,600$ 24,540$ 24,540$ 13,690$ 14,730$ 63XX BEVERAGE CONTAINER GRANTS
Personnel 13,600$ 16,640$ 990$ 990$ 990$ 990$ Maintenance & Operations 3,400 2,980 2,000 2,000 8,000 8,000 Capital Outlay - - - - - - TOTAL BEVERAGE CONTAINER GRANT 17,000$ 19,620$ 2,990$ 2,990$ 8,990$ 8,990$ 641 TOTAL SOLID WASTE UTILITY FUND
Personnel 489,030$ 595,500$ 637,960$ 637,960$ 691,680$ 732,530$ Maintenance & Operations 15,431,670 16,695,010 16,981,550 16,981,550 17,603,400 18,407,030 Capital Outlay - 4,950 - - - - Capital Improvement Projects 830 13,250 107,270 106,260 105,380 - TOTAL SOLID WASTE UTILITY FUND 15,921,530$ 17,308,710$ 17,726,780$ 17,725,770$ 18,400,460$ 19,139,560$ FY 2024-26 PROPOSED BUDGET
EXPENDITURE SUMMARY BY DIVISION
CITY OF UPLAND
186 Page 552 of 624
OBJECT
CODE EXPENSE CLASSIFICATION 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 33,480$ 36,820$ 73,900$ 73,900$ 73,900$ 68,900$ 5111 Salaries - Full Time 5,196,320 5,675,640 7,650,250 7,526,680 8,095,650 8,583,460 5112 Salaries - Temporary/Part Time 64,230 28,030 165,490 146,770 109,150 109,150 5113 Overtime 354,390 393,680 390,810 390,810 571,850 592,040 5114 Catastrophic Leave Pay - 370 - - - - 5116 Fringe Benefits 1,161,130 1,258,010 2,148,750 2,115,630 2,365,490 2,615,020 5117 Retirement Contributions 505,600 564,390 875,520 860,660 922,820 957,940 5119 Unfunded Annual PERS Liability - - - - - - TOTAL PERSONNEL EXPENSES 7,315,150$ 7,956,940$ 11,304,720$ 11,114,450$ 12,138,860$ 12,926,510$
MAINTENANCE & OPERATIONS
5211 Postage 84,470$ 94,360$ 213,420$ 213,460$ 179,570$ 183,200$ 5212 Advertising 940 2,430 36,560 38,960 6,360 6,380 5213 Dues & Subscriptions 7,780 25,310 27,100 46,900 66,220 67,790 5215 Training/Conferences/Meetings 23,090 41,970 105,210 97,410 104,360 106,610 5216 Office Supplies 10,000 12,530 21,450 21,650 20,550 21,080 5217 Other Supplies/Materials 779,110 961,100 1,554,610 1,616,310 1,426,780 1,472,740 5218 Uniform Expense 65,540 79,950 107,300 107,090 109,380 111,260 5219 Registration/Permits/Licenses 169,980 215,860 356,350 355,350 374,780 392,620 5220 Fuel Usage 216,890 203,800 299,490 306,030 309,490 319,670 5222 Print/Mail Charges 4,680 670 15,900 16,310 9,180 9,340 5226 Team Building Expenses - - 8,200 8,300 9,200 9,200 5227 Vehicle Parts/Materials 261,190 252,960 295,700 295,700 295,700 301,610 5231 Office Equipment (Under 5,000)10,270 18,060 13,180 12,880 11,630 10,750 5232 Computer Equip (Under 5,000)3,440 - 20,550 20,550 351,950 22,400 5233 Other Equipment (Under 5,000)765,290 897,860 1,127,850 1,139,850 1,392,230 1,215,780 5234 Other Equipment Rental 41,410 23,230 31,400 33,900 39,600 40,100 5236 Rent 57,300 31,230 70,000 70,000 65,100 68,400 5237 Utilities - Sewer - 30,760 - 38,250 31,060 31,060 5239 Software Subscriptions - - - 24,800 72,500 72,610 5241 Utilities - Electric 2,624,930 2,538,700 2,570,290 2,585,290 2,748,390 2,936,550 5242 Utilities - Gas 11,540 26,580 20,140 20,140 20,340 20,690 5243 Utilities - Telephone 2,530 2,140 2,620 2,620 2,750 2,790 5244 Utilities - Water 10,241,440 7,949,600 14,097,230 14,109,360 12,955,260 13,692,350 5245 Maintenance - Building/Structure/Grounds 364,660 519,390 505,000 934,400 764,000 811,000 5246 Maintenance - Equipment 34,420 10,690 33,000 33,000 178,500 183,130 5247 Maintenance - Vehicle - 6,800 - - - - 5248 Maintenance - Other 60,110 73,720 140,100 140,100 559,800 576,440 5249 Other Maintenance - - 1,000 1,000 1,000 1,000 5251 Legal Services 33,410 111,420 355,000 355,000 326,000 327,900 5252 Professional Services 238,320 254,400 490,740 535,040 563,200 474,600 5253 Contract Services 2,901,920 2,460,000 2,859,270 3,560,880 3,224,230 3,052,350 5254 Data Processing Services 21,510 14,490 21,310 21,310 14,750 15,000 5255 Banking Services 147,020 128,740 149,500 154,500 157,300 159,900 5256 Solid Waste Services 14,374,790 15,684,600 16,000,000 16,000,000 16,800,000 17,640,000 5257 Sewer Treatment Disposal Services 6,998,260 7,176,550 8,092,560 8,092,560 8,236,000 8,639,000 5258 Other Services 982,450 1,443,670 2,874,610 3,823,610 3,593,460 3,700,800 5259 Recycled Water Purchase 1,289,250 1,200,720 1,685,390 1,685,390 1,698,100 1,759,600 5290 Late Charges 3,420 390 - - - - 5291 Bad Debts Expense 92,810 244,100 - - - - 5292 Administrative Services Expense 3,448,840 3,448,840 3,160,540 3,160,540 2,947,310 2,947,310 5294 Sponsor/Contribution/Donation - 500 5,200 5,200 3,300 3,400 5295 Pump/Diesel Taxes 2,440 2,140 5,000 5,000 5,000 5,000 5298 Loss-Cap Assets 139,980 - - - - - 5299 Prior Year Expenses 9,580 (1,460) - - - - 5304 Contributions 296,830 217,400 777,000 777,000 777,000 792,500 5320 Tuition Reimbursement - 5,180 - 7,500 - - 5321 Employee Incentive 140 - - - - - 5424 Bond Principal Payment - - 1,234,000 1,234,000 1,856,370 1,946,280 5425 Bond Interest Expense 172,050 459,400 405,620 405,620 656,790 622,920
CITY OF UPLAND
PUBLIC WORKS
FY 2024-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE
187 Page 553 of 624
OBJECT
CODE EXPENSE CLASSIFICATION 2021-22
ACTUAL
2022-23
ACTUAL
2023-24
ADOPTED
2023-24
AMENDED
2024-25
PROPOSED
2025-26
PROPOSED
CITY OF UPLAND
PUBLIC WORKS
FY 2024-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE
5427 Issuance Costs 329,780 - - - - - 5701 Information Systems Allocation Charges 682,980 611,830 550,080 550,080 654,900 687,330 5702 Fleet - Maintenance & Repair Allocation 349,700 351,430 445,570 445,570 319,260 334,500 5703 Vehicle Acquisition Allocation 251,750 119,260 143,000 143,000 33,000 282,500 5704 Building Maintenance & Operation Allocation 607,670 475,320 451,290 451,290 535,510 610,180 5705 Self Funded Liability Allocation 1,436,330 1,587,500 1,483,350 1,483,350 1,403,020 1,471,960 5706 OPEB & Employee Benefits Allocation 340,920 250,240 240,580 240,580 217,610 221,860 5707 PERS-UAL Allocation 1,866,880 773,750 701,210 701,210 1,268,940 1,269,920 TOTAL MAINTENANCE & OPERATIONS 52,860,040$ 51,040,110$ 63,804,470$ 66,127,840$ 67,396,730$ 69,651,360$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings 24,320$ 64,720$ 164,340$ 485,340$ -$ -$ 5529 Building Improvements 72,380 18,080 130,000 420,600 183,000 105,500 5530 Machinery & Equipment 74,620 154,360 230,000 224,680 76,500 90,600 5531 Vehicles 635,670 1,323,470 819,200 3,365,140 1,362,050 862,000 TOTAL CAPITAL OUTLAY 806,990$ 1,560,630$ 1,343,540$ 4,495,760$ 1,621,550$ 1,058,100$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects 13,700,990$ 7,140,590$ 58,749,070$ 62,841,430$ 59,413,910$ 22,790,250$ TOTAL CAPITAL IMPROVEMENT PROJECTS 13,700,990$ 7,140,590$ 58,749,070$ 62,841,430$ 59,413,910$ 22,790,250$ TOTAL DEPARTMENT 74,683,170$ 67,698,270$ 135,201,800$ 144,579,480$ 140,571,050$ 106,426,220$ 188 Page 554 of 624
FUND NO.101 204 205 206 229 419 420 421 422 423 425 426 639 640 641 645 752 754 OBJECT
CODE EXPENSE CLASSIFICATION GENERAL GAS TAX MEASURE I RMRA ARPA DIF - POLICE
GENERAL
CAPITAL
IMPROV
PARK
ACQUISITION
& DEV
STORM
DRAIN DEV
STREET &
TRAFFIC FAC
DEV
GENERAL
CAPITAL
PROJECTS
STREET &
ALLEY
REPAIRS
WATER BOND WATER
UTILITY
SOLID WASTE
UTILITY
SEWER
UTILITY FLEET MGMT
BUILDING
MAINT &
OPERATIONS
2024-25
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 19,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 43,200$ 1,900$ 2,800$ 600$ 6,400$ 73,900$ 5111 Salaries - Full Time 1,603,960 175,750 129,520 39,520 - - - - - - - 44,290 - 3,580,700 380,180 1,450,300 255,710 435,720 8,095,650 5112 Salaries - Temporary/Part Time - - - - - - - - - - - - - 38,440 66,080 4,630 - - 109,150 5113 Overtime 155,200 - - - - - - - - - - - - 231,560 86,310 65,280 3,500 30,000 571,850 5116 Fringe Benefits 474,170 40,990 29,630 8,750 - - - - - - - 10,030 - 1,031,470 115,020 414,400 79,430 161,600 2,365,490 5117 Retirement Contributions 185,490 20,950 15,430 4,710 - - - - - - - 5,280 - 405,660 42,190 161,100 30,430 51,580 922,820 TOTAL PERSONNEL EXPENSES 2,437,820$ 237,690$ 174,580$ 52,980$ -$ -$ -$ -$ -$ -$ -$ 59,600$ -$ 5,331,030$ 691,680$ 2,098,510$ 369,670$ 685,300$ 12,138,860$
MAINTENANCE & OPERATIONS
5211 Postage 100$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 120,400$ 6,000$ 52,970$ 100$ -$ 179,570$ 5212 Advertising - - - - - - - - - - - - - 3,060 3,000 300 - - 6,360 5213 Dues & Subscriptions 26,230 - - - - - - - - - - - - 14,530 1,240 23,990 - 230 66,220 5215 Training/Conferences/Meetings 6,200 - - - - - - - - - - - - 61,910 8,400 23,450 3,000 1,400 104,360 5216 Office Supplies 6,300 - - - - - - - - - - - - 6,900 1,000 5,250 600 500 20,550 5217 Other Supplies/Materials 228,900 70,000 - - - - - - - - - - - 975,550 18,600 109,530 23,200 1,000 1,426,780 5218 Uniform Expense 21,900 - - - - - - - - - - - - 48,980 870 24,560 4,460 8,610 109,380 5219 Registration/Permits/Licenses - - - - - - - - - - - - - 306,830 - 57,230 6,520 4,200 374,780 5220 Fuel Usage 99,790 - - - - - - - - - - - - 108,500 - 91,700 5,000 4,500 309,490 5222 Print/Mail Charges 1,130 - - - - - - - - - - - - 7,900 - 50 100 - 9,180 5226 Team Building Expenses 4,100 - - - - - - - - - - - - 3,800 100 1,200 - - 9,200 5227 Vehicle Parts/Materials - - - - - - - - - - - - - - - - 295,700 - 295,700 5231 Office Equipment (Under 5,000)6,000 - - - - - - - - - - - - 3,680 200 1,000 750 - 11,630 5232 Computer Equip (Under 5,000)- - - - - - - - - - - - - 350,000 - 1,950 - - 351,950 5233 Other Equipment (Under 5,000)40,000 - - - - - - - - - - - - 1,293,480 - 38,750 10,000 10,000 1,392,230 5234 Other Equipment Rental 5,000 - - - - - - - - - - - - 22,050 - 12,550 - - 39,600 5236 Rent - - - - - - - - - - - - - 65,100 - - - - 65,100 5237 Utilities - Sewer 31,060 - - - - - - - - - - - - - - - - - 31,060 5239 Software Subscriptions 22,800 - - - - - - - - - - - - 24,900 - 20,100 4,700 - 72,500 5241 Utilities - Electric 1,103,340 - - - - - - - - - - - - 1,640,100 - 4,950 - - 2,748,390 5242 Utilities - Gas 14,040 - - - - - - - - - - - - 3,500 - - 2,800 - 20,340 5243 Utilities - Telephone 2,420 - - - - - - - - - - - - 200 130 - - - 2,750 5244 Utilities - Water 942,160 - - - - - - - - - - - - 11,941,300 1,800 70,000 - - 12,955,260 5245 Maintenance - Building/Structure/Grounds - - - - - - - - - - - - - - - - - 764,000 764,000 5246 Maintenance - Equipment - - - - - - - - - - - - - 156,000 - 22,500 - - 178,500 5248 Maintenance - Other 419,700 - - - - - - - - - - - - 136,800 - - 3,300 - 559,800 5249 Other Maintenance - - - - - - - - - - - - - 1,000 - - - - 1,000 5251 Legal Services - - - - - - - - - - - - - 86,000 15,000 225,000 - - 326,000 5252 Professional Services 350,000 - - - - - - - - - - - - 44,500 54,200 114,500 - - 563,200 5253 Contract Services 2,102,500 500,000 - - - - - - - - - - - 483,190 119,540 19,000 - - 3,224,230 5254 Data Processing Services - - - - - - - - - - - - - 10,250 - - 4,500 - 14,750 5255 Banking Services - - - - - - - - - - - - - 157,300 - - - - 157,300 5256 Solid Waste Services - - - - - - - - - - - - - - 16,800,000 - - - 16,800,000 5257 Sewer Treatment Disposal Services - - - - - - - - - - - - - - - 8,236,000 - - 8,236,000 5258 Other Services 1,311,400 - - - - - - - - - - - - 1,415,720 21,200 799,740 25,400 20,000 3,593,460 5259 Recycled Water Purchase - - - - - - - - - - - - - 1,698,100 - - - - 1,698,100 5292 Administrative Services Expense - 76,080 41,480 12,730 - - - - - - - - - 1,771,510 402,370 643,140 - - 2,947,310 5294 Sponsor/Contribution/Donation - - - - - - - - - - - - - 3,300 - - - - 3,300 5295 Pump/Diesel Taxes - - - - - - - - - - - - - - - - 5,000 - 5,000 5304 Contributions - - - - - - - - - - - - - 777,000 - - - - 777,000 5320 Tuition Reimbursement - - - - - - - - - - - - - - - - - - - 5424 Bond Principal Payment - - - - - - - - - - - - - 1,856,370 - - - - 1,856,370 5425 Bond Interest Expense - - - - - - - - - - - - - 656,790 - - - - 656,790 5701 Information Systems Allocation Charges 405,500 - - - - - - - - - - - - 140,380 26,120 82,900 - - 654,900 5702 Fleet - Maintenance & Repair Allocation 108,780 - - - - - - - - - - - - 128,540 - 81,940 - - 319,260 5703 Vehicle Acquisition Allocation 12,000 - - - - - - - - - - - - - - - - 21,000 33,000 5704 Building Maintenance & Operation Allocation 426,840 - - - - - - - - - - - - 81,280 6,950 20,440 - - 535,510 5705 Self Funded Liability Allocation 375,190 - - - - - - - - - - - - 678,740 81,170 267,920 - - 1,403,020 5706 OPEB & Employee Benefits Allocation 44,820 4,020 3,140 930 - - - - - - - - - 96,560 9,560 37,440 7,800 13,340 217,610 5707 PERS-UAL Allocation 527,060 54,270 41,890 12,780 - - - - - - - 14,320 - 256,460 25,950 101,850 89,380 144,980 1,268,940 TOTAL MAINTENANCE & OPERATIONS 8,645,260$ 704,370$ 86,510$ 26,440$ -$ -$ -$ -$ -$ -$ -$ 14,320$ -$ 27,638,460$ 17,603,400$ 11,191,900$ 492,310$ 993,760$ 67,396,730$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5529 Building Improvements - - - - - - - - - - - - - 25,000 - - - 158,000 183,000 5530 Machinery & Equipment 40,000 - - - - - - - - - - - - 30,000 - 6,500 - - 76,500 5531 Vehicles - - - - - - - - - - - - - 914,000 - 51,050 397,000 - 1,362,050 TOTAL CAPITAL OUTLAY 40,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 969,000$ -$ 57,550$ 397,000$ 158,000$ 1,621,550$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ 8,316,430$ 5,543,140$ 6,560,950$ 1,553,600$ 550,200$ 332,000$ 1,897,980$ 954,270$ 325,370$ 5,536,960$ 1,028,170$ 13,842,090$ 9,588,340$ 105,380$ 3,279,030$ -$ -$ 59,413,910$ TOTAL CAPITAL IMPROVEMENT PROJECTS -$ 8,316,430$ 5,543,140$ 6,560,950$ 1,553,600$ 550,200$ 332,000$ 1,897,980$ 954,270$ 325,370$ 5,536,960$ 1,028,170$ 13,842,090$ 9,588,340$ 105,380$ 3,279,030$ -$ -$ 59,413,910$ TOTAL DEPARTMENT 11,123,080$ 9,258,490$ 5,804,230$ 6,640,370$ 1,553,600$ 550,200$ 332,000$ 1,897,980$ 954,270$ 325,370$ 5,536,960$ 1,102,090$ 13,842,090$ 43,526,830$ 18,400,460$ 16,626,990$ 1,258,980$ 1,837,060$ 140,571,050$
SUMMARY BY OBJECT CODE AND FUND
CITY OF UPLAND
PUBLIC WORKS
FY 2024-25 ANNUAL BUDGET
189 Page 555 of 624
FUND NO.101 204 205 206 421 422 425 426 640 641 645 752 754 OBJECT
CODE EXPENSE CLASSIFICATION GENERAL GAS TAX MEASURE I RMRA PARK
ACQUISITION
& DEV
STORM
DRAIN DEV
GENERAL
CAPITAL
PROJECTS
STREET &
ALLEY
REPAIRS
WATER
UTILITY
SOLID
WASTE
UTILITY
SEWER
UTILITY FLEET MGMT
BUILDING
MAINT &
OPERATIONS
2025-26
PROPOSED
PERSONNEL EXPENSE
5110 Buy Backs 14,000$ -$ -$ -$ -$ -$ -$ -$ 43,200$ 1,900$ 2,800$ 600$ 6,400$ 68,900$ 5111 Salaries - Full Time 1,692,710 182,940 134,720 41,110 - - - 46,070 3,795,200 404,120 1,546,620 276,680 463,290 8,583,460 5112 Salaries - Temporary/Part Time - - - - - - - - 38,440 66,080 4,630 - - 109,150 5113 Overtime 165,200 - - - - - - - 235,960 90,290 66,590 4,000 30,000 592,040 5116 Fringe Benefits 524,220 44,780 32,400 9,520 - - - 10,920 1,141,260 126,520 457,190 88,260 179,950 2,615,020 5117 Retirement Contributions 192,110 21,360 15,730 4,800 - - - 5,380 420,730 43,620 168,170 32,270 53,770 957,940 TOTAL PERSONNEL EXPENSES 2,588,240$ 249,080$ 182,850$ 55,430$ -$ -$ -$ 62,370$ 5,674,790$ 732,530$ 2,246,000$ 401,810$ 733,410$ 12,926,510$
MAINTENANCE & OPERATIONS
5211 Postage 100$ -$ -$ -$ -$ -$ -$ -$ 122,900$ 6,100$ 53,990$ 110$ -$ 183,200$ 5212 Advertising - - - - - - - - 3,070 3,000 310 - - 6,380 5213 Dues & Subscriptions 27,520 - - - - - - - 14,700 1,240 24,080 - 250 67,790 5215 Training/Conferences/Meetings 6,900 - - - - - - - 62,250 8,400 24,600 3,060 1,400 106,610 5216 Office Supplies 6,600 - - - - - - - 7,010 1,000 5,370 600 500 21,080 5217 Other Supplies/Materials 244,300 80,000 - - - - - - 996,000 18,930 109,310 23,200 1,000 1,472,740 5218 Uniform Expense 22,370 - - - - - - - 49,800 870 24,940 4,550 8,730 111,260 5219 Registration/Permits/Licenses - - - - - - - - 318,830 - 62,940 6,650 4,200 392,620 5220 Fuel Usage 105,910 - - - - - - - 110,600 - 93,660 5,000 4,500 319,670 5222 Print/Mail Charges 1,280 - - - - - - - 7,900 - 60 100 - 9,340 5226 Team Building Expenses 4,100 - - - - - - - 3,800 100 1,200 - - 9,200 5227 Vehicle Parts/Materials - - - - - - - - - - - 301,610 - 301,610 5231 Office Equipment (Under 5,000)6,000 - - - - - - - 3,750 250 - 750 - 10,750 5232 Computer Equip (Under 5,000)- - - - - - - - 20,400 - 2,000 - - 22,400 5233 Other Equipment (Under 5,000)40,000 - - - - - - - 1,117,000 - 38,780 10,000 10,000 1,215,780 5234 Other Equipment Rental 5,000 - - - - - - - 22,500 - 12,600 - - 40,100 5236 Rent - - - - - - - - 68,400 - - - - 68,400 5237 Utilities - Sewer 31,060 - - - - - - - - - - - - 31,060 5239 Software Subscriptions 22,800 - - - - - - - 25,000 - 20,110 4,700 - 72,610 5241 Utilities - Electric 1,127,400 - - - - - - - 1,804,100 - 5,050 - - 2,936,550 5242 Utilities - Gas 14,290 - - - - - - - 3,600 - - 2,800 - 20,690 5243 Utilities - Telephone 2,450 - - - - - - - 200 140 - - - 2,790 5244 Utilities - Water 960,750 - - - - - - - 12,658,360 1,840 71,400 - - 13,692,350 5245 Maintenance - Building/Structure/Grounds - - - - - - - - - - - - 811,000 811,000 5246 Maintenance - Equipment - - - - - - - - 156,100 - 27,030 - - 183,130 5248 Maintenance - Other 433,440 - - - - - - - 139,500 - - 3,500 - 576,440 5249 Other Maintenance - - - - - - - - 1,000 - - - - 1,000 5251 Legal Services - - - - - - - - 87,700 15,000 225,200 - - 327,900 5252 Professional Services 350,000 - - - - - - - 45,300 4,200 75,100 - - 474,600 5253 Contract Services 2,051,800 407,500 - - - - - - 449,490 124,560 19,000 - - 3,052,350 5254 Data Processing Services - - - - - - - - 10,500 - - 4,500 - 15,000 5255 Banking Services - - - - - - - - 159,900 - - - - 159,900 5256 Solid Waste Services - - - - - - - - - 17,640,000 - - - 17,640,000 5257 Sewer Treatment Disposal Services - - - - - - - - - - 8,639,000 - - 8,639,000 5258 Other Services 1,454,100 - - - - - - - 1,452,550 21,200 727,050 25,900 20,000 3,700,800 5259 Recycled Water Purchase - - - - - - - - 1,759,600 - - - - 1,759,600 5292 Administrative Services Expense - 76,080 41,480 12,730 - - - - 1,771,510 402,370 643,140 - - 2,947,310 5294 Sponsor/Contribution/Donation - - - - - - - - 3,400 - - - - 3,400 5295 Pump/Diesel Taxes - - - - - - - - - - - 5,000 - 5,000 5304 Contributions - - - - - - - - 792,500 - - - - 792,500 5320 Tuition Reimbursement - - - - - - - - - - - - - - 5424 Bond Principal Payment - - - - - - - - 1,946,280 - - - - 1,946,280 5425 Bond Interest Expense - - - - - - - - 622,920 - - - - 622,920 5701 Information Systems Allocation Charges 423,590 - - - - - - - 149,580 27,430 86,730 - - 687,330 5702 Fleet - Maintenance & Repair Allocation 113,990 - - - - - - - 134,670 - 85,840 - - 334,500 5703 Vehicle Acquisition Allocation 282,500 - - - - - - - - - - - - 282,500 5704 Building Maintenance & Operation Allocation 460,300 - - - - - - - 108,770 9,770 31,340 - - 610,180 5705 Self Funded Liability Allocation 391,330 - - - - - - - 712,610 84,780 283,240 - - 1,471,960
CITY OF UPLAND
PUBLIC WORKS
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
190 Page 556 of 624
FUND NO.101 204 205 206 421 422 425 426 640 641 645 752 754 OBJECT
CODE EXPENSE CLASSIFICATION GENERAL GAS TAX MEASURE I RMRA PARK
ACQUISITION
& DEV
STORM
DRAIN DEV
GENERAL
CAPITAL
PROJECTS
STREET &
ALLEY
REPAIRS
WATER
UTILITY
SOLID
WASTE
UTILITY
SEWER
UTILITY FLEET MGMT
BUILDING
MAINT &
OPERATIONS
2025-26
PROPOSED
CITY OF UPLAND
PUBLIC WORKS
FY 2025-26 ANNUAL BUDGET
SUMMARY BY OBJECT CODE AND FUND
5706 OPEB & Employee Benefits Allocation 45,530 4,030 3,160 940 - - - - 98,430 9,770 38,340 8,040 13,620 221,860 5707 PERS-UAL Allocation 526,110 53,410 41,220 12,570 - - - 14,100 256,790 26,080 102,650 91,230 145,760 1,269,920 TOTAL MAINTENANCE & OPERATIONS 9,161,520$ 621,020$ 85,860$ 26,240$ -$ -$ -$ 14,100$ 28,279,270$ 18,407,030$ 11,534,060$ 501,300$ 1,020,960$ 69,651,360$
CAPITAL OUTLAY
5528 Improvements Other Than Buildings -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5529 Building Improvements - - - - - - - - 25,500 - - - 80,000 105,500 5530 Machinery & Equipment 45,000 - - - - - - - 30,600 - 15,000 - - 90,600 5531 Vehicles - - - - - - - - 280,000 - - 582,000 - 862,000 TOTAL CAPITAL OUTLAY 45,000$ -$ -$ -$ -$ -$ -$ -$ 336,100$ -$ 15,000$ 582,000$ 80,000$ 1,058,100$
CAPITAL IMPROVEMENT PROJECTS
55XX Capital Improvement Projects -$ 4,020,000$ 7,000,000$ 2,671,670$ 635,000$ 938,580$ 625,000$ 350,000$ 5,950,000$ -$ 600,000$ -$ -$ 22,790,250$ TOTAL CAPITAL IMPROVEMENT PROJECTS -$ 4,020,000$ 7,000,000$ 2,671,670$ 635,000$ 938,580$ 625,000$ 350,000$ 5,950,000$ -$ 600,000$ -$ -$ 22,790,250$ TOTAL DEPARTMENT 11,794,760$ 4,890,100$ 7,268,710$ 2,753,340$ 635,000$ 938,580$ 625,000$ 426,470$ 40,240,160$ 19,139,560$ 14,395,060$ 1,485,110$ 1,834,370$ 106,426,220$ 191 Page 557 of 624
CAPITAL IMPROVEMENT PROGRAM
The Fiscal Year 2024-25 and Fiscal Year 2025-26 proposed Capital Improvement Program (CIP) budget provides $14.2 million for new projects and $45.9 million for carry-over projects. The City of Upland defines a CIP as having (1) a capital asset with a minimum dollar amount of $10,000 and (2) an estimated useful life of five years or more.
New projects are identified and recommended as necessary in the City of Upland. Throughout the Fiscal Year, the projects scheduled in FY 2024-25 and 2025-26 will be presented individually before the City Council to consider the environmental assessment, approve plans and specifications, review costs, and award the contract. Many of these projects are expected to take more than one year to complete. Carry-over projects are projects that have been previously approved by the City Council, either in FY 2023-24 or prior years and were not completed as of June 30, 2024. Therefore, the remaining balances of their corresponding appropriations are carried over to the new FY 2024-25 and 2025-26 budget and beyond, if necessary.
The proposed FY 2024-25 and 2025-26 CIP budget, summarized by categories, is provided below:
CIP BUDGET BY CATEGORY FY 2024-25 FY 2025-26
BUILDINGS AND FACILITIES $4,274,710 $425,000
PARK ACQUISITION & DEVELOPMENT $25,957,460 $14,041,670
STORM DRAIN $2,152,410 $835,000
STREET AND TRAFFIC FACILITIES $954,270 $938,580
WATER UTILITY $23,430,430 $5,950,000
SOLID WASTE $105,380 $0
SEWER UTILITY $3,279,030 $600,000
TOTAL CIP $60,153,690 $22,790,250
The administrative costs associated with managing these projects have been estimated (generally six to ten percent of estimated construction costs) and included in each project budget.
CIP DEFINED
The City’s CIP is a multi-year planning instrument that drives the evaluation and identification of capital infrastructure projects 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 ball fields, to water main and sewer repair. The CIP relates these projected capital needs to the financial resources that will support their realization and the timeframe in which both the financing and work will take place.
The CIP budget document was developed by incorporating input from key management personnel, based on community comments and feedback received throughout the year. Each proposed project was reviewed and discussed to ensure funding, timing, and necessity were appropriately addressed.
192 Page 558 of 624
BENEFITS OF THE CIP
Capital improvement programming links short and long-range plans with growth, public and private development, and the annual budget process. The CIP provides the following benefits:
Focuses attention on citywide priorities and citizen expectations.
Provides a concrete implementation framework for the General Plan, Citywide Strategic Goals, and Visioning Report.
Promotes accountability for the long-term planning and investment of public funds for large-scale public purposes.
CIP PROGRAMS AND FUNDING SOURCES
Most of the City’s infrastructure has a designated revenue source to pay for its upgrade or replacement as appropriate. For example, water/sewer rates fund utility infrastructure needs; gas tax revenues fund street improvements; and park improvements are paid for with related development impact fees. The following section provides a summary of CIP programs and their funding sources:
Building and Facilities
The Buildings and Facilities program includes expenditures for Departments that are not described in other areas of the CIP. Projects are funded by the General Fund (by recording a transfer from Fund 101 to the General Capital Improvements Fund 425) or Community Development Block Grant (CDBG) or Development Impact Fees (DIF) if they are qualified.
Parks, Recreation and Community Services
The Parks, Recreation and Community Services program includes projects to construct, maintain, and upgrade parks, fields, community centers, and recreation buildings. Capital expenditures are budgeted in the Park Acquisition and Development Fund (Fund 421). The majority of revenues in Fund 421 are from development fees, fees charged when property is developed that are dedicated to the funding of local and regional parks and recreation facilities. Since these revenues are dependent on development activity, the CIP only shows projects as funded for which fee revenues are already available or that are annual funding obligations.
Storm Drain
Capital expenditures for the construction and improvement of storm drains are budgeted in the Storm Drain Fund (Fund 422). Revenue sources include development fees charged when property is developed that are dedicated to the funding of storm drain infrastructure projects. Staff participates in the regional development of storm drainage collection facilities in connection with the San Bernardino County Flood Control District Zone 1 Improvement Area.
Street and Traffic Facilities
The Street and Traffic Facilities program includes projects to extend, widen and resurface streets, construct curbs, gutters and medians, perform right-of-way maintenance and traffic signal 193 Page 559 of 624
improvements, and is responsible for the administration, implementation and coordination of the City’s Measure “I” Program; a voter approved half-cent sales tax for County transportation improvements. Staff participates in the regional planning of the transportation facilities and is responsible for the implementation of improvements associated with the County’s Measure “I” Program, to include developing local and related regional project programming, construction documents, preparing the required revenue, expenditures and development activity reports for San Bernardino County Transportation Authority (SBCTA), the County’s regional transportation planning organization and designated Measure “I” Program Administrator.
Capital expenditures for these projects are budgeted in the Gas Tax Fund (Fund 204), Measure I Fund (Fund 205), Road Maintenance Rehabilitation Account Fund (Fund 206), CDBG Fund (Fund 209), General Capital Improvements (Fund 425), the Street, Traffic Facilities Development (Fund 423), and the Street & Alley Program (Fund 426).
Water
The Water program includes projects to construct additions to the City’s water infrastructure and to maintain existing facilities. Capital expenditures are budgeted in the Water Utility Fund (Fund 640), which is an enterprise fund. Revenue sources include water rates, development fees, other agency reimbursements and bond proceeds.
Solid Waste
The Solid Waste program includes projects to meet solid waste diversion objectives. Capital expenditures are budgeted in the Solid Waste Fund (Fund 641), which is a utility fund. Revenue sources include solid waste rates for residential and non-residential customers, used oil grants, and recycling grants.
Sewer
The Sewer program includes projects to increase system capacity for new users, replace aging or obsolete systems, and meet regulatory requirements. Capital expenditures are budgeted in the Sewer Utility Fund (Fund 645), which is an enterprise fund. Revenue sources include sewer rates that are generated from service charges to users of the sewer system. Also included are sewer connection fees that are charged when property is developed that are dedicated to the funding of sewer infrastructure projects.
194 Page 560 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
GAS TAX FUNDED PROJECTS
204 7003 Pavement Management System 18,960 3,900 16,100 20,000 20,000 20,000 20,000 204 7031 Traffic Safety Projects ‐ Annual 50,930 43,600 0 43,600 0 204 7069 Arrow Highway Rehab (Benson to Mountain)2,377,950 1,696,540 0 1,696,540 0 204 7076 Alpine Street Rehab (West End to Palm Ave.) 885,830 797,900 0 797,910 0 204 7077 Vernon Drive (West End to Palm Ave.)515,000 444,330 0 444,340 0 204 7078 Palm Avenue (9th Street to Arrow Hwy.)1,435,730 872,450 0 872,450 0 204 7500 70003 Citywide Striping Replacement 2020/21 6,410 4,180 (4,180)00 204 7500 70007 City/County North Shared Roadways Project 1,238,160 180 (180)00 204 7500 70013 Citywide Striping Replacement 2022/23 240,810 219,520 0 219,520 0 204 7500 70014 Citywide Crack Seal/Slurry Seal 2022/23 489,960 482,530 0 482,530 0 204 7500 70017 Citywide Crack Seal/Slurry Seal 2023/24 25,000 25,000 0 25,000 0 204 7500 XXXXX Citywide Crack Seal/Slurry Seal 2024/25 0 0 500,000 500,000 500,000 500,000 500,000 204 7500 XXXXX Citywide Striping Replacement 2024/25 0 0 250,000 250,000 300,000 300,000 300,000 204 7500 XXXXX Citywide Street Overlays and ADA Improvements 0 0 1,400,000 1,400,000 1,200,000 1,200,000 204 7500 XXXXX Euclid Avenue Overlay (7th St. to 11th St.)000001,550,000 204 7500 74005 18th Street Rehab (Mountain to Euclid)00002,000,000 1,275,000 204 8617 Arrow Route Widening
(Monte Vista Avenue to San Antonio Channel East)
20,000 20,000 0 20,000 0
204 9124 Arrow Highway Rehab (Mountain to San Antonio)2,353,170 1,544,540 0 1,544,540 0 Total Gas Tax (18)$9,657,910 $6,154,670 $2,161,740 $8,316,430 $4,020,000 $3,645,000 $2,020,000 MEASURE I FUNDED PROJECTS
205 7339 Campus Ave. Rehab (9th St. to Foothill Blvd.)460,550 458,380 0 458,380 2,630,000 205 7340 17th Street Reconstruction (San Antonio to Euclid)733,970 57,230 (57,230)00 205 7343 19th Street Reconstruction (Mountain to Euclid)629,610 628,860 0 628,860 1,260,000 2,100,000 205 7345 Grove Avenue Rehab (Foothill to 15th Street)499,030 498,480 0 498,480 1,500,000 1,215,788 205 7500 74003 Phase‐II of the Metrolink Station Accessibility Improvement Project (ATP Cycle 4)
28,820 28,090 20,000 48,090 0
205 7500 74004 Citywide Pavement Maintenance 2021/2022 108,990 30,900 (30,900)00 205 7500 74005 18th Street Rehab (Mountain to Euclid)577,000 572,040 0 572,040 0 205 7500 74006 Citywide Pavement Maintenance 2022/2023 244,380 11,000 (11,000)00 205 7500 74007 Mountain Avenue Rehab (20th to 23rd)300,000 300,000 200,000 500,000 1,260,000 910,000 205 7500 74008 1st Avenue Rehabilitation ("A" St. to "D" St.)200,000 200,000 0 200,000 0 950,000 205 7500 74009 C Street Rehabilitation (Euclid Ave. to 3rd Ave.)140,000 140,000 0 140,000 0 700,000 205 7500 74010 Lexington St. / 1st Ave. / 2nd Ave. Rehabilitation 1,156,000 1,149,060 0 1,149,060 0 205 7500 74011 Citywide Pavement Maintenance 2023/2024 500,000 498,230 0 498,230 0 205 7500 XXXXX Citywide Pavement Maintenance 2024/2025 0 0 350,000 350,000 0 205 7500 XXXXX Citywide Pavement Maintenance 2025/2026 0000350,000 250,000 250,000 205 7500 XXXXX Randy St. Neighborhood Rehabilitation (Randy St, Fairwood W., Terry Wy, Tyler Wy, and Silverwood Ave)
0 0 500,000 500,000 0 2,000,000 700,000
205 7500 XXXXX Sinclair Ave. Rehabilitation (7th St. to 8th St.)00000 1,600,000 205 7500 XXXXX Maxwell St. Rehabilitation (Spencer Ave. to Sinclair Ave.) 00000 1,500,000 Total Measure I (18)$5,578,350 $4,572,270 $970,870 $5,543,140 $7,000,000 $7,425,788 $4,750,000 RMRA FUNDED PROJECTS
206 7500 70005 14th Street Rehab (Campus to Grove)169,540 169,280 0 169,280 800,000 1,111,000 206 7500 70006 Mulberry Avenue Reconstruction
(Foothill Blvd. to Pine Street)
1,097,340 1,093,520 0 1,093,520 0
206 7500 70015 Foothill Blvd. Rehab (Benson to Mountain)3,962,710 3,954,210 (1,971,490)1,982,720 1,871,670 206 7500 70016 Foothill Blvd. Rehab (Mountain to San Antonio)129,260 115,420 3,000,000 3,115,430 0 206 7500 70018 Foothill Blvd. Rehab (Central to Benson) 350,000 348,640 (148,640)200,000 0 2,141,000 2,000,000 Total RMRA (5) $5,708,850 $5,681,070 $879,870 $6,560,950 $2,671,670 $3,252,000 $2,000,000 CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
195 Page 561 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
CDBG FUNDED PROJECTS
209 7500 16127 Downtown Public Parking Improvement
(South side of A St)
0 0 131,450 131,400 0
209 7500 XXXXX Downtown Public Parking Lot Improvement
(SWC Arrow Hwy & 3rd Ave)
0 0 405,370 405,370 0
209 2351‐23923 Landecena Interior Improvements‐PH2 137,0000000 Total CDBG (3) $137,000 $0 $536,820 $536,770 $0 $0 $0
PBIA FUNDED PROJECTS
210 7500 16127 Downtown Public Parking Improvement (South side of A St) 39,000 39,000 0 39,000 0 210 7702 Parking Lot Rehabilitation (1st Ave. & "A" Street) 85,670 55,260 0 55,260 0 Total PBIA (2)$124,670 $94,260 $0 $94,260 $0 $0 $0
AMERICAN RESCUE PLAN ACT (ARPA) FUNDED PROJECTS
229 2501 32337 Downtown Parklets 116,500 108,750 0 108,750 0 229 7500 16127 Downtown Parking Lot Rehabilitation 750,000 451,650 0 451,650 0 229 7500 16160 ARPA Alley Rehabilitation Phase 2 529,580 524,840 0 524,840 0 229 7500 16163 ARPA Park Parking Lot Improvements 1,249,400 145,680 0 145,680 0 229 7500 16164 Fuel Island Fuel Master System Replacement 45,000 45,000 0 45,000 0 229 8001 16153 Pavement Management System Report and Pavement Master Plan
199,680 100,020 0 100,020 0
229 8003 16156 Sidewalk Inventory and Repair Master Plan 382,740 59,090 0 59,090 0 229 8004 16155 Public Facilities ADA Master Plan 249,840 114,830 0 114,830 0 229 8005 16158 Traffic Signal Assessment and Master Plan 174,310 112,490 0 112,490 0 ARPA (9)$3,697,050 $1,662,350 $0 $1,662,350 $0 $0 $0
POLICE DIF
419 7500 80001 PD Women's Locker Room 225,000 224,190 0 224,190 0 419 7500 80002 Men's Locker Replacement (PD)329,660 326,000 0 326,010 0 Police DIF (2)$554,660 $550,190 $0 $550,200 $0 $0 $0
GENERAL DIF
420 7500 82343 Public Works Locker Room Addition 150,000 149,190 182,810 332,000 0 Total General DIF (1)$150,000 $149,190 $182,810 $332,000 $0 $0 $0 QUIMBY FEES PROJECTS (PARKS)
421 5420 83001 Park Playground Equipment Replacement in Olivedale Park 180,400 179,410 0 179,410 0 421 7500 82338 Downtown Urban Space 165,780 76,630 0 76,630 0 421 7500 82339 Dog Park Improvements 797,550 753,180 0 753,180 0 421 7500 82345 Shade Structures for Park Picnic Areas
(Citrus Park, Greenbelt Park, and Sierra Vista Park)
550,000 550,000 (550,000)00
421 7500 82346 Citrus Park Snackbar/Admin Building Roof Replacement 194,250 185,570 0 42,390 0 421 7500 83002 Park Restroom Improvements 0 (50)5000
421 7500 83003 Olivedale Park Upgrades (Restroom, shade structures, playground surfacing, etc.)
617,250 617,220 (150,000)467,220 0
421 7500 XXXXX Baldy View Park Playground Replacement 0 0 150,000 150,000 0 421 7500 XXXXX Cabrillo Park Basketball Court Resurfacing 00000 421 7500 XXXXX Greenbelt Park Shade Structure for Picnic Area 0 0 0 143,180 0 421 7500 XXXXX Greenbelt Park Playground Shade Sails 00000 421 7500 XXXXX McCarthy Park Exercise Equipment Replacement and Surfacing Rehabilitation
0000100,000
421 7500 XXXXX McCarthy Park Horseshoe Area Rehabilitation 000010,000 196 Page 562 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
QUIMBY FEES PROJECTS (Continued)
421 7500 XXXXX McCarthy Park Playground Replacement and Shade 0000525,000 421 8203 Sycamore Hills Park‐Master Plan 85,970 85,970 0 85,970 0 Total Quimby Fees Projects (15) $2,591,200 $2,447,930 ($549,950)$1,897,980 $635,000 $0 $0 STORM DRAIN DIF
422 7500 84001 Arrow Hwy. Storm Drain Improvements
(Benson to Fairwood)
2,248,000 590,290 0 590,290 0
422 7500 84002 Campus Ave. Storm Drain (Arrow Hwy. to Foothill)174,940 173,650 0 173,650 938,580 422 8402 Misc. Storm Drain Replacements ‐ Annual 190,590 190,590 (190,590)00 422 8405 Euclid Avenue Storm Drain 90,570 90,560 0 90,560 0 422 8408 Storm Drain Master Plan Improvements ‐ Phase 1 99,770 99,770 0 99,770 0 Total Storm Drain DIF (5)$2,803,870 $1,144,860 ($190,590)$954,270 $938,580 $0 $0 STREET & TRAFFIC FACILITIES DIF
423 7500 85001 LSRP Intersection Improvements 2022‐23 31,000 31,000 0 31,000 0 423 7500 85003 Traffic Signal Upgrades 2023‐24 200,000 200,000 (30,000)170,000 0 350,000 400,000 423 8617 Arrow Route Widening (Monte Vista to Central)62,000 62,000 (42,000)20,000 0 423 8622 I‐10 & Euclid Avenue Interchange Project 10,190 10,190 0 10,190 0 423 8623 I‐10 & Monte Vista Avenue Interchange Project 94,180 94,180 0 94,180 0 423 8625 Traffic Signal Upgrades 2019‐20 299,910 299,910 (299,910)00 Total Street & Traffic Facilitiy DIF (6)$697,280 $697,280 ($371,910)$325,370 $0 $350,000 $400,000 GENERAL FUND CAPITAL PROJECTS
425 7500 70007 City/County North Shared Roadways Project 160,000 158,650 (158,650)00 425 7500 82341 Animal Shelter Generator Improvements 150,000 150,000 0 150,000 0 425 7500 82342 Police Dept. Generator Improvements 50,000 50,000 0 50,000 0 425 7500 82344 City Hall Water Supply Repairs and Improvements 250,000 250,000 0 250,000 0 425 7500 82347 PD Air Handler Replacement 650,000 650,000 0 650,000 0 425 7500 82348 Arrow Highway 1,559,120 1,140,400 0 1,140,400 0 425 7500 85002 HSIP Cycle 11 Traffic Signal Hardware Improvements 206,840 206,840 1,861,560 2,068,400 0 425 7500 XXXXX ATP Mobility Master Plan 00000
425 7500 XXXXX Library HVAC Replacement 750,000 750,000 0 750,000 0 425 7500 XXXXX Magnolia Recreation North Hall Kitchen Redesign and Equipment Replacement
00000 500,000
425 7500 XXXXX Magnolia Park Parking Lot Rehabilitation 00000525,000 425 7500 XXXXX Gibson Parking Lot Slurry Seal 0000050,000 425 7500 XXXXX Solar Inverter Replacement at Public Works 0 0 100,000 100,000 0 425 7500 XXXXX Citywide Facilities Electrification Master Plan for Electric Vehicles
0 0 200,000 200,000 150,000 25,000
425 7500 XXXXX Electric Charging Stations at PD 00000275,000 425 7500 XXXXX Electric Charging Stations at Public Works 0000275,000 425 7500 XXXXX Magnolia Park ‐ North Playground Replacement 0000200,000 425 8040 Utility Undergrounding 2019 178,310 178,160 0 178,160 0 Total General Fund Capital Projects (18)$3,954,270 $3,534,050 $2,002,910 $5,536,960 $625,000 $875,000 $500,000 STREET & ALLEY REPAIR PROJECTS
426 7500 86002 Street & Alley Program Rehab 2021‐22 246,820 32,480 0 32,480 0 426 7500 86003 Street & Alley Program Rehab 2022‐23 444,090 295,690 0 295,690 0 426 7500 86004 Street & Alley Program Rehab 2023‐24 350,000 350,000 0 350,000 0 426 7500 XXXXX Street & Alley Program Rehab 2024‐25 0 0 350,000 350,000 350,000 350,000 350,000 Total Street & Alley Reapir (4)$1,040,910 $678,170 $350,000 $1,028,170 $350,000 $350,000 $350,000 197 Page 563 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
WATER BOND PROJECTS
639 7500 91002 Alley Water Main Replacement 2020‐21 525,000 108,740 0 108,740 0 639 7500 91006 Foothill Blvd. Water Main Repl.
(Mountain to San Antonio)
97,700 94,330 1,751,300 1,845,630 0
639 7500 92101 Res. 2 Eval., Air Gaps, Roof Vents, In‐Tank Mixer System (Mountain Lane s/o San Antonio Dam)
400,000 360,970 (200,000)160,970 0
639 7500 92102 Res. 3 & 7 Eval., Air Gaps, Roof Vents (1090 W. 22nd Street) 450,000 449,920 (74,920)375,000 0 639 7500 92103 Res. 4 Eval, New Roof and Hatches (159 N. 6th Avenue) 275,000 275,000 (200,000)75,000 0 639 7500 92104 Res. 9 Seismic Eval. (467 S. Campus Avenue) 100,000 100,000 (50,000)50,000 0 639 7500 92105 Res. 10 Eval., Air Gaps, Roof Vents, In‐Tank Mixer (1335 N. Benson Ave.)
400,000 400,000 (50,000)350,000 0
639 7500 92106 Res. 12 & 12A Eval., Air Gaps, Roof Vents (580 E. 15th Street)
475,000 475,000 (75,000)400,000 0
639 7500 92107 Res. 13 & 13A Eval., Air Gaps, Roof Vents (401 E. 19th Street)
475,000 475,000 (75,000)400,000 0
639 7500 92108 Res. 14 Eval., Air Gaps, Roof Vents (1505 E. 16th St.)400,000 400,000 (25,000)375,000 0 639 7500 92109 Res. 16 Eval., Structural Repairs, Air Gaps, Roof Vents (1285 W. 24th Street)
361,000 300,240 (25,000)275,240 0
639 7500 92131 San Antonio Canyon Water Treatment Plant 301,000 301,000 2,400,000 2,701,000 0 639 7500 92132 Plant 4 CMU Building for Ex. Chlorine Generation, Pump to waste discharge Pipe (300 LF), New Chain Link Fence &
Gates, Equipment, and Site clean‐up (401 E. 19th Street) 72,000 72,000 328,000 400,000 0
639 7500 92133 Plant 5 Vehicular Gates Replacement, SCADA Antena 200,000 200,000 (50,000)150,000 0 639 7500 92134 Plant 6 Chlorine Generation, CMU Buildings, Drainage Pipe and Undersidewalk Box Culvert at South End, Plug Valve for Pump Station By‐pass, New Chain Link Fence with 1" mesh, and Equipment (580 E. 15th Street)
62,000 62,000 300,000 362,000 0
639 7500 92135 Plant 10 New CMU Building with Removable Roof, Chain Link Fencing with 1" mesh, Waste to Drain Pipe to Benson
Avenue, Well Rehab, and Equipment
(250 N. Benson Avenue)
56,000 56,000 0 56,000 0
639 7500 92136 Plant 11 New Roof, Security Doors & Windows, Chain Link Fencing with 1" mesh, and Equipment
(149 N. Benson Avenue)
41,000 41,000 109,000 150,000 0
639 7500 92137 Plant 13 Chlorine Generation, Install AC in Ex. Building, Replace severed sewer line, and Equipment
(159 N. 6th Avenue)
450,000 450,000 0 450,000 0
639 7500 92138 Plant 14 Evaluate connection with City of Ontario, New Roof for Building, New Chain Link Fence & Gate, and Equipment (467 S. Campus Avenue)
21,000 21,000 0 21,000 0
639 7500 XXXXX Old Reservoir 15 Demolition and Site Grading 0 0 300,000 300,000 0 639 7500 XXXXX SCADA System Upgrade 0 0 1,405,000 1,405,000 0 639 9137 Generator at Plant 2 (24th Street)500,860 500,770 0 500,770 0 639 9138 Generator at Plant 6 (15th Street)1,074,410 1,074,140 0 1,074,140 0 639 9124 Arrow Highway Water Main Repl.
(Mountain to San Antonio)
740,930 215,330 0 215,330 0
639 9142 Arrow Highway Water Main Repl.
(Benson to Mountain)
1,360,740 793,170 0 793,170 0
639 9143 Mulberry Avenue Water Main Repl.
(Foothill Blvd. to Pine Street ~ 920')
848,100 848,100 0 848,100 0
Total Water Bond Projects (26)$9,686,740 $8,073,710 $5,768,380 $13,842,090 $0 $0 $0 198 Page 564 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
WATER FUND PROJECTS
$0 $0
640 7500 74005 18th Street Water Improvements (Mountain to Euclid)0 0 150,000 150,000 1,300,000 500,000 640 7500 74010 Lexington St. / 1st Ave. / 2nd Ave. Water Service & FH Repl 0 0 375,000 375,000 0 640 7500 91001 14th Street Water Main Repl.
(Alta Ave. to Grove Ave.)
100,000 100,000 50,000 150,000 400,000 120,000
640 7500 91003 Campus Avenue Water Main Replacement,
9th to Washington & Arrow to Foothill
300,000 300,000 (50,000)250,000 1,500,000 425,000
640 7500 91004 Plant 4 Chlorine Generation, CMU Secured Housing, and MCC Upgrades (401 E. 19th St.)
62,360 62,360 0 62,360 0
640 7500 91005 Water Master Plan 391,460 342,840 0 342,840 0 640 7500 91008 Foothill Blvd. Water Main Repl.
(San Antonio to Euclid)
97,850 97,850 0 97,850 0 1,708,550
640 7500 91009 11th Street Recycled Water Main
(Monte Vista Ave. to Euclid Ave.)
275,000 275,000 0 275,000 0
640 7500 91010 15th Street Recycled Water Main
(Benson Ave to 2nd Ave)
275,000 275,000 0 275,000 0
640 7500 91011 Water Rate Study 200,000 200,000 0 200,000 0 640 7500 91012 Foothill Blvd. Water Main Repl.
(Benson to Mountain)
2,005,000 2,002,530 200,000 2,202,530 0
640 7500 91013 Alley Water Main Replacement 2023‐24 600,000 599,500 (200,000)399,500 0 640 7500 92109 Res. 16 Structural Repairs (1285 W. 24th Street)00000 3,400,000 640 7500 92135 Plant 10 New CMU Building with Removable Roof, Chain Link Fencing with 1" mesh, Waste to Drain Pipe to Benson
Avenue, Well Rehab, and Equipment
(250 N. Benson Avenue)
00000494,000
640 7500 92151 9th Street, from Benson Ave. to Mountain Ave.262,000 262,000 (87,000)175,000 0 1,700,000 640 7500 92152 9th Street, from 8th Ave. to Grove Ave.446,000 446,000 (246,000)200,000 0 3,245,000 640 7500 XXXXX Alley Water Main Replacement 2024‐25 0 0 500,000 500,000 450,000 600,000 700,000 640 7500 XXXXX Old Reservoir 15 Demolition and Site Grading 0 0 50,000 50,000 0 1,400,000 640 9048 Reservoir 16 Structural Evaluation (San Antonio Park)15,230 15,230 (15,230)00 640 9049 Citywide Lateral Replacements ‐ Annual 210,600 156,100 0 156,100 200,000 300,000 400,000 640 9050 Citywide Hydrant Replacements ‐ Annual 225,000 150,000 0 150,000 200,000 300,000 400,000 640 9052 Waste to Drain Discharge Lines 50,000 50,000 (50,000)00 640 9082 Onsite Disinfection Generation (Plant 6 on 15th Street)200,460 200,460 0 200,460 0 640 9084 Plant 3 MCC Upgrades (22nd Street)225,000 225,000 0 225,000 0 640 9087 PRV Stations 4,360 3,510 0 3,510 0 950,000
640 9127 Ground Water Nitrate Treatment ‐ Study & Design 300,000 300,000 0 300,000 0 640 9128 Reservoir Replacement at 17th Street 1,178,800 (112,210)350,000 237,790 0 640 9132 Water Interconnect with CVWD System 50,000 50,000 0 50,000 0 640 9134 Reservoir 15 Enhancements 92,480 90,480 (90,480)00 640 9135 Plant 6 Motor Control Center (15th Street)41,940 41,940 0 41,940 0 640 9136 Plant 3 Booster 3 Install Pump and Motor (22nd St.)125,000 125,000 0 125,000 0 640 9140 17th Street Water Main (Laurel to Euclid) & Service 922,640 21,040 (21,040)00 640 9141 19th Street Water Main (Mountain to San Antonio) & Service Replacements (Mountain to Euclid)
104,000 104,000 0 104,000 300,000 1,584,600
640 9144 Huntington Drive Water Main Repl.
(West End to Benson Avenue)
82,030 81,970 0 81,970 0 1,854,930
640 9145 Alpine Street Water Main Repl.
(West End to Palm Avenue)
576,790 500,490 0 500,490 0
640 9146 Vernon Drive Water Main Repl.
(West End to Palm Avenue)
335,060 119,510 0 119,510 0
199 Page 565 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
WATER FUND PROJECTS (Continued)
640 9147 Palm Avenue Water Main Repl.
(9th Street to Arrow Hwy.)
756,180 177,380 0 177,380 0
640 9149 Storm Water Trash Capture Devices (In Catch Basins)594,100 589,110 0 589,110 0 640 9152 Grove Avenue Water Main Repl.
(Foothill Blvd. to 15th Street)
821,000 821,000 0 821,000 1,600,000 256,000
Total Water Utility (39)$11,925,340 $8,673,090 $915,250 $9,588,340 $5,950,000 $9,543,080 $10,795,000 SOLID WASTE FUND PROJECTS
641 9502 Downtown Trash Enclosures 107,270 105,380 0 105,380 0 Total Solid Waste (1)$107,270 $105,380 $0 $105,380 $0 $0 $0 SEWER FUND PROJECTS
645 7500 94001 Citywide Sewer Rehabilitation 2020/2021
(Hydraulic Deficiencies, Root Intrusion, Structural Manhole 273,970 272,840 0 272,840 0
645 7500 94002 Manhole Adjustments to Grade for City/County Shared Roadway Project
150,0000000
645 7500 94003 Sewer Master Plan 433,140 378,720 0 378,720 0 645 7500 94004 Sewer System Management Plan (SSMP)0 0 200,000 200,000 0 645 7500 94005 Citywide Sewer Rehabilitation 2021/2022
(Hydraulic Deficiencies, Root Intrusion, Structural Manhole 335,540 108,000 (108,000)00
645 7500 94006 Citywide Sewer Rehabilitation 2022/2023
(Hydraulic Deficiencies, Root Intrusion, Structural Manhole 499,520 465,790 0 465,790 0
645 7500 94007 Sewer Rate Study 200,000 200,000 0 200,000 0 645 7500 94008 Arrow Hwy & Benson Ave Sewer Relocations and Improvements
1,000,000 155,320 0 155,320 0
645 7500 XXXXX Citywide Sewer Rehabilitation 2024/2025
(Hydraulic Deficiencies, Root Intrusion, Structural Manhole 0 0 600,000 600,000 600,000 625,000 650,000
645 7500 XXXXX Sewer Manhole Improvements 2024/2025
(942 2nd Ave. Alley, 244 N. 11th Ave., 226 Garnet Way
0 0 350,000 350,000 0
645 7500 XXXXX Campus Ave Sewer Manhole Installation
(between Foothill Blvd. & West St.)
0 0 375,000 375,000 0
645 9301 Upland Landfill Post‐Closure Plan 78,640 77,930 0 77,930 0 645 9324 Landfill Flare Modifications 4,510 4,240 99,990 104,240 0 645 9330 Richland Street Trunk Main Repair 100,000 99,190 0 99,190 0 Total Sewer Utility (14)$3,075,320 $1,762,030 $1,516,990 $3,279,030 $600,000 $625,000 $650,000 TOTAL PROJECTS (193)$61,490,690 $45,980,500 $14,173,190 $60,153,690 $22,790,250 $26,065,868 $21,465,000 200 Page 566 of 624
FUND PROJ.
NO.PROJ. ID PROJECT DESCRIPTION
FY 2023‐24
AMENDED
BUDGET
PROJECTED BALANCE
AS OF 06/30/24
FY 2024‐25
NEW
APPROPRIATIONS
FY 2024‐25
PROPOSED CIP
BUDGET
FY 2025‐26
PROPOSED CIP
BUDGET
FY 2026‐27 FY 2027‐28
CAPITAL IMPROVEMENT PROGRAM
FY 2024‐25 & FY 2025‐26
TOTALS BY FUND
204 GAS TAX $9,657,910 $6,154,670 $2,161,740 $8,316,430 $4,020,000 $3,645,000 $2,020,000 205 MEASURE I 5,578,350 4,572,270 970,870 5,543,140 7,000,000 7,425,788 4,750,000 206 ROAD MAINT. REHAB ACCOUNT (RMRA) 5,708,850 5,681,070 879,870 6,560,950 2,671,670 3,252,000 2,000,000 209 CDBG 137,000 0 536,820 536,770000
210 PBIA 124,670 94,260 0 94,260000
211 AQMD SUBVENTION FUND 0000000
229 AMERICAN RESCUE PLAN ACT (ARPA) 3,697,050 1,662,350 0 1,662,350000 419 POLICE DIF 554,660 550,190 0 550,200000
420 GENERAL DIF 150,000 149,190 182,810 332,000000
421 QUIMBY FEE PROJECTS (PARKS) 2,591,200 2,447,930 (549,950)1,897,980 635,000 0 0 422 STORM DRAIN DIF 2,803,870 1,144,860 (190,590)954,270 938,580 0 0 423 STREET & TRAFFIC FACILITY DIF 697,280 697,280 (371,910)325,370 0 350,000 400,000 425 GENERAL FUND CAPITAL PROJECTS 3,954,270 3,534,050 2,002,910 5,536,960 625,000 875,000 500,000 426 STREET & ALLEY PROGRAM 1,040,910 678,170 350,000 1,028,170 350,000 350,000 350,000 639 WATER BOND PROJECTS 9,686,740 8,073,710 5,768,380 13,842,090000 640 WATER UTILITY 11,925,340 8,673,090 915,250 9,588,340 5,950,000 9,543,080 10,795,000 641 SOLID WASTE 107,270 105,380 0 105,380000
645 SEWER UTILITY 3,075,320 1,762,030 1,516,990 3,279,030 600,000 625,000 650,000 TOTALS:$61,490,690 $45,980,500 $14,173,190 $60,153,690 $22,790,250 $26,065,868 $21,465,000 201 Page 567 of 624
CIP Project Descriptions (FY 2024/2025 & FY 2025/2026)
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 204-7003 Pavement Management System On-going On-going updating of the PMS. The City’s Pavement Management System (PMS) is a
software tool that assists the Engineering
Division with identifying maintenance and
rehabilitation priorities specific to the City’s
needs.
The City’s Pavement Management System (PMS)
represents a proactive approach to maintaining
existing City streets. It benefits the City by
preserving investment in roadways, enhancing
pavement performance, ensuring cost-
effectiveness, extending pavement life, and
providing improved safety and mobility. Maintaining
a PMS protects the City’s ability to acquire State and
Federal funding for street improvement projects.
The State requires local agencies to utilize a PMS to
properly evaluate and report pavement conditions in
order to be eligible for gas tax revenue.
204-7031 Traffic Safety Projects – Annual On-going Recurring project as necessary to mitigate traffic safety hazards. Improvements include
traffic signal upgrades, roadway striping/
signing upgrades as deemed necessary to
increase safety, signal timing sheet updates
to meet MUTCD requirements, etc.
Project is programmed to provide mitigation to
potential traffic safety hazards.
204-7069 Arrow Highway Rehab
(Benson to Mountain)
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt all
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7076 Alpine Street Rehab
(West End to Palm Ave.)
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7077 Vernon Drive
(West End to Palm Ave.)
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
202 Page 568 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 204-7078 Palm Avenue
(9th Street to Arrow Hwy.)
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7500 70003 Citywide Striping Replacement
2020/21
Complete Recurring project as necessary to replace
weathered/damaged signs and pavement
striping/markings.
Roadway striping and markings deteriorate over
time due to weather, traffic, and water. Replacing
deteriorated pavement markings makes it possible
for vehicles to travel with increased visibility by
organizing vehicles into efficient lanes, reducing the
potential for vehicle conflicts.
204-7500 70007 City/County North Shared
Roadways Project
Complete Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface and ADA accessibility
along northerly shared roadways between
the City and County. County of San
Bernardino is the Lead Agency.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7500 70013 Citywide Striping Replacement
2022/23
Design Recurring project as necessary to replace
weathered/damaged signs and pavement
striping/markings.
Roadway striping and markings deteriorate over
time due to weather, traffic, and water. Replacing
deteriorated pavement markings makes it possible
for vehicles to travel with increased visibility by
organizing vehicles into efficient lanes, reducing the
potential for vehicle conflicts.
204-7500 70014 Citywide Crack Seal/Slurry
Seal/Rubberized Overlay 2022/23
Design Recurring project to crack seal, slurry seal,
or provide a rubberized asphalt concrete
overlay to various roadway segments
throughout the City.
This project is a low-cost roadway maintenance
effort formulated to extend the lifetime of the City’s
roadway pavement by correcting minor faults and
reducing further deterioration before the pavement
deterioration becomes severe and at a higher cost
to repair.
204-7500 70017 Citywide Crack Seal/Slurry
Seal/Rubberized Overlay 2023/24
Design Recurring project to crack seal, slurry seal,
or provide a rubberized asphalt concrete
overlay to various roadway segments
throughout the City.
This project is a low-cost roadway maintenance
effort formulated to extend the lifetime of the City’s
roadway pavement by correcting minor faults and
reducing further deterioration before the pavement
deterioration becomes severe and at a higher cost
to repair.
204-7500 XXXXX Citywide Crack Seal/Slurry
Seal/Rubberized Overlay 2024/25
New Recurring project to crack seal, slurry seal,
or provide a rubberized asphalt concrete
overlay to various roadway segments
throughout the City.
This project is a low-cost roadway maintenance
effort formulated to extend the lifetime of the City’s
roadway pavement by correcting minor faults and
reducing further deterioration before the pavement
deterioration becomes severe and at a higher cost
to repair.
203 Page 569 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 204-7500 XXXXX Citywide Striping Replacement
2024/25
New Recurring project as necessary to replace
weathered/damaged signs and pavement
striping/markings.
Roadway striping and markings deteriorate over
time due to weather, traffic, and water. Replacing
deteriorated pavement markings makes it possible
for vehicles to travel with increased visibility by
organizing vehicles into efficient lanes, reducing the
potential for vehicle conflicts.
204-7500 XXXXX Citywide Street Overlays and ADA
Improvements
New Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface and ADA accessibility.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7500 XXXXX Euclid Avenue Overlay
(7th St. to 11th St.)
Future Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface and ADA accessibility on
Euclid Avenue, from 7th St. to 11th St.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-7500 74005 18th Street Rehab
(Mountain to Euclid)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb and gutter, sidewalks,
ADA curb ramps, and pavement markings.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204-8617 Arrow Route Widening
(Monte Vista to San Antonio
Channel East)
Permitting Project includes widening the bridge and
roadway from 2 to 4 lanes, constructing right-
and left-turn lanes to improve traffic
operation, and upgrade traffic signals to
facilitate traffic flow.
Project will remove an existing bottleneck constraint
in the City’s roadway network and improve traffic
flow and circulation.
204-9124 Arrow Hwy. Rehabilitation
(Mountain to San Antonio)
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
204 Page 570 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 205-7339 Campus Avenue Rehab.
(9th St. to Foothill Blvd.)
RFP Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7340 17th Street Reconstruction
(San Antonio to Euclid)
Complete Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7343 19th Street Reconstruction
(Mountain to Euclid)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7345 Grove Avenue Rehabilitation
(Foothill to 15th Street)
RFP Issued Project rehabilitated the street infrastructure by repairing/upgrading the roadway surface,
curb & gutter, sidewalks, curb ramps,
pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74003 Phase II of the Metrolink Station
Accessibility Improvement Project
(ATP Cycle 4)
Const. Cooperative Agreement with SBCTA to
design and construct a new signalized
pedestrian/bicycle crossing at Campus
Avenue and the SP/PE Trail; a pedestrian
automated crossing safety gate at the
railroad tracks located on Euclid Avenue, just
south of “A” Street; and additional enhanced
crosswalks in the downtown area between
“A” Street and Arrow Highway, and SP/PE
Trail Improvements
This project will provide pedestrian and bicycle
safety and mobility improvements on the SP/PE Trail
and in the vicinity of the Upland Metrolink Station.
205 Page 571 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 205-7500 74004 Citywide Pavement Maintenance
2021/22
Complete Project provides for asphalt pavement
rehabilitation to various roadway segments
throughout the City. May be used as a
stand-alone project or in conjunction with
another paving project.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74005 18th Street Rehabilitation
(Mountain to Euclid)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74006 Citywide Pavement Maintenance
2022/23
Complete Project provides for asphalt pavement
rehabilitation to various roadway segments
throughout the City. May be used as a
stand-alone project or in conjunction with
another paving project.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74007 Mountain Avenue Rehabilitation
(20th to 23rd)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74008 1st Avenue Rehabilitation
(“A” St. to “D” St.)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
206 Page 572 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 205-7500 74009 “C” Street Rehabilitation
(Euclid Ave. to 3rd Ave.)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74010 Lexington St. / 1st Ave. / 2nd Ave.
Rehabilitation
Design Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 74011 Citywide Pavement Maintenance
2023/24
Const. Project provides for asphalt pavement
rehabilitation to various roadway segments
throughout the City. May be used as a
stand-alone project or in conjunction with
another paving project.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 XXXXX Citywide Pavement Maintenance
2024/25
New Project provides for asphalt pavement
rehabilitation to various roadway segments
throughout the City. May be used as a
stand-alone project or in conjunction with
another paving project.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 XXXXX Citywide Pavement Maintenance
2025/26
New Project provides for asphalt pavement
rehabilitation to various roadway segments
throughout the City. May be used as a
stand-alone project or in conjunction with
another paving project.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
207 Page 573 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 205-7500 XXXXX Randy St. Neighborhood
Rehabilitation (Randy St., Fairwood
Wy., Terry Wy., Tyler Wy., and
Silverwood Ave.)
New Project will rehabilitate the street
infrastructure by repairing the roadway
surface, curb & gutter, sidewalks, curb
ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 XXXXX Sinclair Ave. Rehabilitation (7th St. to 8th St.)
Future Project will rehabilitate the street
infrastructure by repairing the roadway
surface, curb & gutter, sidewalks, curb
ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
205-7500 XXXXX Maxwell St. Rehabilitation (Spencer
Ave. to Sinclair Ave.)
Future Project will rehabilitate the street
infrastructure by repairing the roadway
surface, curb & gutter, sidewalks, curb
ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
206-7500 70005 14th Street Rehabilitation
(Campus to Grove)
RFP Issued Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
206-7500 70006 Mulberry Avenue Reconstruction
(Foothill Blvd. to Pine Street)
Design Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc. Work
will also include replacement of water
infrastructure as necessary.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
208 Page 574 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 206-7500 70015 Foothill Blvd. Rehabilitation
(Benson to Mountain)
Design Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
206-7500 70016 Foothill Blvd. Rehabilitation
(Mountain to San Antonio)
Design Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
206-7500 70018 Foothill Blvd. Rehabilitation
(Central to Benson)
Prelim. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
209-7500 16127 Downtown Public Parking
Improvement (South side of “A’ St.)
Design Project will provide for the removal of old
SCE infrastructure and allow for the
reconfiguration of the existing parking lot
with a few additional parking spaces.
This project will provide for the removal of old
electrical infrastructure and parking reconfiguration
in order to maximize the usefulness of the site in
order to continue to serve the Upland community.
209-7500 XXXXX Downtown Public Parking Lot
Improvement (SWC Arrow Hwy. &
3rd Ave.)
New Project will provide for the pavement
rehabilitation of the existing parking lot and
new striping.
Traffic, weather, water, and aging of asphalt
contribute to the deterioration of the parking lot. This project will provide the necessary repairs to
proactively address the asphalt pavement
deterioration in order to continue to serve the
community.
209 Page 575 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 210-7500 16127 Downtown Public Parking
Improvement (South side of “A’ St.)
Design Project will provide for the removal of old
SCE infrastructure and allow for the
reconfiguration of the existing parking lot
with a few additional parking spaces.
This project will provide for the removal of old
electrical infrastructure and parking reconfiguration
in order to maximize the usefulness of the site in
order to continue to serve the Upland community.
210-7702 Parking Lot Rehabilitation
(1st Ave. & A St.)
Const. Project will rehabilitate the parking lot
infrastructure by repairing/upgrading the
asphalt surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the City’s public parking lots. Residents, businesses, and
visitors rely on the public parking lots for shopping,
entertainment, and employment for the delivery of
goods and services that would be compromised
without a dependable and safe area to park motor
vehicles. This project will provide the necessary
repairs to proactively address the deterioration in
order to continue to serve the community.
229-2501 32337 Downtown Parklets Const. Project provides for the installation of small park seating areas in the Downtown area
Project will provide a more pedestrian friendly
Downtown area where the public may utilize small
parklet spaces to take a break, eat lunch, or drink a
cup of coffee.
229-7500 16127 Downtown Parking Lot
Rehabilitation
Const. Project will provide for asphalt pavement
rehabilitation and parking lot striping
replacement to parking lots located in the
Downtown area.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the
parking lots. This project will provide the necessary
repairs to proactively address the asphalt
deterioration and obliterated striping in order to
continue to serve the Upland community.
229-7500 16160 ARPA Alley Rehabilitation Phase 2 Design Project provides for asphalt pavement rehabilitation/reconstruction to various public
alleys and roadways throughout the City.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the alley network. Residents depend heavily on Upland’s
alleys for ingress and egress to their properties and
for waste collection that would be compromised
without a dependable alley network. This project will
provide the necessary repairs to proactively address
alley deterioration in order to continue to serve the
community.
229-7500 16163 ARPA Park Parking Lot
Improvements
Complete Project will provide for asphalt pavement
rehabilitation and parking lot striping
replacement to various public park parking
lots
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the
parking lots. This project will provide the necessary
repairs to proactively address the asphalt
deterioration and obliterated striping in order to
continue to serve the Upland community.
229-7500 16164 Fuel Island Fuel Master System
Replacement
Carryover Project will provide for the replacement of the GIR system with the new FM Live unit that
will control 8 existing hoses
This project will provide the necessary repairs
needed to maintain operational fuel capacity for all
City vehicles.
210 Page 576 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 229-8001 16153 Pavement Management System
Report and Pavement Master Plan
Design Updating of the City’s Pavement
Management System (PMS) and creation of
a Pavement Master Plan in order to outline
consistent and efficient implementation of
annual pavement projects based on
pavement degradation analysis from PMS
Reports. The City’s Pavement Management
System (PMS) is a software tool that assists
the Engineering Division with identifying
maintenance and rehabilitation priorities
specific to the City’s needs.
The City’s Pavement Management System (PMS)
represents a proactive approach to maintaining
existing City streets. It benefits the City by
preserving investment in roadways, enhancing
pavement performance, ensuring cost-
effectiveness, extending pavement life, and
providing improved safety and mobility. In addition,
maintaining a PMS protects the City’s ability to
acquire State and Federal funding for street
improvement projects. The State requires local
agencies to utilize a PMS to properly evaluate and
report pavement conditions in order to be eligible for
gas tax revenue.
229-8003 16156 Sidewalk Inventory and Repair
Master Plan
Design Evaluation and creation of a citywide
sidewalk inventory and assessment of the
City sidewalk in order to identify the location
and conditions of sidewalks, identify non-
compliant ADA ramps and provide future
capabilities to process and analyze the
recorded data and actively manage, track,
and update ongoing sidewalk and curb ramp
maintenance programs and conditions.
Project consists of inspecting, scheduling, and
repairing displaced or damaged concrete sidewalks
and curb ramps within the City right-of-way. Project
proactively helps mitigate potential trip and fall
incidents due to deterioration of aging sidewalks.
229-8004 16155 Public Facilities ADA Master Plan Design Evaluation and identification of potential ADA barriers of existing City buildings and
facilities and creation of a Public Facilities
ADA Transition Plan to prioritize and develop
projects scope, schedules, and cost
estimates for ADA compliance over the next
25 years.
Part of the Americans with Disabilities Act (ADA)
requires local governments to make their facilities,
programs, and services accessible to persons with
disabilities. This project proactively helps to identify and remove barriers that inhibit people with
disabilities from utilizing the City’s public facilities. 229-8005 16158 Traffic Signal Assessment and
Master Plan
Design Inventory and assessment of the traffic
signal system network and development of a
master plan of improvements.
The City’ existing traffic management system is
based on outdated technology, twisted pair copper
communications, and signal controllers that lack
desired modern functionality with an ability to use,
communicate, and integrate with traffic management
tools. The existing traffic control equipment, central office traffic management software, and
communication system will not support a modern
traffic management system. This project will
develop and inventory and assessment in order to
develop a master plan of improvements.
419-7500 80001 PD Women’s Locker Room Const. Project will provide expanded locker room capacity by increasing the locker square
footage into the gymnasium area
Project will provide expanded capacity for PD staff.
419-7500 80002 Men’s Locker Replacement (PD) Const. Project will provide replacement of outdated existing men’s lockers.
Project will provide new lockers that are better suited for PD staff functionality.
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Project Name Status Project Description Impact and Benefit 420-7500 82343 Public Works Locker Room Addition Prelim. Project will provide for the design of an area for public works field crews to
change/shower.
Project will provide facilities for the public works
crews to change in and out of their work uniforms
and also provide the option to shower, particularly
beneficial when exposed to potentially harmful
chemicals, raw sewage, etc.
421-5420 83001 Park Playground Equipment
Replacement in Olivedale Park
New Project consists of removing and replacing
the playground equipment in Olivedale Park.
Project will enhance the amenities in Olivedale Park
for the public use.
421-7500 82338 Downtown Urban Space/Plaza
Design Project will provide for a pocket style park
along the SP/PE Trail between 2nd Ave. & 3rd
Ave.
Project will provide the community a park like setting
to utilize within the Upland downtown area for
special events.
421-7500 82339 Dog Park Improvements
Const. Project will provide improvements to the dog
park such as fencing, small shade shelters,
concrete benches, trash receptacles, etc.
Project will enhance the existing Baldy View Dog
Park and provide additional amenities for the
residents and users of the dog park.
421-7500 82346 Citrus Park Snack Bar/Admin.
Building Roof Replacement
Complete Project will provide for the evaluation,
design, and construction of a new roof.
Project will provide for a new roof structure in order
to eliminate water intrusion into the snack
bar/administration building.
421-7500 83003 Olivedale Park Upgrades
(Restroom, shade structures,
playground surfacing, etc.)
New Project will provide for various upgrades to
the restrooms, shade structures, and
playground surfacing at Olivedale Park
Project will enhance the Olivedale Park public
amenities for the residents and users of the park.
421-7500 XXXXX Baldy View Park Playground
Replacement
New Project consists of removing and replacing
the playground equipment in Baldy View
Park.
Project will enhance the amenities in Baldy View
Park for the public use.
421-7500 XXXXX McCarthy Park Exercise Equipment
Replacement and Surfacing
Rehabilitation.
New Project consists of removing and replacing
the exercise equipment and resurfacing in
McCarthy Park.
The current exercise equipment is outdated and
needs replacement. The new surfacing will provide
a safer workout experience for park users and the
project will enhance the amenities in McCarthy Park
for the public use.
421-7500 XXXXX McCarthy Park Horseshoe Area
Rehabilitation
New Project consists of removing and replacing
the horseshoe pit with new dirt, pony walls,
and stakes in McCarthy Park.
Project will enhance the amenities in McCarthy Park
and provide a more enjoyable experience for park
users.
421-7500 XXXXX McCarthy Park Playground
Replacement and Shade Structure
New Project consists of removing and replacing
the playground equipment and installation of
a new shade structure in McCarthy Park.
Project will enhance the amenities in McCarthy Park
for the public use and provide additional shade for
park users.
421-8203 Sycamore Hills Park-Master Plan Prelim. Project consists of designing a master plan to identify the best use and methodology of
funding of a park in the Sycamore Hills
neighborhood.
Project will increase Upland’s public park system
and include public amenities the community requires
for recreational activities.
422-7500 84001 Arrow Hwy. Storm Drain Improv.
(Benson to Fairwood)
Const. Project consists of designing and
constructing a storm drain pipeline and catch
basins on the north side of Arrow Highway,
from Benson Ave. to east of Fairwood Way)
Project will help mitigate flooding concerns along the
#2 westbound lane of Arrow Highway east of Benson
Avenue.
422-7500 84002 Campus Ave. Storm Drain
Improvements
(Arrow Hwy. to Foothill Blvd.)
RFP Project consists of designing and
constructing a storm drain pipeline and catch
basins on Campus Avenue from the north
side of Arrow Highway to Foothill Blvd.
Project will help mitigate flooding concerns along
Campus Avenue south of Foothill Blvd.
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Project Name Status Project Description Impact and Benefit 422-8405 Euclid Avenue Storm Drain Seeking
Funding
Opportunities
Project consists of designing construction
documents for a large master planned storm
drain system under Euclid Avenue.
Project will mitigate flooding concerns by
accommodating a 100-year storm/flood occurrence
event and will provide an overall betterment of storm
water conveyance along Euclid Avenue.
422-8408 Storm Drain Master Plan
Improvements
As needed Project consists of flood control, water
quality, and groundwater recharge
enhancements on the west side of the City.
Plan to continuously analyze the storm drain
hydraulic system in order to mitigate potential high-
pressure locations and prevent flooding during storm
events.
423-7500 85001 LSRP Intersection Improvements
2022/23
Plan
Complete
Project to gather traffic data and analyze in
order to develop a plan to address
intersections and roadways within the City
and to develop a list of needed projects and
priorities to bring existing roads and
intersections into conformance with the
California Manual of Uniform Traffic Control
Devices, Caltrans, and the City’s standard
requirements.
Project helps the City in providing effective
management of traffic activities involving road right-
of-way in order to maintain and improve traffic safety
within the community.
423-7500 85003 Traffic Signal Upgrades 2023/24
Carryover Project provides for misc. traffic signal timing and equipment replacement/upgrades to
various signals throughout the City.
Project helps to ensure the safe, efficient, and
increased capacity movement of vehicles and
bicycle traffic through the City’s roadway network.
423-8617 Arrow Route Widening
(Central to Monte Vista)
Permitting Project includes widening the bridge and
roadway from 2 to 4 lanes, constructing right-
and left-turn lanes to improve traffic
operation, and upgrade traffic signals to
facilitate traffic flow. Project is part of the
SBCTA Arterial Program.
Project will remove an existing bottleneck constraint
in the City’s roadway network and improve traffic
flow and circulation.
423-8622 I-10 & Euclid Avenue Interchange
Project
Const. Project provides for Euclid Avenue
Interchange improvements consisting of
widening the existing on and off ramps,
widen Euclid Avenue, reconstruct the Euclid
Avenue Bridge over-crossing structure,
provide additional turning lanes to
accommodate the interchange, ramp, and
local street movement, and provide a new
traffic signal at 7th Street and the off ramp.
The SBCTA Project Development Team has
recommended the Express Lanes Alternative be
carried forward as the preferred alternative for the I- 10 Corridor Project. Due to the geographic overlap
and related interchange work in the vicinity of the
freeway mainline project, the projects will be
coordinated to simultaneously perform the project
development, design, and construction of both the
freeway and the interchange improvements.
423-8623 I-10 & Monte Vista Avenue
Interchange Project
Const. Project provides for Monte Vista Avenue
Interchange improvements consisting of
modifying the existing east and west bound
on and off ramps, reconstructing the Monte
Vista Avenue undercrossing bridge,
reconstructing Palo Verde Street, between
the east bound on-ramp and Monte Vista
Avenue, and the addition of various turning
lanes.
The SBCTA Project Development Team has
recommended the Express Lanes Alternative be
carried forward as the preferred alternative for the I- 10 Corridor Project. Due to the geographic overlap
and related interchange work in the vicinity of the
freeway mainline project, the projects will be
coordinated to simultaneously perform the project
development, design, and construction of both the
freeway and the interchange improvements.
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Project Name Status Project Description Impact and Benefit 425-7500 82341 Animal Shelter Generator
Improvements
Carryover Project will provide for back-up generator
equipment at the Animal Shelter facility to
maintain compliance with AQMD
regulations.
Project will enable the Animal Shelter Facility to
continue operations during emergencies and SCE
potential rolling outages.
425-7500 82342 Police Dept. Generator
Improvements
Carryover Project will provide for exhaust stack
upgrades to the back-up generator
equipment at the Police Department Facility
Project will enable the Police Dept. Facility to
continue operations during emergencies and SCE
potential rolling outages.
425-7500 82344 City Hall Water Supply Repairs and
Improvements
Const. Evaluation and Repairs of the City’s existing
potable water piping system.
Project will repair/replace old water pipeline laterals to remove discolored water from the City Hall
system.
425-7500 82347 PD Air Handler Replacement
Const. Remove malfunctioning/failing original
equipment air handlers (35 years old) and
replace with new HVAC air handlers at the
Police Department facility.
Project will provide for efficient movement of
ventilation throughout the Police Department facility.
425-7500 82348 Arrow Highway
Const. Project will rehabilitate the street
infrastructure by repairing/upgrading the
roadway surface, curb & gutter, sidewalks,
curb ramps, pavement markings, etc.
Traffic, weather, water, and aging of asphalt all
contribute to the deterioration of the roadway
network. Residents, businesses, visitors, and public
safety services depend heavily on Upland’s
roadways for the delivery of services that would be
compromised without a dependable street network.
This project will provide the necessary repairs to
proactively address street deterioration in order to
continue to serve the community.
425-7500 82350 Library HVAC Replacement
New Remove malfunctioning/failing HVAC
equipment and replace with new higher
efficiency HVAC equipment at the Upland
Library.
Project will provide for efficient movement of
ventilation throughout the Library with greater
reliability.
425-7500 85002 HSIP Cycle 11 Traffic Signal
Hardware Improvements
Design Project will replace existing 8-inch signal
heads with larger signal heads, replace back
plates, and add reflective borders
City applied for the HSIP Cycle 11 grant and was
successful in securing $1,861,560 in State funds.
City is required to provide a $206,840 local match.
Project helps to ensure the safe, efficient, and
increased capacity movement of vehicles and
bicycle traffic through the City’s roadway network.
425-7500 XXXXX Magnolia Recreation North Hall
Kitchen Redesign and Equipment
Replacement
Future Project will re-design the kitchen layout and
replace outdated equipment (sinks, stoves,
ovens, storage, etc.) at the Magnolia
Recreation Center, north hall.
The kitchen has been unusable for many years. This
project will provide for reliable kitchen amenities and a more efficient layout for users and may help
increase revenue through facility reservations for
banquets and wedding receptions.
425-7500 XXXXX Magnolia Park Parking Lot
Rehabilitation
Future Project will provide for asphalt pavement
rehabilitation and parking lot striping
replacement to the parking lot located at
Magnolia Park.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the
parking lots. This project will provide the necessary
repairs to proactively address the asphalt
deterioration and obliterated striping in order to
continue to serve the Upland community.
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Project Name Status Project Description Impact and Benefit 425-7500 XXXXX Gibson Parking Lot Slurry Seal
Future Project to crack seal and slurry seal the
asphalt parking lot along with new traffic
striping and pavement markings
This project is a low-cost asphalt pavement
maintenance effort formulated to extend the lifetime
of the City’s parking lot pavement by correcting
minor faults and reducing further deterioration
before the pavement deterioration becomes severe
and at a higher cost to repair.
425-7500 XXXXX Solar Inverter Replacement at Public
Works
Design Project will replace the existing failed solar
inverter at the Public Works Yard that
converts photovoltaic energy into electrical
energy.
Project helps to provide clean, safe, and efficient
electrical energy and helps offset SCE energy
charges at the City’s Public Works Facility.
425-7500 XXXXX Citywide Facilities Electrification
Master Plan for Electric Vehicles
New Project will evaluate feasibility and future
cost to install electrical vehicle charging
stations at City-owned facilities.
Project will help define the feasibility and cost of
electrical vehicle charging stations at City-owned
facilities in order to provide clean, safe, and efficient electric vehicle charging.
425-7500 XXXXX Electric Charging Stations at PD
Future Project will install electric vehicle charging
stations at the Upland Police Dept.
Project will provide secured and dedicated electric
vehicle charging capabilities for Police Dept.
vehicles.
425-7500 XXXXX Electric Charging Stations at Public
Works
Future Project will install electric vehicle charging
stations at the Public Works facility.
Project will provide secured and dedicated electric
vehicle charging capabilities for Public Works
shared pool vehicles and possibly future public
works inspection and engineering vehicles.
425-7500 XXXXX Magnolia Park North Playground
Replacement
Future Project consists of removing and replacing
the north playground equipment in Magnolia
Park.
Project will enhance the amenities in the north area
of Magnolia Park for the public use.
425-8040 Utility Undergrounding 2019 Design Project will provide for the undergrounding of overhead dry utilities such as electrical,
telephone, and cable tv. Current project is
along the Foothill Blvd. corridor, from Central
Avenue to 300 feet east of Benson Avenue.
Project is being constructed in conjunction
with SCE Rule 20 undergrounding project.
Project will improve the aesthetic quality of a public
roadway segment by replacing overhead utility
crossings with underground crossings. Project also
eliminates potential downed power lines as a result
of strong wind events.
426-7500 86002 Street & Alley Program Rehab
2021/22
Complete Project provides for asphalt pavement
rehabilitation/reconstruction to various public
alleys and roadways throughout the City.
This project is currently used in conjunction
with the 17th Street Rehabilitation, between
San Antonio Avenue and Euclid Avenue.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the alley network. Residents depend heavily on Upland’s
alleys for ingress and egress to their properties and
for waste collection that would be compromised
without a dependable alley network. This project will
provide the necessary repairs to proactively address
alley deterioration in order to continue to serve the
community.
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Project Name Status Project Description Impact and Benefit 426-7500 86003 Street & Alley Program Rehab
2022/23
Const. Project provides for asphalt pavement
rehabilitation/reconstruction to various public
alleys and roadways throughout the City.
This project will replace 3 alleys segments
that surround the parking lot on the east side
of 1st Avenue, north of “A” Street.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the alley network. Residents depend heavily on Upland’s
alleys for ingress and egress to their properties and
for waste collection that would be compromised
without a dependable alley network. This project will
provide the necessary repairs to proactively address
alley deterioration in order to continue to serve the
community.
426-7500 86004 Street & Alley Program Rehab
2023/24
Design Project provides for asphalt pavement
rehabilitation/reconstruction to various public
alleys and roadways throughout the City.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the alley network. Residents depend heavily on Upland’s
alleys for ingress and egress to their properties and
for waste collection that would be compromised
without a dependable alley network. This project will
provide the necessary repairs to proactively address
alley deterioration in order to continue to serve the
community.
426-7500 XXXXX Street & Alley Program Rehab
2024/25
New Project provides for asphalt pavement
rehabilitation/reconstruction to various public
alleys and roadways throughout the City.
Over time, traffic, weather, water, and aging of
asphalt all contribute to the deterioration of the alley network. Residents depend heavily on Upland’s
alleys for ingress and egress to their properties and
for waste collection that would be compromised
without a dependable alley network. This project will
provide the necessary repairs to proactively address
alley deterioration in order to continue to serve the
community.
639-7500 91002 Alley Water Main Replacement
2020-21
Complete Project consists of replacing the aged water
main in conjunction with the CIP Street &
Alley Program project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
639-7500 91006 Foothill Blvd. Water Main Repl.
(Mountain to San Antonio)
Design Project consists of replacing a section of
aged water main, services, and fire hydrants
in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
639-7500 92101 Res. 2 Evaluation, Air Gaps, Roof
Vents, In-Tank Mixer System
(Mountain Lane s/o San Antonio
Dam)
Const. Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents. In-tank mixer
system will reduce the formation of
disinfection by-products (DBP’s)
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92102 Res. 3 & 7 Evaluation, Air Gaps,
Roof Vents (1090 W. 22nd Street)
Bidding Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
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Project Name Status Project Description Impact and Benefit 639-7500 92103 Res. 4 Evaluation, New Roof and
Hatches (159 N. 6th Avenue)
RFP Project consists of an engineering evaluation
and design of a new reservoir roof and
access hatches.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92104 Res. 9 Seismic Evaluation
(467 S. Campus Avenue)
Carryover Project consists of an engineering evaluation to determine of the existing concrete
reservoir and wood roof is still structurally
viable.
Project will determine outcome and future use of the
reservoir and possibly allow for future interconnect
with the City of Ontario water system.
639-7500 92105 Res. 10 Evaluation, Air Gaps, Roof
Vents, In-Tank Mixer System
(1335 N. Benson Ave.)
RFP Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents. In-tank mixer
system will reduce the formation of
disinfection by-products (DBP’s)
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92106 Res. 12 & 12A Evaluation, Air Gaps,
Roof Vents
(580 E. 15th Street)
Bidding Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92107 Res. 13 & 13A Evaluation, Air Gaps,
Roof Vents
(401 E. 19th Street)
Bidding Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92108 Res. 14 Evaluation, Air Gaps, Roof
Vents
(1505 E. 16th St.)
RFP Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system and new repair/replacement
of reservoir roof air vents.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92109 Res. 16 Evaluation, Structural
Repairs, Air Gaps, Roof
Vents
(1285 W. 24th Street)
RFP Project consists of an engineering evaluation
and design of water air gaps to the reservoir
overflow system, new repair/replacement of
reservoir roof air vents, and repairs to
spalling concrete near the top of the
reservoir.
Project will correct deficiencies noted from 2020
State Water Resources Control Board (SWRCB)
Sanitary Survey.
639-7500 92131 San Antonio Canyon Water
Treatment Plant
(formerly listed as Chino Basin
Water Treatment Plant)
RFP Project consists of an engineering
design/build to add 0.5 MGD of treatment
capacity.
Project will allow the City to treat and deliver
additional potable water to Upland customers and to
better equip the Plant to treat water during lower flow conditions.
639-7500 92132 Plant 4 CMU Building for Ex.
Chlorine Generation, Pump to waste
discharge Pipe (300 LF), New Chain
Link Fence & Gates, Equipment,
and Site clean-up.
(401 E. 19th Street)
RFP Project consists of designing a block building
to house a new chlorine generation system,
constructing a discharge pipe for Well 20,
and other misc. site security improvements.
Project will help to properly house the new chlorine
generation system and enable security
improvements to the water facility.
639-7500 92133 Plant 5 Vehicular Gates
Replacement, SCADA Antenna
Replacement, and Equipment
(1505 E. 16th Street)
Carryover Project consists of replacing vehicular gates for site security and SCADA antenna
improvements to boost signal transmission
strength and reliability.
Project will enable staff to increase onsite security at the water facility and improve communications
between the City Yard and Plant 5.
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Project Name Status Project Description Impact and Benefit 639-7500 92134 Plant 6 Chlorine Generation, CMU
Buildings, Drainage Pipe and Under
sidewalk box culvert at South End,
Plug Valve for Pump Station By-
pass, New Chain Link Fence with 1"
mesh, and Equipment.
(580 E. 15th Street)
RFP Project consists of designing a block building
and a new chlorine generation system,
constructing onsite drainage improvements,
and installing new site security fencing.
Project will help to properly house a new chlorine
generation system and enable security and drainage
improvements to the water facility.
639-7500 92136 Plant 11 New Roof, Security Doors
& Windows, Chain Link Fencing with
1" mesh, and Equipment
(149 N. Benson Avenue)
Carryover Project consists of constructing a new roof,
doors, windows, and new site security
fencing.
Project will help to properly house Well 8 and enable
security improvements to the water facility.
639-7500 92137 Plant 13 Chlorine Generation, Install
AC in Ex. Building, Replace severed
sewer line, and Equipment.
(159 N. 6th Avenue)
Carryover Project consists of installing chlorine
generation system, air conditioning for the
existing nitrate analyzer, and reconnection of
a severed sewer line to restore the restroom
functionality.
Project will improve disinfection capabilities and
maintain proper operating temperature for the nitrate
analyzer.
639-7500 92138 Plant 14 Evaluate connection with
City of Ontario, New Roof for
Building, New Chain Link Fence &
Gate, and Equipment
(467 S. Campus Avenue)
Carryover Project consists of an engineering evaluation to determine interconnection feasibility
between Upland and Ontario water systems,
roof replacement, and site security
improvements.
Project may provide Upland with an additional water
source and help to improve security of the facility.
639-7500 XXXXX Old Reservoir 15 Demolition and
Site Grading
New Project to destress the steel bands that are
wrapped around the exterior of the reservoir
and then demolish and remove the 7.5 MG
concrete reservoir tank followed by site
grading and drainage improvements.
Project will provide a flat usable site for future use by the City.
639-7500 XXXXX SCADA System Upgrade New Project will replace 20-year-old antiquated SCADA system components that are no
longer supported. Project will change the
MicroLogix 1200 to new series 5069-
L310ER, provide updated Wonderware
software, upgrade control panels in the field,
and upgrade the radio network.
Ensure that the water storage and distribution
system continue to be able to provide efficient
potable water delivery and fire suppression
capabilities for the maximum beneficial use of all end
users.
639-9124 Arrow Hwy. Water Main Repl.
(Mountain to San Antonio)
Const. Project consists of replacing the aged water
service laterals in conjunction with the CIP
project.
Reduce water waste and damage to property due to
water main/service leaks. It will also help ensure a
continued supply of water and allow for the
maximum beneficial use of the City’s various water
supplies.
639-9137 Generator at Plant 2
(1285 W. 24th Street)
Design Project will provide an emergency back-up
electrical power generator.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies, especially during periods of
electrical power outages.
639-9138 Generator at Plant 6
(580 E. 15th Street)
Design Project will provide an emergency back-up
electrical power generator.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies, especially during periods of
electrical power outages.
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Project Name Status Project Description Impact and Benefit 639-9142 Arrow Highway Water Main Repl.
(Benson to Mountain)
Const. Project consists of replacing the aged water
services in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
639-9143 Mulberry Avenue Water Main Repl.
(Foothill Blvd. to Pine Street ~920’)
Design Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 74005 18th Street Water Improvements New Project consists of replacing the aged water main and/or water service laterals in
conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 74010 Lexington St. / 1st Ave. / 2nd Ave.
Water Service & FH Replacements
Design Project consists of replacing the aged water
service laterals and Fire Hydrants in
conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91001 14th Street Water Main Repl.
(Alta to Grove)
RFP Issued Project consists of replacing a section of
aged water main, services, and fire hydrants
in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91003 Campus Avenue Water Main Repl.
(9th St. to Washington &
Arrow to Foothill)
RFP Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91004 Plant 4 Chlorine Generation, CMU
Housing, and MCC Upgrades
(401 E. 19th St.)
Carryover Project consists of constructing a CMU block
building that will house a new chlorine
generation unit and will remove and replace
the motor control center for Well 20.
Project will help ensure a continued supply of treated
potable water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91005 Water Master Plan Design Project consists of performing a comprehensive assessment of the City’s
existing and projected water supplies and
demands.
The project outcomes will guide the City in ongoing
and future decisions related to projected water
system demands, infrastructure requirements, and
estimated capital costs.
640-7500 91008 Foothill Blvd. Water Main Repl.
(San Antonio to Euclid)
Design Project consists of replacing a section of
aged water main, services, and fire hydrants
in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91009 11th Street Recycled Water Main
(Monte Vista to Euclid)
Seeking
Funding
Opportunities
Project consists of installing a recycled water
main on 11th Street.
Project will provide recycled water availability to
Upland High School, Baldy View Elementary School,
Baldy View Park, Cabrillo Park, and Cabrillo
Elementary School
640-7500 91010 15th Street Recycled Water Main
(Benson to 2nd Ave)
Seeking
Funding
Opportunities
Project consists of installing a recycled water
main on 15th Street.
Project will provide recycled water availability to
Magnolia Elementary School, Magnolia Park,
Greenbelt Park, and possibly Holliday Rock.
219 Page 585 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 640-7500 91011 Water Rate Study Design Project consists of conducting a comprehensive water rate study to ensure
the City’s water utilities have sufficient,
defensible funding to meet operational and
capital obligations and that the rates are set
proportionate to the cost of providing service
to each customer class.
The goal of the water rate study is to ensure that the
revenues cover the cost of services, meet any debt
coverage and reserve requirements, and provide
revenues for future capital repair and replacement
costs, as well as major capital improvement project
costs.
640-7500 91012 Foothill Blvd. Water Main Repl.
(Benson to Mountain)
Design Project consists of replacing a section of
aged water main, services, and fire hydrants
in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 91013 Alley Water Main Replacement
2023-24
Design Project consists of replacing the aged water
main in conjunction with the CIP Street &
Alley Program project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 92109 Reservoir 16 Structural Repairs
(1285 W. 24th Street)
Future Project consists of constructing structural
repairs to the existing spauling concrete
reservoir tank walls and roof structure.
Reservoir 15 is an integral part of the City water
supply system and is the City’s largest reservoir
utilized in meeting our customer demand, especially
in the northern sections of the community and during
the hot summer months.
640-7500 92135 Plant 10 New CMU Building with
Removable Roof, Chain Link
Fencing with 1" mesh, Waste to
Drain Pipe to Benson Avenue, Well
Rehab, and Equipment
(250 N. Benson Avenue)
Carryover Project consists of designing a block building to house City Well 3, site security fencing
improvements, and rehabilitation of the
existing well.
Project will help mitigate noise pollution to the
surrounding neighborhood and return Well 3 to
service, along with site security enhancements.
640-7500 92151 9th Street Water Main Replacement
(Benson Ave. to Mountain Ave.)
Carryover Project consists of replacing a section of
aged water main, services, and fire hydrants
on 9th Street, from Benson Ave. to Mountain
Ave.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 92152 9th Street Water Main Replacement
(8th Ave. to Grove Ave.)
Carryover Project consists of replacing and upsizing for fire flow demand a section of aged water
main, services, and fire hydrants on 9th
Street, from 8th Ave. to Grove Ave.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 XXXXX Alley Water Main Replacement
2024-25
New Project consists of replacing the aged water
main in conjunction with the CIP Street &
Alley Program project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-7500 XXXXX Old Reservoir 15 Demolition and
Site Grading
New Project to destress the steel bands that are
wrapped around the exterior of the reservoir
and then demolish and remove the 7.5 MG
concrete reservoir tank followed by site
grading and drainage improvements.
Project will provide a flat usable site for future use by the City.
640-9049 Citywide Lateral Repl. – Annual As Needed Projects provides for water service lateral replacements in conjunction with CIP
projects, or as stand-alone repairs.
Reduce water waste and damage to property due to
water main leaks. Ensure water delivery reliability to customers.
220 Page 586 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 640-9050 Citywide Hydrant Repl. – Annual As Needed Projects provides for fire hydrant upgrading/replacements in conjunction with
CIP projects, or as stand-alone repairs.
Ensure that the water distribution system continues
to be able to provide adequate fire suppression
capabilities.
640-9082 Onsite Disinfection Generation
(Plant 6, Res. 12A on 15th St.)
RFP Design of on-site chlorination systems. Design of on-site chlorination systems will enable the conversion from gas chlorination to a safer
method of chlorine disinfecting. The replacement of
the less efficient chlorine tablet feeders will be more cost effective.
640-9084 Plant 3 MCC Upgrades
(22nd Street)
Carryover Design and construction of a new electrical
motor control center (MCC) for Plant 3 at
22nd Street to replace the existing MCC.
The MCC Upgrades will result in more efficient and
cost-effective operations. It will also enable staff to enhance their preventive and predictive
maintenance programs by using the advanced
features of the newer MCCs. The benefits will be
cost savings and the ability to recognize issues
before they become serious.
640-9087 PRV Stations On Hold Construction of inter-zone pressure reducing stations in water system. Project will allow
for water movement during Reservoir 16
structural repairs.
This will enable Reservoir 16 to be taken out of
service for repairs. It will also provide future benefits by providing a set pressure to downstream pressure
zones.
640-9127 Ground Water Nitrate Treatment On Hold Project consists of a biological treatment system for removal of nitrates from the
ground water wells.
This will provide the City with a cost-effective means
of removing nitrates from the water. It will result in
giving the City a more diversified water supply thus
helping to ensure a continued supply of water to the
City’s customers. This will also allow for the
maximum beneficial use of the City’s various water
supplies
640-9128 Reservoir Replacement at 17th
Street
Operational
Testing
Project will provide the expedited
replacement of a 7.5 MGD facility due to the
existing tank design being similar to tanks
with defects.
Reservoir 15 is an integral part of the City water
supply system that receives water from imported
and local groundwater wells. The imported water
source is a major source of the City drinking water
supply and is integral in meeting our customer
demand, especially during the hot summer months.
640-9132 Water Interconnect with CVWD Carryover Project will provide for a water system interconnect with Cucamonga Valley Water
District to move water between systems as
needed.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies. It will provide backup
supplies for each agency in the event of an
emergency situation.
640-9134 Reservoir 15 Enhancements Complete Project consists of temporary strengthening the top and bottom areas of the wall shell
units around the exterior perimeter.
Monitoring of the reservoir will continue until
the new replacement reservoir construction
is complete and online.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies.
640-9135 Plant 6 Motor Control Center
(15th Street)
Const. Project will provide for a new electrical motor
control center and associated switchgear.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies.
221 Page 587 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 640-9136 Plant 3 Booster 3 Install Pump &
Motor (22nd Street)
Carryover Project will provide for a new pump and
motor to increase reliability and efficiency in
pumping water to Reservoir 16 and meet
system demand for both consumer use and
to meet fire protection.
Will help ensure a continued supply of water and
allow for the maximum beneficial use of the City’s
various water supplies.
640-9140 17th Street Water Main (Laurel to
Euclid) & Service Repl.
(San Antonio to Euclid)
Complete Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9141 19th Street Water Main (Mountain to
San Antonio) & Service Repl.
(Mountain to Euclid)
Prelim. Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9144 Huntington Drive Water Main Repl.
(West End to Benson Avenue)
Design Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9145 Alpine Street Water Main Repl.
(West End to Palm Avenue)
Const. Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9146 Vernon Drive Water Main Repl.
(West End to Palm Avenue)
Const. Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9147 Palm Avenue Water Main Repl.
(9th Street to Arrow Hwy.)
Const. Project consists of replacing the aged water
main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
640-9149 Storm Water Trash Capture Devices
(In Catch Basins)
Const. Project consists of installing trash capture
devices inside storm drain catch basins as
mandated by the NPDES State-wide Trash
Provisions Order.
Collect and filter out trash from priority land use
areas in order to mitigate trash from entering the
storm water conveyance system.
640-9152 Grove Avenue Water Main Repl.
(Foothill Blvd. to 15th Street)
RFP Issued Project consists of replacing the aged water main in conjunction with the CIP project.
Reduce water waste and damage to property due to
water main leaks. It will also help ensure a continued
supply of water and allow for the maximum beneficial
use of the City’s various water supplies.
641-9502 Downtown Trash Enclosures Const. Project consists of constructing CMU block trash enclosures in the downtown area of the
City.
Project will provide enhanced collection capabilities
for trash, recyclables, and food waste in the
downtown area.
222 Page 588 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 645-7500 94001 Citywide Sewer Rehabilitation
2020/2021
(Hydraulic Deficiencies, Root
Intrusion, Structural Manhole
Replacements)
Complete Project consists of constructing various
sewer mains that have been identified
through sewer modeling and CCTV
inspections to contain hydraulic deficiencies
and/or obstructions inhibiting flow (i.e., tree
roots, concrete, rocks, debris, etc.). Project
also includes replacing aged sewer
manholes.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
645-7500 94002 Manhole Adjustment to Grade for
City/County Shared Roadway
Project
Complete Project consists of adjusting sewer utility
manholes to finished grade upon paving
completion.
Project is required to ensure sewer access
manholes remain flush with final paving grades in
order to mitigate hazardous roadway conditions.
645-7500 94003 Sewer Master Plan Design Project consists of performing a comprehensive assessment of the City’s
existing and projected sanitary sewer
demands.
The project outcomes will guide the City in ongoing
and future decisions related to projected sanitary
sewer system demands, infrastructure
requirements, and estimated capital costs.
645-7500 94004 Sewer System Management Plan
(SSMP)
Carryover Project consists of updating the SSMP in
order to comply with State waste discharge
requirements.
Project will allow the City to maintain compliance
with federal and state prohibitions of the discharge
of sewage to the waters of the US and State and will
help ensure sewer system resiliency and prevention
of spills.
645-7500 94005 Citywide Sewer Rehabilitation
2021/2022
(Hydraulic Deficiencies, Root
Intrusion, Structural Manhole
Replacements)
Complete Project consists of constructing various
sewer mains that have been identified
through sewer modeling and CCTV
inspections to contain hydraulic deficiencies
and/or obstructions inhibiting flow (i.e., tree
roots, concrete, rocks, debris, etc.). Project
also includes replacing aged sewer
manholes.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
645-7500 94006 Citywide Sewer Rehabilitation
2022/2023
(Hydraulic Deficiencies, Root
Intrusion, Structural Manhole
Replacements)
Const. Project consists of constructing various
sewer mains that have been identified
through sewer modeling and CCTV
inspections to contain hydraulic deficiencies
and/or obstructions inhibiting flow (i.e., tree
roots, concrete, rocks, debris, etc.). Project
also includes replacing aged sewer
manholes.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
645-7500 94007 Sewer Rate Study
Carryover Project consists of conducting a
comprehensive rate study for sewer to
ensure the City’s sewer utilities have
sufficient, defensible funding to meet
operational and capital obligations and that
the rates are set proportionate to the cost of
providing service to each customer class.
The goal of the sewer rate study is to ensure that the
revenues cover the cost of services, meet any debt
coverage and reserve requirements, and provide
revenues for future capital repair and replacement
costs, as well as major capital improvement project
costs.
645-7500 94008 Arrow Hwy & Benson Ave Sewer
Relocations and Improvements
Const. Project consists of sewer relocations on
Benson Avenue and Arrow Hwy due to
conflict with proposed RCP storm Drain.
Project is necessary to ensure public sewer system
reliability and reliable sewer disposal service.
223 Page 589 of 624
Project
No.
Project
ID
Project Name Status Project Description Impact and Benefit 645-7500 XXXXX Citywide Sewer Rehabilitation
2024/2025
(Hydraulic Deficiencies, Root
Intrusion, Structural Manhole
Replacements)
New Project consists of constructing various
sewer mains that have been identified
through sewer modeling and CCTV
inspections to contain hydraulic deficiencies
and/or obstructions inhibiting flow (i.e., tree
roots, concrete, rocks, debris, etc.). Project
also includes replacing aged sewer
manholes.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
645-7500 XXXXX Sewer Manhole Improvements
2024/2025
(942 2nd Ave. Alley; 244 N. 11th
Ave.; 226 Garnet Way Alley)
New Project consists of constructing various
sewer mains that have been identified
through sewer modeling and CCTV
inspections to contain hydraulic deficiencies
and/or obstructions inhibiting flow (i.e., tree
roots, concrete, rocks, debris, etc.). Project
also includes replacing aged sewer
manholes.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
645-7500 XXXXX Campus Ave. Sewer Manhole
Installation
(between Foothill Blvd. & West St.)
New Project consists of constructing a sewer
manhole on an existing sewer main in order
to facilitate maintenance
Project is necessary to ensure sewer system
reliability and reliable sewer disposal service.
645-9301 Upland Landfill Post-Closure Plan As needed Project identified in order to repair, replace, and reconstruct the landfill’s monitoring
well(s) and equipment to assure its operative
conditions as required by State and local
regulatory agencies.
Project is required to maintain compliance with the
post-closure State mandates for the extraction and
control of methane gas generated by landfill debris.
645-9324 Landfill Flare Modifications Complete Project will consist of the construction of a carbon absorption system in order to
effectively manage the methane gas
generation from the closed landfill.
Project is required to maintain compliance with the
post-closure State mandates for the extraction and
control of methane gas generated by landfill debris
and necessary to adhere to Air Quality Management
District (AQMD) Rule 1150.1 “landfill emission
control”
645-9330 Richland Street Trunk Main Repair Carryover Project consists of constructing a new precast concrete sewer manhole structure
over a section of VCP sewer main that was
damaged during exploratory soil borings for
the I-10 Corridor Project.
Project is necessary to ensure sewer manhole
structure and system reliability and reliable sewer
disposal service.
224 Page 590 of 624
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2023-24 2024-26 2024-26
Unit ACTUAL ACTUAL ADOPTED AMENDED CHANGE PROPOSED
GENERAL GOVERNMENT
ELECTED/APPOINTED
MAYOR ELEC 1.00 1.00 1.00 1.00 0.00 1.00
COUNCIL ELEC 4.00 4.00 4.00 4.00 0.00 4.00
TREASURER ELEC 1.00 1.00 1.00 1.00 0.00 1.00
6.00 6.00 6.00 6.00 0.00 6.00
ADMINISTRATION
CITY MANAGER EXEC 1.00 1.00 1.00 1.00 0.00 1.00
ASSISTANT CITY MANAGER EXEC 1.00 1.00 1.00 1.00 0.00 1.00 EXECUTIVE ASSISTANT TO THE CITY MANAGER Non-Rep 1.00 1.00 1.00 1.00 0.00 1.00 EXECUTIVE ASSISTANT I Non-Rep 0.00 1.00 1.00 1.00 0.00 1.00 SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 0.00 0.00 0.00 0.00 0.00
4.00 4.00 4.00 4.00 0.00 4.00
CITY CLERK
CITY CLERK Non-Rep 1.00 1.00 1.00 1.00 0.00 1.00
DEPUTY CITY CLERK UCEA 1.00 1.00 1.00 1.00 0.00 1.00
SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00
3.00 3.00 3.00 3.00 0.00 3.00
GENERAL GOVERNMENT-TOTAL 13.00 13.00 13.00 13.00 0.00 13.00
ADMINISTRATIVE SERVICES
FINANCE
FINANCE MANAGER Non-Rep 0.00 0.00 0.00 1.00 0.00 1.00
FINANCE OFFICER Non-Rep 1.00 1.00 1.00 0.00 0.00 0.00
ACCOUNTING SUPERVISOR Non-Rep 1.00 1.00 1.00 1.00 0.00 1.00 SENIOR ACCOUNTANT UCEA 2.00 1.00 1.00 1.00 0.00 1.00
ACCOUNTANT I/II UCEA 0.00 1.00 1.00 1.00 0.00 1.00
BUDGET COORDINATOR Non-Rep 0.00 1.00 1.00 1.00 0.00 1.00 SENIOR ACCOUNTING TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 PAYROLL TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00
ACCOUNTING TECHNICIAN UCEA 3.00 2.00 2.00 2.00 0.00 2.00 UTILITY BILLING & CUSTOMER SERVICE SUPERVISOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 SENIOR CUSTOMER SERVICE SPECIALIST UCEA 2.00 2.00 2.00 2.00 0.00 2.00 BUSINESS LICENSE INSPECTOR UCEA 1.00 1.00 1.00 1.00 0.00 1.00 CUSTOMER SERVICE SPECIALIST I/II UCEA 5.00 5.00 4.00 4.00 0.00 4.00
18.00 18.00 17.00 17.00 0.00 17.00
INFORMATION TECHNOLOGY
IT MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
IT SPECIALIST UCEA 2.00 3.00 3.00 3.00 0.00 3.00
225 Page 591 of 624
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2023-24 2024-26 2024-26
Unit ACTUAL ACTUAL ADOPTED AMENDED CHANGE PROPOSED
(Administrative Services Continued)
3.00 4.00 4.00 4.00 0.00 4.00
HUMAN RESOURCES
DEPUTY DIRECTOR OF HUMAN RESOURCES / RISK MANAGEMENT Non-Rep 0.00 1.00 1.00 1.00 0.00 1.00 HUMAN RESOURCES/RISK MANAGER Non-Rep 1.00 0.00 0.00 0.00 0.00 0.00 HUMAN RESOURCES ANALYST I/II Non-Rep 0.00 2.00 2.00 2.00 0.00 2.00 SENIOR HUMAN RESOURCES ANALYST Non-Rep 1.00 0.00 0.00 0.00 0.00 0.00 HUMAN RESOURCES ANALYST Non-Rep 1.00 0.00 0.00 0.00 0.00 0.00 RISK MANAGEMENT COORDINATOR Non-Rep 0.00 0.00 0.00 0.00 1.00 1.00 HUMAN RESOURCES TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 OFFICE ASSISTANT UCEA 0.00 0.00 1.00 1.00 0.00 1.00
4.00 4.00 5.00 5.00 1.00 6.00
RECREATION AND COMMUNITY SERVICES
RECREATION AND COMMUNITY SERVICES MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 RECREATION AND COMMUNITY SERVICES SUPERVISOR UMMEA 2.00 2.00 1.00 1.00 0.00 1.00 RECREATION COORDINATOR UCEA 1.00 2.00 3.00 3.00 0.00 3.00 SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00
5.00 6.00 6.00 6.00 0.00 6.00
ADMINISTRATIVE SERVICES-TOTAL 30.00 32.00 32.00 32.00 1.00 33.00
DEVELOPMENT SERVICES
BUILDING AND PLANNING
DEVELOPMENT SERVICES DIRECTOR EXEC 1.00 1.00 1.00 1.00 0.00 1.00 ECONOMIC DEVELOPMENT COORDINATOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 MANAGEMENT ANALYST I/II UMMEA 0.00 1.00 1.00 1.00 0.00 1.00 ADMINISTRATIVE ANALYST UMMEA 1.00 0.00 0.00 0.00 0.00 0.00 BUDGET SPECIALIST UCEA 0.00 0.00 0.00 0.00 1.00 1.00
ACCOUNTING TECHNICIAN UCEA 1.00 1.00 1.00 1.00 (1.00) 0.00 ADMINISTRATIVE ASSISTANT UCEA 0.00 0.00 0.00 0.00 1.00 1.00 PLANNING MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
SENIOR PLANNER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
ASSISTANT/ASSOCIATE PLANNER UMMEA 1.00 1.00 1.00 2.00 0.00 2.00 BUILDING OFFICIAL UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
PLANS EXAMINER UCEA 1.00 1.00 1.00 1.00 0.00 1.00
SENIOR BUILDING INSPECTOR UCEA 1.00 1.00 1.00 1.00 0.00 1.00 BUILDING INSPECTOR I/II UCEA 2.00 2.00 2.00 2.00 0.00 2.00 DEVELOPMENT SERVICES TECHNICIAN I/II UCEA 0.00 2.00 2.00 1.00 0.00 1.00 SENIOR DEVELOPMENT SERVICES TECHNICIAN UCEA 1.00 0.00 0.00 0.00 0.00 0.00 DEVELOPMENT SERVICES TECHNICIAN UCEA 1.00 0.00 0.00 0.00 0.00 0.00
14.00 14.00 14.00 14.00 1.00 15.00
226 Page 592 of 624
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2023-24 2024-26 2024-26
Unit ACTUAL ACTUAL ADOPTED AMENDED CHANGE PROPOSED
(Development Services Continued)
HOUSING / SUCCESSOR AGENCY
HOUSING MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
HOUSING COORDINATOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 DEVELOPMENT SERVICES SPECIALIST UCEA 0.00 0.00 0.00 1.00 0.00 1.00 DEVELOPMENT SERVICES TECHNICIAN I/II UCEA 1.00 1.00 1.00 0.00 0.00 0.00
3.00 3.00 3.00 3.00 0.00 3.00
DEVELOPMENT SERVICES-TOTAL 17.00 17.00 17.00 17.00 1.00 18.00
PUBLIC WORKS
PUBLIC WORKS - ADMINISTRATION
PUBLIC WORKS DIRECTOR/CITY ENGINEER EXEC 1.00 1.00 1.00 1.00 0.00 1.00 BUDGET SPECIALIST UCEA 0.00 0.00 1.00 1.00 0.00 1.00
ACCOUNTING TECHNICIAN UCEA 1.00 1.00 0.00 0.00 0.00 0.00 SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00 ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00
4.00 4.00 4.00 4.00 0.00 4.00
PUBLIC WORKS - OPERATIONS
OPERATIONS MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
OPERATIONS SUPERVISOR UMMEA 1.00 1.00 1.00 2.00 2.00 4.00 MAINTENANCE COORDINATOR UCEA 3.00 3.00 3.00 3.00 0.00 3.00 MAINTENANCE WORKER I/II UCEA 0.00 11.00 11.00 11.00 0.00 11.00 MAINTENANCE WORKER UCEA 10.00 0.00 0.00 0.00 0.00 0.00
FACILITIES COORDINATOR UCEA 1.00 1.00 1.00 1.00 0.00 1.00 FACILITIES TECHNICIAN UCEA 2.00 3.00 3.00 3.00 0.00 3.00 CUSTODIAN UCEA 3.00 3.00 3.00 3.00 0.00 3.00
LEAD EQUIPMENT MECHANIC UCEA 1.00 1.00 1.00 1.00 0.00 1.00 EQUIPMENT MECHANIC UCEA 2.00 2.00 2.00 2.00 0.00 2.00
WAREHOUSE AND INVENTORY TECHNICIAN (FREEZE ONE POSITION)UCEA 1.00 1.00 1.00 1.00 0.00 1.00 *(1)
25.00 27.00 27.00 28.00 2.00 30.00
PUBLIC WORKS - CAPITAL PROJECTS
ENGINEERING MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 SENIOR ENGINEER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
ASSISTANT/ASSOCIATE ENGINEER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 PUBLIC WORKS INSPECTOR I/II UCEA 2.00 2.00 2.00 2.00 0.00 2.00
5.00 5.00 5.00 5.00 0.00 5.00
TRAFFIC ENGINEERING
PRINCIPAL ENGINEER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
ASSISTANT/ASSOCIATE ENGINEER UMMEA 2.00 2.00 2.00 2.00 0.00 2.00 ENGINEERING TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 227 Page 593 of 624
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2023-24 2024-26 2024-26
Unit ACTUAL ACTUAL ADOPTED AMENDED CHANGE PROPOSED
(Public Works Continued)
4.00 4.00 4.00 4.00 0.00 4.00
PUBLIC WORKS - SEWER
ENVIRONMENTAL COMPLIANCE PROGRAM MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 ASSISTANT/ASSOCIATE ENGINEER (FREEZE ONE POSITION)UMMEA 3.00 2.00 2.00 2.00 0.00 2.00 *(1) REGULATORY COMPLIANCE SPECIALIST UMMEA 0.00 1.00 1.00 1.00 0.00 1.00 CROSS CONNECTION CONTROL TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 ENVIRONMENTAL COMPLIANCE INSPECTOR I/II UCEA 1.00 1.00 1.00 1.00 0.00 1.00
6.00 6.00 6.00 6.00 0.00 6.00
PUBLIC WORKS - SOLID WASTE
MANAGEMENT ANALYST I/II UMMEA 0.00 1.00 1.00 1.00 0.00 1.00 MANAGEMENT ANALYST UMMEA 1.00 0.00 0.00 0.00 0.00 0.00
1.00 1.00 1.00 1.00 0.00 1.00
PUBLIC WORKS - WATER
UTILITIES MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00
CHIEF WATER TREATMENT OPERATOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 LEAD WATER TREATMENT OPERATOR UCEA 2.00 2.00 2.00 2.00 0.00 2.00 WATER TREATMENT OPERATOR I/II UCEA 0.00 3.00 3.00 3.00 0.00 3.00 WATER TREATMENT OPERATOR UCEA 2.00 0.00 0.00 0.00 0.00 0.00 UTILITIES SUPERVISOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 LEAD UTILITY WORKER - WATER UCEA 2.00 2.00 2.00 2.00 0.00 2.00 UTILITY WORKER I/II - WATER UCEA 0.00 11.00 11.00 11.00 0.00 11.00 UTILITY SYSTEM WORKER UCEA 11.00 0.00 0.00 0.00 0.00 0.00 UTILITIES SUPERVISOR - SEWER/STORM DRAIN UMMEA 0.00 0.00 0.00 1.00 0.00 1.00 LEAD UTILITY WORKER - SEWER UCEA 1.00 1.00 1.00 0.00 0.00 0.00 UTILITY WORKER I/II - SEWER UCEA 0.00 6.00 6.00 6.00 0.00 6.00 UTILITY SYSTEM WORKER-SEWER UCEA 6.00 0.00 0.00 0.00 0.00 0.00 LEAD WATER METER TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 WATER METER TECHNICIAN UCEA 2.00 3.00 3.00 3.00 0.00 3.00 MANAGEMENT ANALYST I/II UMMEA 0.00 1.00 1.00 1.00 0.00 1.00 MANAGEMENT ANALYST UMMEA 1.00 0.00 0.00 0.00 0.00 0.00
ASSISTANT/ASSOCIATE ENGINEER UMMEA 0.00 1.00 1.00 1.00 0.00 1.00 GIS/IT SPECIALIST UCEA 1.00 1.00 1.00 1.00 0.00 1.00
CUSTOMER SERVICE SPECIALIST I/II UCEA 1.00 1.00 1.00 1.00 0.00 1.00
33.00 36.00 36.00 36.00 0.00 36.00
PUBLIC WORKS-TOTAL 78.00 83.00 83.00 84.00 2.00 86.00
POLICE
POLICE- SWORN
CHIEF OF POLICE EXEC 1.00 1.00 1.00 1.00 0.00 1.00
228 Page 594 of 624
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2023-24 2024-26 2024-26
Unit ACTUAL ACTUAL ADOPTED AMENDED CHANGE PROPOSED
(Police Continued)
POLICE CAPTAIN UPMA 2.00 2.00 2.00 2.00 0.00 2.00
POLICE LIEUTENANT UPMA 3.00 3.00 3.00 3.00 0.00 3.00
POLICE SERGEANT UPMA 9.00 9.00 9.00 9.00 0.00 9.00
POLICE DETECTIVE/CORPORAL UPOA 14.00 14.00 14.00 14.00 0.00 14.00 POLICE OFFICER UPOA 49.00 49.00 49.00 49.00 2.00 51.00
78.00 78.00 78.00 78.00 2.00 80.00
POLICE- NON-SWORN
CRIME AND INTELLIGENCE ANALYST UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 FORENSIC TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00
BUDGET SPECIALIST UCEA 0.00 0.00 1.00 1.00 0.00 1.00
SENIOR ACCOUNTING TECHNICIAN UCEA 1.00 1.00 0.00 0.00 0.00 0.00 BACKGROUND INVESTIGATOR UCEA 0.00 0.00 0.00 1.00 0.00 1.00 SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00 POLICE DISPATCH SUPERVISOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 LEAD DISPATCHER UCEA 2.00 0.00 0.00 0.00 0.00 0.00
POLICE DISPATCHER I/II (FREEZE ONE POSITION)UCEA 10.00 12.00 12.00 12.00 0.00 12.00 *(1) POLICE RECORDS SUPERVISOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 SENIOR POLICE RECORDS TECHNICIAN UCEA 1.00 1.00 1.00 1.00 0.00 1.00 POLICE RECORDS TECHNICIAN I/II UCEA 5.00 5.00 5.00 5.00 0.00 5.00 HOMELESS SERVICES COORDINATOR UCEA 1.00 1.00 1.00 1.00 0.00 1.00 PARKING CONTROL AIDE UCEA 1.00 1.00 1.00 1.00 0.00 1.00 POLICE CIVILIAN INVESTIGATOR UCEA 0.00 0.00 1.00 1.00 0.00 1.00 CRIME PREVENTION - COMMUNITY OUTREACH SPECIALIST UCEA 0.00 0.00 1.00 1.00 0.00 1.00 PROPERTY AND EVIDENCE CLERK UCEA 0.00 0.00 0.00 1.00 0.00 1.00 POLICE SERVICE TECHNICIAN UCEA 7.00 7.00 5.00 4.00 0.00 4.00 PARK RANGER UCEA 0.00 0.00 1.00 2.00 0.00 2.00
33.00 33.00 34.00 36.00 0.00 36.00
ANIMAL SERVICES
ANIMAL SERVICES SUPERVISOR UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 ANIMAL SERVICES OFFICER (FREEZE ONE POSITION)UCEA 3.00 3.00 3.00 3.00 0.00 3.00 *(1)
4.00 4.00 4.00 4.00 0.00 4.00
CODE ENFORCEMENT
CODE ENFORCEMENT OFFICER UCEA 4.00 4.00 4.00 4.00 0.00 4.00
4.00 4.00 4.00 4.00 0.00 4.00
POLICE-TOTAL 119.00 119.00 120.00 122.00 2.00 124.00
GRAND TOTAL 257.00 264.00 265.00 268.00 6.00 274.00
* Number of positions to remain unfilled for FY 2024-26. 229 Page 595 of 624
CHART OF ACCOUNTS
Fund No.Fund Name
101 General Fund
201 Housing
202 Housing Fund - Rentals
203 Public Safety Augmentation
204 Gas Tax
205 Measure I
206 Road Maintenance Rehabilitation Account (RMRA)
208 HOME Investment Partnership Program
209 Community Development Block Grant (CDBG)
210 Parking Business Improvement Area (PBIA)
211 Air Quality Management District (AQMD)
214 Homeland Security Grants - PD
215 Prop 30
216 COPS
217 Other Grants
218 Office of Traffic Safety
219 Other Public Safety Grants
220 Asset Forfeiture-Federal Dept. of Justice
222 CalHOME
223 Asset Forfeiture- Federal Treasury
224 Asset Forfeiture - State
225 BSCC Budget Act
229 American Rescue Plan Act (ARPA)
301 Public Financing Authority Fund
419 Police DIF
420 General DIF
421 Quimby Fees
422 Storm Drain DIF
423 Street and Traffic Facility DIF
424 Park DIF
425 General Fund Capital Projects
426 Street & Alley Repairs
638 Water DIF
639 Water Bond Capital Project
640 Water Utility
641 Solid Waste Utility
645 Sewer Utility
646 Sewer DIF
230 Page 596 of 624
CHART OF ACCOUNTS
Fund No.Fund Name
751 Self-Funded Insurance
752 Fleet Maintenance & Replacement
753 Information Systems
754 Building Maintenance & Operations
755 UAL and Employee Benefits
805 Successor Agency
231 Page 597 of 624
CHART OF ACCOUNTS
Division No.Division Name
0000 Division
1101 City Council
1104 City Treasurer
1201 City Administration
1301 Finance
1302 Mail/Printing Services
1401 Information Systems
1405 Council Chambers
1504 Non-Departmental
1510 Library
1601 Human Resources
1602 Development & Training
1603 City Attorney
1611 Workers Compensation
1612 Unemployment
1613 Long-Term Disability
1614 Liability
1615 Loss Prevention
1701 City Clerk
2201 Building And Safety
2202 Weed Abatement
2203 Economic Development
2204 Planning Commission
2205 Planning
2207 Santa Fe Depot
2301 CDBG - Administration
2304 Senior Wellness
2305 CDBG - Graffiti Removal
2308 CDBG - Diamond Court
2309 CDBG - Fair Housing
2311 CDBG - Food - St. Joseph
2312 CDBG - Homeless Services
2314 CDBG - Housing Mediation
2325 CDBG - Hope Partners - Food Security
2332 CDBG - Pacific Lifeline Womens' Program
2352 CDBG - Assist League of Foothill Community
2407 CalHOME Program
2408 Program Income Loans
232 Page 598 of 624
CHART OF ACCOUNTS
Division No.Division Name
2501 PBIA
2502 AQMD
2901 Successor Agency Administration
2931 Housing Administration
3201 Police Administration
3202 Police Investigations
3205 Animal Services
3211 Police Patrol
3231 Special Events & Comm Outreach
3232 Police Reserves
3233 Code Enforcement
3257 Prop 30- PD
3423 Asset Forfeiture - 15%
3501 Fire Administration
3512 Fire Station II
3514 Fire Station IV
3518 Historic Fire Station
4201 Recreation Administration
4202 Recreation Classes
4203 Recreation Facilities
4204 Youth Programs/Sports
4205 Senior Center
4206 Special Events
4207 Community Outreach Services
4210 Landecena Center
4302 Park Maintenance
4303 Sports Field Maintenance
4402 Carnegie Library
4409 Passports
5201 Public Works Administration
5202 NPDES
5301 Engineering Administration
5302 Development/Traffic Engineering
5401 Street Maintenance
5402 Street Sweeping
5403 Sidewalk Maintenance
5404 Street Lighting
5405 Traffic Control
233 Page 599 of 624
CHART OF ACCOUNTS
Division No.Division Name
5406 Traffic Facility Maintenance
5407 Weed Abatement
5408 Flood Control
5409 Street Tree Maintenance
5410 Parkway Maintenance
5412 Maintenance - Main Street
5413 Maintenance - Metrolink Station
5414 Fleet Maintenance
5415 Grafitti Abatement
5416 Damage To City Property
5420 Park Maintenance
5421 Sports Field Maintenance
5601 City Hall
5602 Building Maintenance & Operations
6201 Water Administration
6202 Customer Service
6203 Meter Services
6204 Damage To City Property
6205 Production/Storage
6206 Transmission & Distribution
6207 WECWC Management Control
6208 Conservation
6210 Debt Service
6211 Storm Water Management & Recharge
6212 Pomona Valley Protective Association (PVPA)
6213 Customer Service
6301 Solid Waste
6302 Household Hazardous Waste
6303 SHARPS Program
6311 Used Oil Recycling Grant
6312 Beverage Recycling Grant
6401 Landfill Site Maintenance
6402 Sewer Maintenance & Operations
6403 Sewer - Residential
6404 Sewer - Non Residential
7003 Pavement Management
7031 Traffic Safety Project 08-09
7069 Arrow Highway Rehab (Benson-Mountain)
234 Page 600 of 624
CHART OF ACCOUNTS
Division No.Division Name
7076 Alpine Street Rehab (West-Palm)
7077 Vernon Drive (West-Palm)
7078 Palm Avenue (9th St-Arrow Hwy)
7339 Campus Ave Rehab (CL-Foothill)
7340 17th Street Reconstruction (San Antonio-Euclid)
7343 19th Street Reconstruction (Mountain-Euclid)
7345 Grove Ave Rehab (Foothill-15th)
7346 CW Pavement Maintenance 18-19
7500 Capital Projects
7613 Landecena Interior Improvement
7702 Parking Lot Rehab & Downtown Street
8001 Pave Management-Master Plan
8003 Sidewalk Inv-Master Plan
8004 ADA Public Facilities-Master Plan
8005 Traffic Signal-Master Plan
8040 Utility Underground 2019
8203 Sports Park
8231 Memorial Park Basket/Safety Net
8402 Storm Drain Replacements
8405 Euclid Storm Drain-D to 18th Street
8408 Storm Drain MP Improvement- PH1
8411 SP/PE Train Storm Drain Improvement
8617 Arrow RTW Wdng
8622 I-10 & Euclid Ave Interchange
8623 I-10 & Monte Vista Interchange
9049 CW Lat Replacement-Annual
9050 CW Hydrant Replacement-Annual
9052 Waste to Drain Discharge Lines
9082 Onsite Disinf Gnrtn/Design Only
9084 Plant 3 Booster Upgrades
9087 Prev Stns-Zns 5/4 & 4/3
9122 13th Street Reconstruction (Euclid-Campus)
9124 Arrow Whyway Rehab (Mountain-San Antonio)
9127 Ground Water Nitrate Treatment
9128 Water Resvior Replacement 17th & Benson
9132 Water Interconnect w CVWD Sys
9134 Reservoir 15 Enhancement Inprov
235 Page 601 of 624
CHART OF ACCOUNTS
Division No.Division Name
9135 Plant 6 Motor Control Center-15th
9136 Plant 3 Booster Install Pump & Mo
9137 Generators at Plant 2-24th
9138 Generators at Plant 6-15th
9140 17th St. Water Maintenance & Service Replacement
9141 19th St. Water Maintenance & Service Replacement
9142 Arrow Highway Water Maint Replacement
9143 Mulberry Ave. Water Main Replacement
9144 Huntington Drive Water Main Replacement
9145 Alpine Street Water Main Replacement
9146 Vernon Drive Water Main Replacement
9147 Palm Ave Water Main Replacement
9149 Storm Water Trash Capt Dev
9152 Grove Ave. Water Main Rpl. (Foothill Blvd. to 15th St.) 9301 Upland Landfill PST-CLSR Plan
9305 Update Sewer Model
9324 Landfill Flare Modifications
9330 Richland Street Truck Main Repair
236 Page 602 of 624
CHART OF ACCOUNTS
Object No.Object Name
5110 Buy Backs
5111 Salaries - Full Time
5112 Salaries - Temporary/Part Time
5113 Overtime
5114 Catastrophic Leave Pay
5116 Fringe Benefits
5117 Retirement Contributions
5118 Employee LTD Costs
5119 PERS Unfunded Annual Liability
5131 Salaries - Sworn Police
5133 Overtime - Sworn Police
5136 Fringe Benefits - Sworn Police
5137 Retirement Contributions - Sworn Police
5139 PERS Unfunded Annual Liability - Sworn Police
5150 OPEB Expense
5210 City Manager Contingency
5211 Postage
5212 Advertising
5213 Dues & Subscriptions
5214 Training - POST
5215 Training/Conferences/Meetings
5216 Office Supplies
5217 Other Supplies/Materials
5218 Uniform Expense
5219 Registration Permits/Licenses
5220 Fuel Usage
5221 Mileage Reimbursement
5222 Print/Mail Charges
5223 Information Systems Charges
5224 Vehicle Charges
5225 Building Maintenance & Operations Charges
5227 Vehicle Parts/Materials
5231 Office Equipment (Under $5,000)
5232 Computer Equipment (Under $5,000)
5233 Other Equipment (Under $5,000)
5234 Other Equipment Rental
5235 Copier Usage Expense
5236 Rent
237 Page 603 of 624
CHART OF ACCOUNTS
Object No.Object Name
5240 Utilities - Trash
5241 Utilities - Electric
5242 Utilities - Gas
5243 Utilities - Telephone
5244 Utilities - Water
5245 Maintenance - Buildings/Structures/Grounds
5246 Maintenance - Equipment
5247 Maintenance - Vehicles
5248 Maintenance - Other
5249 Other Maintenance
5251 Legal Services
5252 Professional Services
5253 Contract Services
5254 Data Processing Services
5255 Banking Services
5256 Solid Waste Services
5257 Sewer Treatment Disposal Services
5258 Other Services
5259 Recycled Water Purchase
5261 Library Books & Digital Materials
5269 PTS Center Outcomes Research Fee
5271 Insurance Premium
5290 Late Charges
5291 Bad Debts Expense
5292 Administrative Services Expense
5294 Sponsor/Contribution/Donation
5295 Pump/Diesel Taxes
5296 RDA Pass-Through Expense
5297 Other Expenses
5310 Forgivable Loans
5314 Program Income - HIP Loans
5315 Program Income - FTHB Loans
5321 Employee Incentive
5322 Health Premiums - Retirees
5323 PERS Supplement
5324 Other Post-Employment Benefits
5326 Medical - Retirees
5327 Dental - Retirees
238 Page 604 of 624
CHART OF ACCOUNTS
Object No.Object Name
5328 Vision - Retirees
5410 ICRMA Liability Program Annual Assessment
5421 Lease Principal Expense
5427 Issuance Costs
5424 Bond Principal Payment
5425 Bond Interest Expense
5521 Land
5527 Buildings
5528 Improvements Other Than Buildings
5529 Building Improvements
5530 Machinery & Equipment
5531 Vehicles
5535 Intangible Software
5540 Capital Improvement Projects
5701 Information Systems Allocation Charges
5702 Fleet Maint & Repair Allocation Charges
5703 Vehicle Acquistion Allocation Charges
5704 Building Maint & Ops Allocation Charges
5705 Self Funded Liability Allocation Charges
5706 OPEB & Employee Benefits Allocation
5707 PERS- UAL Allocation
5999 Maintenance and Operations Allowance
239 Page 605 of 624
Glossary of Terms
Accrual basis of accounting- A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.
Appropriation- Legal authorization granted to the City Manager by the City Council to expend monies, and/or to incur legal obligations for specific departmental purposes. An appropriation is usually limited in amount, as well as to the time when it may be expended.
Assessed Valuation- A dollar value placed upon real estate or other property by San Bernardino County as a basis for levying property taxes.
Audit- An examination of systems, procedures, programs and financial data. The end product of an audit is a report issued by an independent auditor describing how well a local government’s financial statements describe its financial condition and the results of its operations.
Balanced Budget- A budget in which current revenues equal recurring expenditures.
Beginning Fund Balance- Fund balance available in a fund at the end of the prior fiscal year for use in the following fiscal year.
Bond- A city may raise capital by issuing a written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, together with periodic interest at a specific rate.
Budget- A plan of financial operation comprised of estimated expenditures for a given period (usually a single fiscal year) and the proposed means of financing the expenditures (through revenues).
Budget Amendment- A revision of the adopted budget that, when approved by the City Council, replaces the original provision. Budget amendments occur frequently throughout the fiscal year, as spending priorities shift.
Budget Calendar- A timetable showing when particular tasks must be completed in order for the City Council to approve the spending plan before the beginning of the next fiscal year.
Budget Message- A general discussion of the proposed budget as presented in writing by the City Manager to the City Council. The message contains an explanation of the principal budget items and summarizes the proposed budget relative to the current year adopted budget.
Capital Improvement Program- A financial plan of proposed capital improvement projects and the means of financing them for a given period of time.
Capital Expenditures- A budget category which budgets all equipment having a unit cost of more than $5,000. Capital outlay items are budgeted in the operating budget. 240 Page 606 of 624
Cash Basis of Accounting- A method of accounting in which revenues are recorded only when cash is received, and expenditures are recorded only when payments are made. Since payments can be delayed to the next fiscal year, cash basis can result in an inaccurate picture of the financial condition of a fund. To be in conformance with GAAP, local governments must use the accrual basis, rather than the cash basis of accounting.
Chart of Accounts- A chart that assigns a unique number to each type of transaction and to each budgetary unit in the organization. The chart of accounts provides a system for recording revenues and expenditures that fits the organizational structure.
Debt Service- Annual principal and interest payments owed on money that has been borrowed.
Department- An organizational unit comprised of divisions or programs. It is possible for a department to be comprised of only one division.
Disbursement- Payment for goods or services that have been delivered and invoiced.
Division- An organizational unit consisting of programs and/or activities within a department which furthers the objectives of the City Council by providing services or products.
Encumbrance- Financial commitments related to unperformed contracts for goods or services for which part of an appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.
Enterprise Fund- A type of fund established to account for the total costs of those governmental facilities and services which are operated in a manner similar to private enterprises. These funds are entirely or predominately self-supporting.
Fiscal Year- A twelve-month period of time to which the budget applies. For the City of Upland, it is July1 through June 30.
Fund- An independent fiscal and accounting entity used to record all financial transactions related to the specific purposes for which the fund was created. There are five major types of funds: General, Special Revenue, Capital Project, Enterprise Funds, and Fiduciary Funds.
Fund Balance- The amount of financial resources immediately available for use. Generally, this represents the excess of current assets over current liabilities.
Gann Appropriations Limit- Article XIIIB of the State constitution was amended by Proposition 4 (Gann initiative) in 1979. Article XIIIB limits growth in the spending of tax proceeds appropriated in the “base year” of 1978-79 times the product of the allowable annual percentage change in a cost-of-living factor and the allowable annual percentage change in a population change factor. The cost-of-living factor is the larger of the annual percentage change in the State per capita personal income or the annual percentage change in the local non- residential assessed valuation due to new construction. The population change factor is the 241 Page 607 of 624
larger of the annual percentage change of the jurisdiction’s population or the annual percentage change of the county in which the jurisdiction is located.
Generally Accepted Accounting Principles- Uniform minimum standards used by state and local governments for financial recording and reporting; established by the accounting profession through the Governmental Accounting Standards Board (GASB).
General Fund- The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. Examples of departments financed by the General Fund include City Council, Finance, Police and Fire Departments.
Grant- Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility.
Infrastructure- The underlying foundation or basic framework of a system or organization, such as the roads, sewers, water lines, and storm drains.
Interfund Transactions- These budgetary transactions consist of quasi-external transactions which would be treated as revenues and expenditures if they involved organizations external to the governmental unit, reimbursements of expenditures initially made in one fund which are attributable to another fund, and transfers where monies are appropriated from one fund to another fund to reimburse expenses which are of benefit to the first fund.
Interim Financial Reports- Quarterly or monthly comparisons of budgeted with actual revenues and expenditures to date. These reports provide decision makers with an early warning of impending expenditure overruns or revenue shortfalls.
Major fund- A governmental fund or enterprise fund reported as a separate column in the basic fund financial statements. The general fund is always a major fund. Otherwise, major funds are funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item. Any other government or enterprise fund may be reported as a major fund if the government’s officials believe that fund is particularly important to financial statement users.
Modified accrual basis of accounting- A form of accrual accounting in which (1) the expenditures are recognized when the goods or services are received and (2) revenues, such as taxes, are recognized when measurable and available to pay expenditures in the current accounting period.
Non-major fund- All other funds that are not a major fund.
Operating Budget- A financial, programmatic and organizational plan for furthering the goals of the City Council through the departments of the City, which does not include one-time capital improvement projects.
242 Page 608 of 624
Performance Budget- A budget that includes (1) performance goals and objectives (2) demand, workload, efficiency, and effectiveness measures for each government program.
Performance Measures- Indicators used in budgets to show, for example, (1) the amount of work accomplished, (2) the efficiency with which tasks were completed, and (3) the effectiveness of a program.
Proprietary fund- A fund that focuses on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.
Purchase Order- An agreement to buy goods and services from a specific vendor, with a promise to pay on delivery.
Reimbursements- Payments of amounts remitted on behalf of another party, department, or fund. They are recorded as expenditures or expenses in the reimbursement fund and as reductions of the expenditure or expense in the fund that is reimbursed.
Reserve- An account that is used to earmark a portion of the fund balance as legally segregated for a specific use.
Salary Savings- The reduced expenditures for salaries that result when a position remains unfilled for part of the year or when a more senior employee is replaced by a newer employee at a lower salary.
Unreserved Fund Balance- Money left over from prior years that is not committed for other purposes and can be allocated in the upcoming budget.
243 Page 609 of 624
List of Acronyms
ACFR- Annual Comprehensive Financial Report.
ADA- American Disabilities Act. The Federal Americans with Disability Act requires accessibility of public facilities for handicap persons and various accommodations for persons with disabilities.
ALS- Advanced Life Support.
AMI- Advanced Metering Infrastructure.
ANF- Authorized, not funded.
ARPA- The American Rescue Plan Act.
AQMD- Air Quality Management District.
BLAST- Bonds, Lease Investments, Additional Discretionary Payments, Savings, and Transfers.
BLS- Basic Life Support.
CALTRANS- State of California Department of Transportation.
CARES- The Coronavirus Aid, Relief, and Economic Security Act.
CDBG- The Community Development Block Grant program is funded by the Federal Department of Housing and Urban Development.
CEQA- California Environmental Quality Act.
CFD- Community Facilities Districts are established as funding mechanisms for capital improvements for a specific area of development.
CIP- Capital Improvements Program or Plan. The CIP identifies the infrastructure capital improvements of the city.
CNG- Compressed Natural Gas.
COPS- Community Oriented Policing Services.
DDA- Disposition Development Agreement.
DIF- Developer Impact Fee.
EIR- Environmental Impact Report.
244 Page 610 of 624
EOC- Emergency Operations Center.
EMS- Emergency Medical Response.
ERAF- Educational Revenue Augmentation Fund is a state mandated property tax shift to schools.
FEMA- Federal Emergency Management Agency is the governing agency for emergency services nationwide.
FTE- Full Time Equivalent. The FTE is a term used to measure staffing and is 2,080 hours per year (FTE = 1.0) or for 1040 hours (FTE = 0.5).
GAAP- Generally Accepted Accounting Principles.
GASB- Governmental Accounting Standards Board.
GFOA- Government Finance Officers Association.
GIS- Geographic Information System.
HAZMAT- Hazardous Materials.
HOME- Home Investment Partnership Program.
HVAC- Heating, Ventilation, and Air Conditioning system.
HUD- Housing and Urban Development.
IEUA- Inland Empire Utilities Agency.
ISTEA- Intermodel Surface Transportation Efficiency Act. ISTEA federal funds provide the city funding for various street and traffic signal projects.
LAIF- Local Agency Investment Fund.
LMI- Low-Moderate Income – Affordable Housing programs.
MOU- Memorandum of Understanding- typically a contractual agreement between the city and an employee union or association.
NPDES- National Pollutant Discharge Elimination System.
OSHA- Occupational Safety and Health Administration.
PARS- Public Agency Retirement Services.
245 Page 611 of 624
POST- Peace Officer Standards and Training Act; regulates law enforcement standards.
ROPS- Recognized Obligation Payment Schedule.
SBCTA- San Bernardino County Transportation Authority (formerly SANBAG). SBCTA is the clearinghouse for the intergovernmental agency review of capital facilities and other local government activities.
SMASH- San Bernardino Movement Against Street Hoodlums. SMASH is a gang sweep team that works with other agencies in the San Bernardino County.
TPA- Third Party Administrator.
UMC- Upland Municipal Code.
246 Page 612 of 624
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
UPLAND, CALIFORNIA ESTABLISHING THE APPROPRIATIONS
LIMIT FOR THE 2024-2025 FISCAL YEAR
WHEREAS, Section 1.5 of Article XIIIB of the Constitution of the State of California imposes upon units of State and Local Government the obligation to limit each fiscal year’s appropriations of the proceeds of taxes to the amount of such appropriations in Fiscal Year 1986-87 as adjusted for changes in cost of living and population; and
WHEREAS, Section 7910 of the Government Code of the State of California directs the governing body of each local jurisdiction to establish its appropriation limit by resolution each year; and
WHEREAS, the Finance Officer of the City of Upland has determined the City’s appropriations limit for Fiscal Year 2024-2025 in accordance with said provisions of the Constitution and laws of the State of California and the documentation used in said determination is available in the Finance Division of the City of Upland.
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. Calculation of said limit for the City shall be determined (1) by using the California population growth of the City of Upland, and the change in Per Capital Personal Income, both as determined by the California Department of Finance; and (2) based upon the above said factors, the appropriations limit of the City of Upland for the Fiscal Year 2024-2025 is hereby found and determined to be $142,377,976.
Section 3. 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 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. 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