Fiscal Year 2025-26 Reserve of General Fund Increase
With the approval of the recommended budget adjustments associated with this report, budgeted revenues and transfers in will exceed budgeted expenditures and transfers out by$729,637 for Fiscal Year 2024-25,with$494,867 of that figure relating to the General Fund Adjustments associated with the Mid-Year Budget Review.
Staff recommends that the City Council make reservations of the excess of budgeted revenues over budgeted expenditures in the following manner:
1. Transfer$200,000 to the UAL and Employee Benefit Internal Service Fund to cover unbudgeted increases in costs related to Upland's UAL as a result of CalPERS losses incurred in Fiscal Year 2022/23.
2. Make a General Fund reservation to set aside$200,000 for increased Police Department personnel expenses in the Fiscal Year 2025-26 budget associated with Dispatch Division adjustments proposed in this report.
3. Make a General Fund reservation of the remaining $329,637in excess of budgeted revenues over budgeted expenditures to the Infrastructure Improvement Reserve.
In addition,staff recommends that City Council reassign reservations of General Fund Fund Balance that City Council approved in Fiscal Year 2017-18 and have not been utilized,including:
4. $140,000 designated for Memorial Park to be reassigned to the Infrastructure Improvement Reserve.
5. $450,000 designated for Legal/Labor/Negotiations to be reassigned to the Infrastructure Improvement Reserve.
Attachment 4 identifies the recommended designations and reassignments of Fund Balance. If the recommendations above are approved by City Council, the Infrastructure Improvement Reserve, which has a current balance of $3,929,967,would rise to$4,849,604.
ENVIRONMENTAL DETERMINATION
The proposed action is not subject to the California Environmental Quality Act(CEQA). Section 15378 of the CEQA Guidelines defines a project subject to CEQA. The proposed action is not included within the definition of a"project" and thus is exempt.
FISCAL IMPACTS
The proposed Fiscal Year 2024-25 General Fund Mid-Year budget adjustments will increase revenue and transfers in by$984,878,and increase expenditures and transfers out by$490,011,for a net budgeted increase to the General Fund of$494,867. The Fiscal Year 2024-25 excess of budgeted revenues and transfers in over expenditures and transfers out including the First Quarter Budget Review and other City Council-approved budget adjustments amounts to $729,637,and will be reserved as recommended in Attachment 4.
Other funds of the City are adjusted with the 2024/25 Mid-Year Budget Review with a net effect in the following manner,as detailed in Attachment 1:
Housing Fund $ 11,377
Road Maintenance Rehabilitation Account $ 30,000 ARPA Fund $504,356
CARES Act Fund $ 30,067
General Capital Projects Fund $ 0
Water Utility Fund $397,297
Solid Waste Utility Fund $101,499
Sewer Utility Fund $261,374
Fleet Management Internal Service Fund $100,755
Information Systems Internal Service Fund $ 0
Building Maintenance and Operations Fund $ 0
UAL&Employee Benefits Fund $ 42,618
Post Employment Section 115 Trust Fund $ 88,479
ALTERNATIVES
Provide alternative direction to staff.
CEQA:Not a Project.
City of Upland Attachment 1
Mid-Year Budget Review-Summary of Proposed Adjustments
o, FY 2024-25
Account Description Account Number Amount Explanation General Fund
Revenues and Transfers In:
Transfer In from ARPA Fund 101-0000-4970 $ (504,356) Transfer In from ARPA for interest earnings and market valuations up to Fiscal Year 2023-24 Transfer In from CARES Act Fund 101-0000-4970 (30,067) Transfer In from Fund 226 for residual equity cleanup Building and Safety Electrical Permits 101-2201-4203 (196,825) Increase in Development Services permit revenue Police Department School Resource Officer 101-3211-4627 (179,630) Reimbursement from UUSD for Police School Resource Officer Lease of City Property 101-5201-4802-50125 (54,000) Testa parking lease for July and August 2024 Police Department Special Service Fees 101-3231-4623 (20,000) Reimbursement for Police Department special events overtime costs Total Revenue Adjustments $ (984,878)
Expenditures and Transfers Out:
Transfer Out to General Capital Projects Fund 101-0000-5070 $ 75,000 Transfer Out for reconfiguration of office space Transfer Out to Information Systems Internal Service Fund 101-0000-5070 145,500 Transfer Out for various computer equipment and software costs Transfer Out to Building Maintenance and Operations Fund 101-0000-5070 46,500 Transfer Out for maintenance and other service expenses Professional Services 101-5201-5252 7,555 Contract costs for Operations Management Group for remainder of fiscal year Salary and Benefits 101-3211-511X 25,000 One vacant Police Dispatcher I/Il for remainder of fiscal year Salary and Benefits 101-3211-511X 19,773 Equity adjustment for Police Dispatch Supervisor and Police Dispatcher I/II positions for remainder of fiscal year Maintenance and Operations(various) 101-420X-52XX (50,250) Recreation reductions to offset personnel costs for remainder of fiscal year Residual Equity 101-1504-5429 (30,067) Residual equity cleanup from CARES Act Fund Sales Tax Share/DDA/OPA 101-1504-5303 150,000 Costs of existing sales tax sharing agreements due to fiscal year timing difference Professional Services 101-2201-5252 36,000 Costs for contract/consulting services Banking Services 101-2201-5255 20,000 Costs for banking services Other Services 101-2201-5258 10,000 Contract costs for weed abatement program Professional Services 101-2203-5252 20,000 Costs for administrative overhead for new program in downtown Salary and Benefits 101-2208-511X 15,000 Increased salary costs Total Expenditures and Transfers Out Adjustments $ 490,011 Total General Fund Adjustments $ (494,867) Housing Fund:
Transfer Out to Post Employment Section 115 Trust Fund 201-0000-5070 $ 7,678 Transfer Out for the Fund's proportionate share of OPEB costs for FY 2021-22 and 2022-23 OPEB&Employee Benefits Allocation 201-2931-5706 3,699 Fund's proportionate share of OPEB costs for FY 2023-24 Total Housing Fund Adjustment $ 11,377
Road Maintenance and Rehabilitation Account(RMRA)Fund:
Gas Tax-RMRA 206-0000-4457 $ 30,000 Reduction in estimated revenue Total Road Maintenance and Rehabilitation Account(RMRA)Fund Adjustment $ 30,000 ARPA Fund
Transfer Out to General Fund 229-0000-5070 $ 504,356 Transfer Out for interest earnings and market valuations Total ARPA Fund Adjustment $ 504,356
CARES Act Fund:
Transfer Out to General Fund 226-1504-5429 $ 30,067 Transfer Out for residual equity cleanup to the General Fund Total CARES Act Fund Adjustment $ 30,067 General Capital Projects Fund:
Transfer In from General Fund 425-0000-4970 $ (75,000) Transfer In from General Fund
4�,,up.so City of Upland Attachment 1 `c`-- Mid-Year Budget Review-Summary of Proposed Adjustments -1 FY 2024-25
Account Description Account Number Amount Explanation Improvements Other Than Buildings 425-7500-5528-82360 75,000 Reconfiguration of office space Total General Capital Projects Fund Adjustment $ - Water Utility Fund:
Transfer Out to Post Employment Section 115 Trust Fund 640-0000-5070 $ 54,700 Transfer Out for the Fund's proportionate share of OPEB costs for FY 2021-22 and 2022-23 Professional Services 640-6207-5252 10,000 Contract costs associated with project management Professional Services 640-6201-5252 135,000 Contract costs for Operations Management Group,Interim Utilities Manager and Project Manager Contract Services 640-6205-5253 22,900 Geographic Information Systems staffing Maintenance-Other 640-6205-5248 33,800 Improved control valve maintenance schedule Software Subscriptions 640-6205-5239 6,700 One-time purchase of Nobel module Professional Services 640-6205-5252 20,000 Seismic study required every 5 years per California Accidental Release Prevention program Vehicles 640-6206-5531 60,750 Increased cost of replacement of the hydro vacuum truck Contract Services 640-6206-5253 22,900 Geographic Information Systems staffing Professional Services 640-6207-5252 3,000 Contract costs for Acting Public Works Director Training/Conferences/Meetings 640-6215-5215 600 Attendance of a conference Uniform Expense 640-6215-5218 600 Employee uniform costs OPEB&Employee Benefits Allocation 640-6201-5706 26,347 Fund's proportionate share of OPEB costs for FY 2023-24 Total Water Utility Fund Adjustment $ 397,297 Solid Waste Utility Fund:
Transfer Out to Post Employment Section 115 Trust Fund 641-0000-5070 $ 5,736 Transfer Out for the Fund's proportionate share of OPEB costs for FY 2021-22 and 2022-23 Professional Services 641-6301-5252 70,000 Contract costs associated with project management Professional Services 641-6301-5252 23,000 Contract costs for Operations Management Group OPEB&Employee Benefits Allocation 641-6301-5706 2,763 Fund's proportionate share of OPEB costs for FY 2023-24 Total Solid Waste Utility Fund Adjustment $ 101,499 Sewer Utility Fund:
Transfer Out to Post Employment Section 115 Trust Fund 645-0000-5070 $ 20,365 Transfer Out for the Fund's proportionate share of OPEB costs for FY 2021-22 and 2022-23 Professional Services 645-6401-5252 70,000 Contract costs associated with project management Professional Services 645-6402-5252 108,000 Contract costs for Operations Management Group,Interim Utilities Manager and Project Manager Professional Services 645-6402-5253 47,000 Geographic Information Systems staffing Other Equipment 645-6404-5233 6,200 Digital fog probe OPEB&Employee Benefits Allocation 645-6402-5706 9,809 Fund's proportionate share of OPEB costs for FY 2023-24 Total Sewer Utility Fund Adjustment $ 261,374 Fleet Management Internal Service Fund:
Vehicles 752-5401-5531 $ 43,755 Purchase of vehicle and outfitting for the Operation Supervisor position Contract Services 752-5414-5253 50,000 Vehicle maintenance and repair services due to staffing shortages Training/Conferences/Meetings 752-5414-5215 7,000 Class A licenses for new employees Total Fleet Management Internal Service Fund Adjustment $ 100,755 Information Systems Internal Service Fund:
Transfer In from General Fund 753-0000-4970 $ (145,500) Transfer In from General Fund for various computer equipment and software costs Computer Equipment(Under$5,000) 753-1401-5232 50,000 Printers for all Police vehicles Other Equipment 753-1401-5233 12,000 iPads for Police Department Detectives Software Subscriptions 753-1401-5239 35,000 Tyler subscription costs for the Time and Attendance module Software Subscriptions 753-1401-5239 8,000 NeoGov subscription costs for the onboarding module Software Subscriptions 753-1401-5239 10,500 Cellebrite subscription costs for the Inseyets Online Pro to support public safety Data Processing Services 753-1401-5254 10,000 Implementation of the Nobel homeless module
afc,9� City of Upland Attachment 1
`c' Mid-Year Budget Review-Summary of Proposed Adjustments ,+4,,,,• FY 2024-25
Account Description Account Number Amount Explanation Data Processing Services 753-1401-5254 10,000 Customized Energov reports Data Processing Services 753-4205-5254 10,000 Additional workstations with necessary equipment at the Senior Center Total Information Systems Internal Service Fund Adjustment $ - Building Maintenance and Operations Fund:
Transfer In from General Fund 754-0000-4970 $ (46,500) Transfer In from General Fund for maintenance and other services expense Improvements Other Than Buildings 754-5602-5528 18,000 Storage sheds at the Landecena Community Center Maintenance-Buildings/Structures/Grounds 754-5602-5245 14,300 Water restoration services on the first floor at the Library Building Improvements 754-5602-5529 10,000 Mold remediation at the City Hall parking lot kiosk building Maintenance-Buildings/Structures/Grounds 754-5602-5245 4,200 Drywall repairs at the Police Department Records Office Total Building Maintenance and Operations Fund Adjustment $ - UAL&Employee Benefits Fund:
Transfer In from User Dept-OPEB 755-0000-4680 $ (42,618) Housing,Water Utility,Solid Waste Utility and Sewer Utility Funds'proportionate share of OPEB costs for FY 2023-24 Total UAL&Employee Benefits Fund Adjustment $ (42,618) Post Employment Section 115 Trust Fund:
Transfer In from Housing Fund 810-0000-4970 $ (88,479) Transfer In from Housing,Water Utility,Solid Waste Utility and Sewer Utility Funds Total Post Employment Section 115 Trust Fund Adjustment $ (88,479)
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED
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 1.00 1.00 0.00 1.00 FINANCE OFFICER Non-Rep 1.00 1.00 0.00 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
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED (Administrative Services Continued)
INFORMATION TECHNOLOGY
IT MANAGER UMMEA 1.00 1.00 1.00 1.00 0.00 1.00 SENIOR IT SPECIALIST UCEA 0.00 0.00 0.00 0.00 1.00 1.00 IT SPECIALIST UCEA 2.00 3.00 3.00 3.00 (1.00) 2.00
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 1.00 0.00 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 6.00 0.00 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 1.00 2.00 SENIOR RECREATION COORDINATOR UCEA 0.00 0.00 0.00 0.00 1.00 1.00 RECREATION COORDINATOR UCEA 1.00 2.00 3.00 3.00 (1.00) 2.00 SENIOR ADMINISTRATIVE ASSISTANT UCEA 1.00 1.00 1.00 1.00 0.00 1.00
5.00 6.00 6.00 6.00 1.00 7.00
ADMINISTRATIVE SERVICES-TOTAL 30.00 32.00 32.00 33.00 1.00 34.00
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 1.00 0.00 1.00 ACCOUNTING TECHNICIAN UCEA 1.00 1.00 1.00 0.00 0.00 0.00 ADMINISTRATIVE ASSISTANT UCEA 0.00 0.00 0.00 1.00 0.00 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 2.00 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
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED (Development Services Continued)
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 1.00 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 15.00 0.00 15.00
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 1.00 1.00 0.00 1.00 DEVELOPMENT SERVICES TECHNICIAN I/II UCEA 1.00 1.00 0.00 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 18.00 0.00 18.00
PUBLIC WORKS
PUBLIC WORKS-ADMINISTRATION
PUBLIC WORKS DIRECTOR/CITY ENCINEER ASSISTANT CITY MANAGER 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 2.00 4.00 0.00 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 28.00 30.00 0.00 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 Continued)
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED 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
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 1.00 1.00 0.00 1.00 LEAD UTILITY WORKER-SEWER UCEA 1.00 1.00 0.00 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
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED PUBLIC WORKS-TOTAL 78.00 83.00 84.00 86.00 0.00 86.00 POLICE
POLICE-SWORN
CHIEF OF POLICE EXEC 1.00 1.00 1.00 1.00 0.00 1.00 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 51.00 0.00 51.00
78.00 78.00 78.00 80.00 0.00 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 1.00 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 LAIC D CITI!N) 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 1.00 1.00 0.00 1.00 POLICE SERVICE TECHNICIAN UCEA 7.00 7.00 4.00 4.00 0.00 4.00 PARK RANGER UCEA 0.00 0.00 2.00 2.00 0.00 2.00
33.00 33.00 36.00 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
2024-26 SCHEDULE OF POSITIONS
2021-22 2022-23 2023-24 2024-26 2024-25 2024-25 Unit ACTUAL ACTUAL ACTUAL ADOPTED CHANGE AMENDED POLICE-TOTAL 119.00 119.00 122.00 124.00 0.00 124.00 GRAND TOTAL 257.00 264.00 268.00 274.00 1.00 275.00 *Number of positions to remain unfilled for FY 2024-26.
��,or Up.,_ City of Upland
" 1� T° FY2024-25 Mid-Year Budget Review
_ Q, Personnel Changes- Fiscal Impact
9tIF04,~
Normal Fringe Salary&
Position Department Assigned Org Salary PERS Benefits Benefits 3 MONTH COST
UNFREEZE
Police Dispatcher I/II Police 100.00% 101 3211 18,212 2,155 5,404 25,771
3.5 MONTH COST
EQUITY ADJUSTMENT
Police Dispatch Supervisor Police 100.00% 101 3211 2,132 255 185 2,571 Police Dispatcher I/II Police 100.00% 101 3211 11,999 1,426 200 13,624 (11 positions)
Police Dispatcher I/II - Part-Time Police 100.00% 101 3211 3,528 - 50 3,578 (4 positions)
19,773
��qoF up292 City of Upland
°Ai ° FY2024-25 Mid-Year Budget Review
��, Personnel Changes- Fiscal Impact
gLIF04o
% Normal Fringe Salary&
Position Department Assigned Org Salary PERS Benefits Benefits 3 MONTH COST
RECLASSIFICATION
Assistant City Manager Public Works 5.00% 101 5301 2,799 261 534 3,594 (from Public Works Director) 5.00% 101 5405 2,799 261 534 3,594
5.00% 204 5301 2,799 261 534 3,594
5.00% 426 5301 2,799 261 534 3,594
-20.00% 645 6402 (11,196) (1,044) (2,136) (14,376)
0.00% - - - -
3 MONTH COST
SALARY SPLIT ADJUSTMENTS
Engineering Manager Public Works -10.00% 101 5301 (4,511) (538) (879) (5,928) -10.00% 1015302 (4,512) (538) (878) (5,928)
20.00% 425 7500 9,023 1,076 1,757 11,856
0.00% - - - -
Senior Engineer Public Works -5.00% 101 5301 (1,781) (212) (399) (2,392)
5.00% 425 7500 1,781 212 399 2,392
0.00% - - - -
Associate Engineer Public Works -5.00% 101 5301 (1,637) (195) (379) (2,211)
5.00% 425 7500 1,637 195 379 2,211
0.00% - - - -
��qoF up292 City of Upland
°�\` °, FY2024-25 Mid-Year Budget Review � ` �� Personnel Changes- Fiscal Impact
gLIF04o
Normal Fringe Salary&
Position Department Assigned Org Salary PERS Benefits Benefits 3 MONTH COST
SALARY SPLIT ADJUSTMENTS
PW Inspector II Public Works -25.00% 101 5301 (5,668) (675) (1,380) (7,723)
25.00% 425 7500 5,668 675 1,380 7,723
0.00% - - - -
PW Inspector II Public Works -25.00% 101 5301 (5,743) (684) (1,381) (7,808)
25.00% 425 7500 5,743 684 1,381 7,808
0.00% - - - -
Public Works Total General Fund Impact (24,802)
`ca a City of Upland Attachment4 `i. - Mid-Year Budget Review-Fund Balance Designation erFaa�`' FY 2024-25
Account Description From Account No. To Account No. Amount Explanation Recommended Mid-Year Fund Balance Designation
Reserve for FY 2025-26 Police Department Personnel Costs 101-0000-3731 101-0000-3735 $ (200,000) Reserve to cover the increased costs related to Police Dispatch positions in FY 2025-26 Reserve for FY 2025-26 Pension UAL 101-0000-3731 755-0000-3742 (200,000) Transfer to Fund 755 to cover increased costs related to the adjusted FY 2025-26 Pension UAL Reserve for Infrastructure Improvement 101-0000-3731 101-0000-3732 (329,637) Reserve excess of budgeted revenues versus expenses for Infrastructure Improvements Total Mid-Year Fund Balance Designations $ (729,637) Recommended Mid-Year Fund Balance Reassignment
Reserve for Infrastructure Improvement 101-0000-3727 101-0000-3732 $ (140,000) Unreserve designated funds for Memorial Park and reserve funds in the same amount for Infrastructure Improvements
Reserve for Infrastructure Improvement 101-0000-3735 101-0000-3732 (450,000) Unreserve designated funds for LegaULabor/Negotiations and reserve funds in the same amount for Infrastructure Improvements
Total Mid-Year Fund Balance Reassignment $ (590,000)
, trpl" CITY FUPLAND
5, y6 "The City of Gracious Living"
tIFOBS
1. Staff(kr°ill
DATE: March 10,2025
TO: MAYOR AND CITY COUNCIL
FROM: MICHAEL BLAY,CITY MANAGER
PREPARED BY:THOMAS RICE,ASSISTANT CITY ATTORNEY
SUBJECT: RESPONSE TO GRAND JURY FINDINGS AND RECOMMENDATIONS IN REPORT TITLED"WHEN IS A POTHOLE A POTHOLE? LOOKING AT POTHOLES IN THE CITY OF UPLAND"
RECOMMENDED ACTION:
It is recommended that the City Council approve the response letter to the San Bernardino County Grand Jury and authorize the City Manager to sign the response letter.
GOAL STATEMENT
The proposed action supports the City's goal to provide transparency in local government.
BACKGROUND
In the State of California, civil grand juries are authorized to "investigate and report upon the operations, accounts, and records of the officers,department,functions,and the method or system of performing the duties of any such city or joint powers agency and make such recommendations as it may deem proper and fit."(Cal.Penal Code 925(a)).
On December 13,2024,the San Bernardino County Grand Jury issued its report entitled"When is a Pothole a Pothole? Looking at Potholes in the City of Upland"(the"Report"). The Report addresses the Grand Jury's investigation into the existence of potholes throughout the City of Upland as well as the processes utilized to identify and repair potholes.
The Grand Jury found that while City's staff worked extremely hard, the current processes in place within the City have not kept up with the demand for repairs.
ISSUES AND ANALYSIS
The City has been aware of these ongoing issues and has taken measures to address these concerns.In 2024,the City expanded the scope of its on-call asphalt pavement repair services,which are presently provided by Hardy&Harper, Inc. ("H&H"). Much of the work previously performed by City public works staff, subject to the limitations highlighted by the Grand Jury's Report,is now performed by H&H,which is far better equipped to perform the work and has the appropriate staffing and equipment.
Within 90 days after a Grand Jury's issuance of the report,the City of Upland must comment on the conclusions and recommendations contained in the report. Staff and the City Attorney's office have reviewed the Report and prepared a response to the Grand Jury's conclusions and recommendations.
ENVIRONMENTAL DETERMINATION
The proposed action is not subject to the California Environmental Quality Act(CEQA). Section 15378 of the CEQA Guidelines defines a project subject to CEQA.The proposed action is not included within the definition of a"project" and thus is exempt.
FISCAL IMPACTS
There is no fiscal impact associated with this action.
ALTERNATIVES
Provide alternative direction to staff.
CEQA:Not a Project.
CITY OF UPLAND RESPONSES TO GRAND JURY FINDINGS AND RECOMMENDATIONS IN REPORT TITLED"WHEN IS A POTHOLE A POTHOLE?LOOKING AT POTHOLES IN THE CITY OF UPLAND" Note: the original Grand Jury findings are repeated below in italics. The City of Upland("City') responses are in bold, with additional explanation and commentary in regular typeface.
As a preliminary matter, the City wishes to thank the Grand Jury for its time investigating the repair of potholes. In particular, the City appreciates the Grand Jury's finding that the "the employees of the City of Upland love their community . . . [,] are proud of their City and work diligently to maintain its quality, beauty and safety." The City could not agree more.
Unfortunately, in recent years, the City has experienced too many potholes and has too few employees to keep up the pace of repairs. For that reason, in 2024, the City expanded the scope of its on-call asphalt pavement repair services, which are presently provided by Hardy & Harper, Inc. ("H&H"). Much of the work previously performed by City public works staff, subject to the limitations highlighted by the Grand Jury's Report, is now performed by H&H, which is far better equipped to perform the work and has the appropriate staffing and equipment. This has also freed up City public works staff for other tasks around the City, though these staff may occasionally be utilized for an urgent cold patch repair in the future.
Responses to Findings
1. The Grand Jury finds the City of Upland training for street repair of potholes has no clear timelines or documentation for training.
The respondent agrees with the finding. As noted above, due to the expanded scope of work performed by H&H, the City intends to rely on this qualified third-party contractor to comply with law and best practices, including in training its staff.
2. The Grand Jury finds the City of Upland street repair crew is not trained in hot mix repair..
The respondent agrees with the finding. The City intends to utilize highly qualified third-party vendors to address potholes suited for hot mix repair. City staff may occasionally perform cold patch repair, when necessary.
3. The Grand Jury finds the City of Upland does not document follow-up contact when a pothole is not located.
The respondent agrees with the finding. The City's NOBEL system allows members of the public to make public works requests. The system automatically notifies reporters when the issue is addressed. Unfortunately, the system may not be sophisticated enough to always explain to the reporting party why the request was closed out(for example, if no pothole was located). The system relies upon the reporting party accurately entering details regarding the location of the needed repair and the contact details for the reporting party.
4. The Grand Jury finds the City of Upland does not notify the citizen who reported the pothole when a reported pothole repair is completed.
The respondent disagrees wholly or partially with the finding, in which case the response shall specify the portion of the finding that is disputed and shall include an explanation of the reasons therefor. See above. The NOBEL system is geared to inform the reporting party of the completion and closing out of the work order. However, the system does require information to be imputed accurately.
5. The Grand Jury finds the lack of quality control impacts the training and the accuracy of repairs.
The respondent agrees with the finding. As noted above, due to the expanded scope of work performed by H&H, the City intends to rely on this qualified third-party contractor to comply with law and best practices, including quality control.
Responses to Recommendations
la. The Grand Jury recommends the City of Upland establish a documented training program, which includes reference material on street deterioration, instructor-led training, and online training for pothole repair
The recommendation will not be implemented because it is not warranted or is not reasonable,with an explanation therefore. As noted above,the City has now expanded the scope of services performed by highly qualified third-party contractors, such as H&H.
These contractors will be responsible for their own training programs for pothole repair. lb. The Grand Jury recommends the City of Upland maintain a checklist of the steps completed in training,proficiency made in training and maintain the checklist in their individual and or personnel file.
The recommendation will not be implemented because it is not warranted or is not reasonable,with an explanation therefore. See above answer.
2. The Grand Jury recommends the City of Upland provide training in the hot mix process and provide incentives to obtain their CDL.
The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefore. See above answer. As for incentives to obtain a CDL,the City does provide such incentives. For example,while the Maintenance Worker I position does not require a CDL upon hire, the Maintenance Worker II position does. The difference in pay between these positions is approximately$5,000 per year.
3. The Grand Jury recommends the City of Upland enhance their current system with a procedure to document the date, time, photo and form of contact made to verify the location.
The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefore. The NOBEL system provides the tools for uploading date, time, and photos of work requests. It also allows for a GPS location to be added. Nevertheless, the City will investigate whether the system is appropriately notifying users of the completion of requests and whether the system might be improved to provide better notification options.
4. The Grand Jury recommends the City of Upland provide notification to the party who submitted the repair request. The notification should be done in either a hard copy or electronic format for efficiency. We recommend the notification be automatically generated.
The recommendation has been implemented, with a summary regarding the implemented action. The NOBEL systems provides notifications, assuming there is no user error in input. As noted above, the City will investigate whether the system is appropriately notifying users of the completion of requests and whether the system might be improved to provide better notification options.
S. The Grand Jury recommends the City of Upland establish a quality control protocol for pothole repairs. The protocol should include a checklist which includes an assigned team member responsible for quality control,photos before and after the repair and the method of repair The checklist should become a part of the repair documentation in their reporting system.
The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefore. As noted above, the City is utilizing highly qualified third-party contractors for this work, who are responsible for their own training, quality control, and checklists. The City will work with any contractors to ensure the NOBEL system is used appropriately to notify reporting parties.
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REPORT
SAN BERNARDINO COUNTY j
CIVIL GRAND JURY
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SUMMARY:
The 2024 San Bernardino County Civil Grand Jury (Grand Jury) had concerns regarding the number of pothole complaints in San Bernardino County. The Grand Jury was also interested to find out why potholes being repaired were often back within days or weeks after the pothole was initially repaired.
The Grand Jury decided to initiate an investigation into the City of Upland Public Works Department regarding potholes.
The Grand Jury found the employees of the City of Upland love their community.
They are proud of their City and work diligently to maintain its' quality, beauty and safety. The City of Upland has a Public Works Reporting application in place, operated by the NOBEL system. The system allows for the community to easily report needed street repairs by using their smartphones and uploading photos. The system is easy to access and if a report is made in the system, the updates for repair can be viewed by the individual who made the report. While this system is working well, the Grand Jury did find areas which could use improvement.
During the investigation, the Grand Jury found the city does not document any follow-up in the system when a report of a pothole is not located. Another area of note to the Grand Jury is that, upon the completion of the work, the City does not send notification to the person who made the request.
The Grand Jury further discovered that the street repair crew are all newer employees, who have been employed for two years or less, with the exception of the Maintenance Coordinator. In the area of training, the Grand Jury found the City provides on-the-job training to new employees. The City does not offer an instructor-led classroom, online training courses or a structured training program to employees for the repair of potholes. In addition, the Grand Jury learned the cold 8 San Bernardino County Grand Jury Final Report
mix material used for pothole repair is temporary and has a short life span. The Grand Jury further discovered the quality control for the completed pothole repairs is often done by a supervisor who may not be on-site or who may not drive by the site. This type of quality control is not consistent and in need of improvement.
BACKGROUND:
The Grand Jury has seen an uptick in the number of potholes throughout San Bernardino County. Many city streets sport numerous potholes, which are an eye- sore and diminish the look of the city. Potholes can cause excessive wear and tear on tires and cause severe vehicle damage. Driving through and around potholes is a safety hazard in the community and can often feel like driving through an obstacle course. The Grand Jury wanted to find the answers to the following questions:
• Why does a pothole reappear within days or weeks after a repair is completed? • Why are some streets repaired quickly and other streets are not repaired in a timely manner or not repaired at all?
• How much does it cost to repair a pothole?
• What is the process to repair a pothole?
These questions are what led the Grand Jury to look closely at potholes. The Grand Jury decided to take a closer look and investigate the potholes located in the City of Upland.
METHODOLOGY:
The Grand Jury interviewed management and staff of the Upland Public Works Department. The Grand Jury reviewed various news articles and Upland City San Bernardino County Grand Jury Final Report 19
Council agendas and minutes, which discussed the monies being allocated for road repairs in Upland. The Grand Jury reviewed city maps, and tree zone maps. The Grand Jury reviewed multiple work orders and complaints from the Public Works Department regarding potholes. The Grand Jury also reviewed the Green Book (Standard Specification for Public Work Construction). The Green Book addresses asphalt, concrete, slurry, and construction standards. The other documents reviewed include: The US Department of Transportation/Federal Highway Administration website (Federal Highway Administration (dot.gov), the National Highway Institute website National Highway Institute Home (dot.gov), the US Census website Census.gov U.S. Census Bureau Homepage and the American Association of State Highway and Transportation Officials website AASHTO resource.
DISCUSSION:
The purpose of the Civil Grand Jury in this report is to conduct an investigation, identify findings, and make recommendations to improve the conditions of public streets in the City of Upland.
10 San Bernardino County Grand Jury Final Report
HISTORY OF UPLAND:
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(Photo: City of Community, Upland California, The First One Hundred Years Donald Laine Clucas Foreword by John Jopes Dragonflyer Press Upland California) The beautiful tree-lined City of Upland is located in San Bernardino County. The City is 15.62 square miles and borders with the County of Los Angeles and nestled at the foothills of Mt. Baldy. The City of Upland was incorporated in 1906. It seceded from the City of Ontario. The Ontario colony (Upland) was initially known for having citrus groves, but as time went by, the city had 40,000 peach trees, 29,000 pear trees, 15,000 seedling apple trees, 1,600 grafted apple trees, 1,000 cherry trees and vineyards planted throughout Upland. The area was known to have 2,000 acres of citrus orchards and the area was the second largest citrus acreage in California.
The consequence of having such quaint tree-lined streets is damage to the gutters, San Bernardino County Grand Jury Final Report 111
sidewalks and streets caused by maturing roots and seedlings. However, over time, groves and vineyards were removed. Although, many trees within the city continue to grow and mature and cause sidewalk and street damage.
The Grand Jury found the Public Works Department is responsible for maintaining and repairing potholes for the public roads and streets in the City of Upland. The City of Upland is mapped by tree zones (see map below). There are 16 zones for the City.
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Provided by Upland Public Works
12 I San Bernardino County Grand Jury Final Report
STAFF:
In today's current job market, hiring and retaining staff is an issue. It is not uncommon to go to a retail store, restaurant or local business and find a need for more employees. The City of Upland is no exception, and it is a pleasure to find the public works street maintenance crew is fully staffed as of July 2024! The Grand Jury found, in the City of Upland, Public Works Department there are four people assigned to a team which repairs potholes. The team consist of three permanent and one temporary employee. The number of people completing the repairs can fluctuate based on the weather conditions and the size of the pothole repair. The Grand Jury learned the current staff is new and all were hired within the last two years, except for the Maintenance Coordinator, who is also referred to as the Team Lead. The Grand Jury further found hiring for the City of Upland can take up to six months, however, this process has recently improved.
The Grand Jury understands the need to motivate and retain employees and providing incentives to employees is one way to keep the team fully staffed. The City of Upland Public Works Department could provide incentives for attendance, creative cost-saving ideas, going above and beyond in their team or division are just a few ideas for the workplace. Providing incentives in the workplace is a great way to thank and encourage staff for different milestones in their employment journey.
Incentives help to create a positive work environment and provide employees with a sense of pride and gratitude and can assist in the retention of employees.
TRAINING:
The Grand Jury found the City of Upland provides on-the-job training for the repair of potholes. New employees are sent out in teams of two or three to learn how to San Bernardino County Grand Jury Final Report 13
repair a pothole. The training is continuous and can often takes several months or up to a year for an employee to be competent and confident to repair a pothole on their own. Once learned and repeated over time, the process to prepare a pothole repair is basic and described as a simple task within the industry.
The Grand Jury discovered there is also a need for training in the use of hot mix. If all staff are trained to use hot mix and drive the hot mix truck, it would be cost- effective for the City. Potholes repaired with hot mix last longer and do not easily wear away with weather and regular street use. A repair which lasts longer can reduce the number of reoccurring potholes and therefore reduce the number of times a crew is required to repair the streets.
The Grand Jury found there is no instructor-led classes, online course or structured training programs offered by the City of Upland for the street repair crew. There is street repair training available once a month for leadership staff through networking with other cities.
The Grand Jury also discovered there is no training manual for the repair of potholes.
The City of Upland Public Works Department could benefit from a structured training program that would document each phase of the employees training and proficiency. A training plan would assist in evaluations and would protect both the employee and the employer. The plan would also provide a tool for supervisors and managers to easily monitor employees and evaluate their progress. This tool would effectively bring to light any areas of concern which require more training or supervision. The Grand Jury believes the use of a training checklist, either in paper or electronic format,would be helpful for training and is a cost-effective way to track proficiency and train staff consistently. The checklist should include reference material on street deterioration, instructor-led training, on- the-job-training, and performance of the pothole repair. Maintaining the checklist in the employees 141 San Bernardino County Grand Jury Final Report
training and or personnel file will allow for easy reference for both the employee and employer.
QUALITY CONTROL:
The Grand Jury found that quality control for the work crew was lacking after each pothole repair is completed. The Grand Jury learned the supervisors might observe the area of completed repair as they drive around the city. The Grand Jury also learned those responsible to ensure the quality control process have a heavy workload and therefore they are, at times, unable to complete the quality control after each pothole is repaired. The City of Upland has a new crew and inexperienced staff. The City of Upland is working on training all crew members in quality control.
Implementing a quality control protocol for pothole repairs should include a checklist with an assigned team member responsible for quality control, photos before and after the repair and the method of repair. The checklist is to become a part of the repair documentation in their reporting system.
REPORTING SYSTEM:
The City of Upland uses the NOBEL system for the public to report potholes and street repairs. The system is a web-based application allowing community members to report a pothole and review the status of the repair. The concern the Grand Jury found is when a report is made in person or over the phone. In this instance, the person is not updated or does not have access to the repair progress. The system allows the person who created the complaint online to check on the repair status.
This information is available only if they input their complaint in the NOBEL System.
San Bernardino County Grand Jury Final Report 115
The Grand Jury found that notification of completed repairs is not provided regardless of the way the report for repair was submitted. It would be helpful and show transparency to provide a notification either in paper or electronic format to the person who filed a complaint for a street repair. The current NOBEL system could be used to automatically generate a notice once a repair is completed provided the proper contact information is in the system. This is a positive way to provide good communication and transparency within the community. In those instances where or if the information is not placed in the system, a form could be created and sent out.
When a pothole complaint is received, a location, address or cross street is provided.
The Grand Jury discovered there are instances when a report of a pothole is not found. The city makes every effort to follow-up with a phone call to verify the location, if contact information is available. The Grand Jury found that the City of Upland does not document that contact was made to verify the pothole location. This does not apply if the call was made anonymously.
Once a complaint is made, and a repair request is created for a pothole repair, the time frame to repair is approximately 2-3 months. This time frame allows for the City to focus on emergencies and weather conditions that impact the street conditions. The pothole repair request is often completed within days or weeks of the initial complaint. The timeline for repair varies depending on the weather, the size of the pothole, and the number of complaints received. 16 San Bernardino County Grand Jury Final Report
PHOTOS FOR REPORTING SYSTEM:
A complaint is assigned to a team for repair and a crew member takes a photo of the completed scene as long as safety or weather is not an issue. A scene is described as a view of the complete street including the pothole.
The photo is then uploaded to the system when the repair is completed with a date and time of completion. The information in the system and photo are verified for accuracy by the crew lead. The Grand Jury found that some of the photos entered in the system were duplicates and some complaints had no photo of the completed repair scene. The use of a checklist, either paper or electronic, could be useful to ensure each repair request is completed in the same manner. This checklist could be a good tool for training and evaluation for crew members. The checklist could be assigned to a specific team member to be responsible for quality control checks. The checklist could also document the type of repair completed and add before and after photos of the repair. If a photo is not taken,the reason should be listed. The checklist could be a part of the repair documentation. The use of a checklist could be helpful to all who view the system and wish to check the progress of the repair.
PRIORITIZATION:
The Public Works Department receives hundreds of requests for street repairs annually. The requests are received daily by phone, online through their reporting system, and internally as the City surveys a street which needs repair. The work orders are then prioritized based on the weather, safety, and date and time the complaint is received. Additional considerations for prioritization are the number of complaints received for a specific street, the volume of traffic in the area, the street conditions and the impact to the community. The City of Upland does its best San Bernardino County Grand Jury Final Report 117
to complete all requests within 2-3 months and the repairs are often completed within days of the complaint.
TYPES OF STREET DETERIORATION:
The Grand Jury found there are many types of street deterioration. Below are some examples:
• Asphalt Cracks: Most common type of pavement damage is asphalt cracks. They vary in size, but most are thin and may run deep into the surface of the asphalt pavement.
Asphalt Cracks
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( LTPP Distress Identification Manual- DOT/FHWA)
18 San Bernardino County Grand Jury Final Report
• Potholes: The most commonly reported asphalt damage by residents and motorists are potholes. Potholes occur when cracks grow large enough to allow water to seep into the asphalt and break apart.
Traditional Pothole
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(Photo: LTPP Distress Identification Manual-DOT/FHWA)
• Alligatoring: Alligatoring is typically the result of the expansion or contraction of asphalt due to weather and temperature changes. motoring
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(Photo: LTPP Distress Identification Manual-DOT/FHWA)
San Bernardino County Grand Jury Final Report 19
• Ruts: Ruts are best described as deep depressions (dips or mounds) in the middle of the pavement or near the edges.
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(Photo: DOT/Rutting)
20 I San Bernardino County Grand Jury Final Report
• Shoving: A longitudinal displacement of a localized area of the pavement surface. It is generally caused by braking or accelerating vehicles and is usually located on hills, curves or at intersections. It may have associated vertical displacement.
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(Photo: LTPP Distress Identification Manual- DOT/FHWA)
San Bernardino County Grand Jury Final Report 21
• Raveling: Raveling occurs when asphalt particles flake off the surface of the asphalt pavement.
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(Photo: LTPP Distress Identification Manual- DOT/FHWA)
PROCESS:
After research, interviews, and the review of the Green Book, the Grand Jury found the process for repairing a pothole is as follows:
1. Assess the area
2. Determine the material to be used
3. Set up traffic control
4. Clean the pothole
5. Add emulsion or tack
6. Let the bonding material set
7. Apply material chosen
8. Flatten the hole (lute or tacking)
9. Compact and tamp with a tamper or asphalt roller
10.Clean the area
22 San Bernardino County Grand Jury Final Report
METHODS:
The Grand Jury discovered potholing is always a temporary repair and there are several methods for repairing potholes.
The first method is the cold mix and is the least expensive and least permanent method. The cold mix method can last weeks or several months after a repair depending on the weather and volume of traffic. If there is rain for several days, the cold mix may not last very long and heavy traffic also impacts the longevity of the repair.
The second method is hot mix and is a more permanent method of repair and can last months or years. The hot mix method is a more expensive method for repair.
The City's cost for hot mix is more expensive because the hot mix must be purchased the day of repair and requires the use of a hot mix truck. The City of Upland does use hot mix for smaller repairs when it is not raining and if there is an available trained crew member. The larger street repairs are contracted out.
The third method,which is the grind and overlay, is the most effective and permanent repair and could last 10 or more years when done correctly. The grind and overlay method is also contracted out and therefore a more costly repair.
The City of Upland cares about the safety and well-being of their community members and would like to provide permanent street repairs, such as grind and overlay; however, the city operates within their annual budget. • Cold Mix is asphalt, which is on hand in bulk. Cold mix is not heated and the colder matter settles and creates a bond in the hole. The cost of cold mix materials is between $60-$100 depending on the size of the pothole, the cost for materials could increase.
San Bernardino County Grand Jury Final Report 123
• Hot mix is asphalt which is heated 350° and poured out of a shoot. The hot mix is a more permanent and costly repair. Hot mix is not maintained on site and requires the use of a driver with a Commercial Driver's License (CDL). • Grind and Overlay is a method that is used to dig out and remove asphalt and replace with new asphalt. The grind and overlay method requires heavy equipment and specific training and is contracted out by the City of Upland.
The grind and overlay method are the most permanent and costly method of the three mentioned.
COMMENDATION:
The Grand Jury commends the City of Upland, Public Works Department (Department) for being proactive in its endeavors in identifying street deterioration.
This is evidenced by the Department contracting with Transmap a surveying company on June 26, 2023. Transmap conducted a pavement management survey.
The survey analyzed and assessed the conditions of the public streets in the city of Upland.
The survey utilized a 3-D imaging camera mounted on a vehicle which drives each public street and alley in the city. The data collected is transferred into a software program where a Pavement Condition Index (PCI) is determined. The PCI number along with associated unit cost factors for repairs, assists in providing a budgeting tool for future street maintenance.
24 I San Bernardino County Grand Jury Final Report
FINDINGS AND RECOMMENDATIONS
Findings Recommendations When to Required Implement Response
Finding 1: Recommendation 1: June 30, City of The Grand Jury finds The Grand Jury recommends the 2025 Upland/City the City of Upland City of Upland establish a Council training for street documented training program, repair of potholes has which includes reference material no clear timelines or on street deterioration, instructor- documentation for led training, and online training training. for pothole repair
Recommendation la.
The Grand Jury recommends the
City of Upland maintain a
checklist of the steps completed in
training, proficiency made in
training and maintain the checklist
in their individual and or
personnel file.
Finding 2: Recommendation 2: June 30, City of The Grand Jury finds The Grand Jury recommends the 2025 Upland/City the City of Upland City of Upland provide training in Council street repair crew is the hot mix process and provide not all trained in hot incentives to obtain their CDL. mix repair.
Finding 3: Recommendation 3: July 31, City of The Grand Jury finds The Grand Jury recommends the 2025 Upland/City the City of Upland City of Upland enhance their Council does not document current system with a procedure to follow-up contact document the date, time, photo
San Bernardino County Grand Jury Final Report 125
when a pothole is not and form of contact made to verify located. the location.
Finding 4: Recommendation 4: July 31, City of The Grand Jury finds The Grand Jury recommends the 2025 Upland/City the City of Upland City of Upland provide Council does not notify the notification to the party who citizen who reported submitted the repair request. The the pothole when a notification should be done in reported pothole either a hard copy or electronic repair is completed format for efficiency. We recommend the notification be
automatically generated.
Finding 5: Recommendation 5: I April 30, I City of The Grand Jury finds The Grand Jury recommends the 2025 Upland/City the lack of quality City of Upland establish a quality Council control impacts the control protocol for pothole training and the repairs. The protocol should accuracy of repairs. include a checklist which includes an assigned team member
responsible for quality control,
photos before and after the repair
and the method of repair. The
checklist should become a part of
the repair documentation in their
reporting system.
261 San Bernardino County Grand Jury Final Report
GLOSSARY:
AASHTO: American Association of State Highway and Transportation Officials
CDL: Commercial Driver's License
Cold Mix: Product that is used in dry weather to repair potholes Greenbook: Standard Specifications for Public Works Construction Grind and Overlay: Milling off the top layer of existing asphalt (known as the "mill"). Replacing it with a new layer of asphalt (known as the "overlay").
This process helps rehabilitate and extend the life of the pavement.
Hot Mix: Product that is used in wet weather to repair potholes Lute: Flattening the hole
NOBEL: Operations management software that presents suite of innovative utility management solutions that empower organization to achieve their operational goals.
PCI: Pavement condition index. Numerical rating of the pavement conditions based on the type and severity of distresses observed on the pavement surface.
PQI: Pavement Quality Index
Slurry and Seal: A type of pavement maintenance treatment that uses emulsified asphalt, water, fine aggregate and mineral filler.
San Bernardino County Grand Jury Final Report 127
Tack: Emulsion applied after cleaning the hole
Tamp: Compact hole after filling with asphalt
Transmap: A national provider of professional technical and management support services to the transportation industry.
BIBLIOGRAGHY:
Clucas, Donald Laine: Century of Community: Upland California — THE FIRST ONE HUNDRED YEARS —Upland, Dragonflyer Press, Upland, California Public Works Standards, Inc. "GREENBOOK" STANDARD SPECIFICATIONS FOR PUBLIC WORKS CONSTRUCTION — 2021 EDITION Published by BNi, Building News, Vista, California
REFERENCES:
LTPP Distress Identification Manual - DOT/FHWA
DOT/Rutting
LTPP Distress Identification Manual - DOT/FHWA
National Highway Institute I Home (dot.gov)
Census.gov I U.S. Census Bureau Homepage,
28 I San Bernardino County Grand Jury Final Report
AASHTO resource
Nobel Systems 1 Operations Management Software (nobel-systems.com) Transmap - Home Page
Disclaimer:
This report was issued by the San Bernardino County Civil Grand Jury with the exception of one member who self-recused. This juror was excluded from all parts of the investigation including interviews, deliberations, and the making and acceptance of the report.
San Bernardino County Grand Jury Final Report 129