CITY OF
Jon Thorp, Mayor
Chris Venable, Mayor Pro Tem
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy A. Woolsey, Councilmember
Chris Mann, City Manager
Steven Pacifico, City Attorney
Ana V. Sauseda, City Clerk
AGENDA
City Council
Successor Agency • Housing Authority
February 24, 2025
City Hall - City Council Chambers
34272 Yucaipa Blvd., Yucaipa, California
The City Council serves as the Board for the Yucaipa Successor Agency and Commission for the Yucaipa Housing Authority.
Public Comment will be called at the time and place noted on the Agenda below for the general public to address the City Council, Successor Agency and Housing Authority. Please complete a speaker's form and return it to the City Clerk prior to the beginning of the meeting. Public Comment will be conducted in accordance with the Rules of Procedure adopted pursuant to Resolution No. 2023-07. There is a three -minute time limit for speaking and time may not be ceded to another speaker.
Public Comment Via Mail or Email
Items must be submitted no later than three (3) business hours prior to the meeting at which the commenter seeks to provide comment. Public comment may be submitted via U.S. Mail to the City Clerk at 34272 Yucaipa Blvd., Yucaipa, CA 92399 or via email to publiccomment(&,yucaipa.gov. All mail and email correspondence will be archived, distributed to City Council, and retained as part of the public record; however, submissions will not be read out loud during the meeting. The subject line should specify "Public Comment" and include the date of the meeting.
Written public comment submitted on non -agenda items and on specific agenda items will be made available to the public pursuant to the City of Yucaipa policy regarding the distribution of written public comments at City Council and Commission meetings, which may be accessed on the City's website at https://yucaipa.gov/agendas-minutes/ . Individuals should be aware that comments provided, including personal information, may be disclosable pursuant to the California Public Records Act.
02/24/2025 City Council Agenda 1
Live stream/recording of City Council meetings:
Members of the public may watch city council meetings live at: https://yucaipa.gov/live .
Possible Live Stream Disruptions:
While the City of Yucaipa strives for uninterrupted streaming, technical issues may occasionally occur. We ask for your understanding and patience should there be any disruptions during the live broadcast. We will work diligently to resolve any issues promptly, however, please be advised that the City Council meeting may continue in person while such issues are resolved. Every attempt will be made for the meeting to be recorded and made available for viewing after its conclusion.
CLOSED SESSION — 4:00 PM
A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: APN: 030019126 & APN: 030019134
Agency Negotiator: City Manager Chris Mann
Negotiating parties: Circle K Stores, Inc.
Under Negotiation: Price and Terms of Payment
B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: 36104 Oak Glen Rd, Yucaipa, CA 92399
Agency Negotiator: City Manager Chris Mann
Negotiating parties: Elberta LLC
Under Negotiation: Price and Terms of Payment
C. CONFERENCE WITH LEGAL COUNSEL -- ANTICIPATED LITIGATION Pursuant to Government Code Section 54956.9:
Significant Exposure to Litigation (1) case
D. CONFERENCE WITH LEGAL COUNSEL — PURSUANT TO GOVT. CODE SECTION 54957 — Public Employment; Annual Public Employee Performance Evaluation - City Attorney
E. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Section 54957.6:
Agency Designated Representatives: City Council
Unrepresented Employee: City Manager Chris Mann
OPEN SESSION — 6:00 PM
CALL TO ORDER
INVOCATION
PLEDGE OF ALLEGIANCE
ROLL CALL
02/24/2025 City Council Agenda
CLOSED SESSION REPORT
CHANGES TO THE AGENDA
SPECIAL PRESENTATION
Recognition of Yu -Capture Contest Winner
PUBLIC SAFETY UPDATE
• Police
• Fire
• Code Enforcement
PUBLIC COMMENT
LIMIT 3 MINUTES
CITY COUNCIL CONFLICT OF INTEREST DISCLOSURE
In compliance with the Political Reform Act, Levine Act, and under Common Law, this agenda item provides an opportunity for City Council members to disclose any potential conflicts of interest related to any other item on the agenda. The purpose of this disclosure is to ensure transparency and maintain public trust in the Council's decision -making process.
CONSENT AGENDA
The following Consent Agenda items are expected to be routine and non -controversial.
Council will act upon them, at one time, without discussion. Any Councilmember or staff member may request removal of an item from the Consent Agenda for discussion.
Members of the City Council also sit as the Board for the Successor Agency and Commission for the Housing Authority and may act on the consent calendar for those bodies as part of a single motion with the City Council consent calendar.
1. SUBJECT: APPROVE THE CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY MINUTES OF FEBRUARY 10, 2025
RECOMMENDATION: That the City Council approve the City Council/Successor Agency/Housing Authority minutes of February 10, 2025.
2. SUBJECT: MONTHLY REPORT ON YUCAIPA APP USAGE — JANUARY, 2025 RECOMMENDATION: That the City Council receive and file a report of the user activity on the Yucaipa App for the month of January, 2025. 02/24/2025 City Council Agenda
3. SUBJECT: THERESA MASSARO (CASE NO. 24-0001/OAK): AN OAK TREE PERMIT FOR THE REMOVAL OF TWELVE (12) TUCKER OAK TREES AT 13582 OAK MOUNTAIN DRIVE; APN: 0322-791-12
RECOMMENDATION: That the City Council approve the Planning Commission's recommendation of Oak Tree Permit No. 24-0001 for the removal of twelve (12) structurally compromised oak trees with a 1:1 replacement ratio, consistent with the City's Municipal Code, to allow adequate space for the construction of a new single-family residence.
4. SUBJECT: SUMMARY VACATION OF RIGHT-OF-WAY — GATEWAY PROJECT RECOMMENDATION: That the City Council:
1. Adopt Resolution No. 2025-03, ordering the Summary Vacation of Right -of -Way and determining a categorical exemption under the California Environmental Quality Act (CEQA), pursuant to Class 1, Section 15301(c).; and
2. Approve the related actions included in the resolution; and
3. Authorize the City Manager, or his designee, to execute the necessary documents to complete the summary vacation process.
5. SUBJECT: AMENDED PROFESSIONAL SERVICES AGREEMENT WITH PROPS AV
RECOMMENDATION: That the City Council authorize the City Manager or his designee to administer the terms of the Amended Professional Services Agreement (Agreement) for FY25 with Props AV.
6. SUBJECT: FACILITY LEASE AGREEMENT — REDLANDS SWIM TEAM 7TH STREET POOL 12385 7TH STREET
RECOMMENDATION: That the City Council authorize the City Manager to execute the lease agreement with Redlands Swim Team, Inc, a California Non -Profit. for the temporary use of the identified City facility.
7. SUBJECT: 2024 EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) — POLICE DEPARTMENT
RECOMMENDATION: That the City Council:
1. Accept the 2024 JAG award in the amount of $12,134 to fund the acquisition of eligible safety equipment; and
02/24/2025 City Council Agenda
2. Authorize an amendment to the FY25 Budget to recognize the 2024 JAG award with an increase in grant revenue and the expenditure budgets in the Miscellaneous Special Revenue Fund in the amount of $12,134; and
3. Authorize the Mayor to execute the Certifications and Assurances as the Chief Executive of the City.
DISCUSSION ITEMS
8. SUBJECT: CODE ENFORCEMENT FINE FORGIVENESS PROGRAM
RECOMMENDATION: That the City Council adopt Resolution No. 2025-04, establishing the City of Yucaipa Code Enforcement Fine Forgiveness Program, which sets forth procedures and eligibility requirements for waiving outstanding fines associated with corrected violations under the Yucaipa Municipal Code.
9. SUBJECT: ORAL REPORT OF A SUMMARY OF COMPENSATION AND
APPROVAL OF AN AMENDED AND RESTATED EMPLOYMENT AGREEMENT
FOR CHRIS MANN AS CITY MANAGER AND SETTING COMPENSATION AND
OTHER TERMSOF EMPLOYMENT
RECOMMENDATION: That the City Council receive an Oral Report of a summary of compensation and approve the Amended and Restated Agreement for Chris Mann as City Manager and setting compensation and other terms of employment.
10. SUBJECT: REQUEST FOR PROPOSALS FOR CITY ATTORNEY SERVICES RECOMMENDATION: That the City Council review the Request for Proposals for City Attorney Services and provide direction as needed.
11. SUBJECT: FY25 MID -YEAR BUDGET STATUS AND ADJUSTMENTS RECOMMENDATION: That the City Council:
1. Approve the following revenue budget adjustments:
a. Additional solid waste Franchise Fee revenue to be collected in FY25 of $2,100,000; and
b. Additional Sales & Use Tax revenue to be collected in FY25 of $500,000; and
2. Receive and file the staff -level approved budget adjustment log; and
3. Approve the expenditure budget adjustments totaling $696,500 in the General Fund, $25,000 in the IT Internal Service Fund, $50,000 in the Public Safety Fund, and $50,000 in the PEG Fund; and
02/24/2025 City Council Agenda C
4. Approve the following staffing adjustments:
a. Funding the position of Director of Community Development, Salary Range 57 ($167,773-$209,526); and
b. Reallocating the position of Housing & Economic Development Analyst, Salary Range 28 ($81,984-$102,387) to Economic Development Manager, Salary Range 43 ($118,738-$148,287); and
c. Reclassifying and funding the position of Systems Analyst, Salary Range 28 ($81,984-$102,387) to Procurement and Contracts Analyst, Salary Range 28 ($81,984-$102,387); and
d. Reallocating the position of Senior Administrative Assistant (Public Works), Salary Range 23 ($70,055-$87,489), to Senior Administrative Assistant (Public Works), Salary Range 25 ($73,602-$91,918); and
e. Eliminating the Senior Development Services Technician position, Salary Range 25 ($73,602-$91,918); and
f. Creating one Public Works / Engineering Specialist position, Salary Range 14 ($56,095-$70,055); and
g. Reallocating the position of Administrative Technician, Salary Range 26 ($75,442-$94,216), to Administrative Technician, Salary Range 22 ($68,347- $85,356); and
h. Reallocating and funding the position of Network Support Specialist, Salary Range 21, ($66,679-$83,273) to Network Support Specialist, Salary Range 24 ($71,807-$89,677); and
i. Reclassifying one Accounting Assistant position, Salary Range 17 ($60,408- $75,442) to Assistant to the Fire Chief, Salary Range 17 ($60,408-$75,442); and
Creating one Emergency Management Assistant position, Salary Range 8 ($48,371-$60,409); and
k. Adopt Resolution No. 2025-05, adopting the General Unit Salary, Benefit and Classification Plan; and
1. Adopt Resolution No. 2025-06, adopting the Management, Supervisory and Confidential Employee Benefit and Classification Plan; and 02/24/2025 City Council Agenda L
5. Approve the following regarding the Cost Allocation Plan:
a. Approve the update to the City's existing Cost Allocation Plan, effective for Fiscal Year 2024-25 and subsequent fiscal years; and
b. Approve the delegation of authority to the Director of Finance to process any related budget adjustments in Fiscal Year 2024-25.
COUNCILMEMBER REPORTS
ANNOUNCEMENTS
ADJOURNMENT
02/24/2025 City Council Agenda
Notice Regarding Americans with Disability Act
The City of Yucaipa complies with the Americans with Disabilities Act of 1990. If you need special assistance to participate in this meeting, please call the City Clerk's Department at (909) 797-2489, during normal business hours, at least 48-hours prior to the meeting.
Notification 48 hours prior to the meeting will enable the city to make reasonable accommodations to ensure accessibility to this meeting.
CEQA STATEMENT:
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA guidelines sections 15060(c), 15061(b)(3), 15273, 15378, 15301,15323 and/or Public Resource Code Section 21065.
Pursuant to Government Code Section 54957.5, any disclosable public records related to an open session item on a regular meeting agenda and distributed by the City of Yucaipa to all or a majority of the City Council, less than 72 hours prior to that meeting, are available for public inspection at Yucaipa City Hall, 34272 Yucaipa Boulevard, Yucaipa, CA 92399, during normal business hours.
DISCLOSURE OF CAMPAIGN CONTRIBUTIONS
(Levine Act — Government Code section 84308)
Pursuant to Government Code section 84308, members of the City Council and Planning Commission are disqualified and not able to participate in any agenda item involving contracts (other than competitively bid contracts, labor contracts, or personal employment contracts with City employees), franchises, discretionary land use permits and other entitlements if the Councilmember or Planning Commissioner received more than $500 in campaign contributions from the applicant or contractor, an agent of the applicant or contractor, or any financially interested participant who actively supports or opposes the City's decision on the agenda item since January 1, 2025. Any applicants, contractors or their agents who have made, campaign contributions totaling more than $500 to a City Councilmember or Planning Commissioner member since January 1, 2025, are required to disclose that fact for the official record of the subject agenda item and any such City Councilmember or Planning Commissioner shall not make, participate in making, or in any way attempt to use their official position to influence the subject agenda item. Disclosures must include the amount of the campaign contribution and identify the recipient City Councilmember or Planning Commissioner and may be made either in writing to the City Clerk prior to the subject hearing or by verbal disclosure at the time of the hearing.
02/24/2025 City Council Agenda Q
NOTICE REGARDING CHALLENGES TO DECISIONS
Pursuant to all applicable laws and regulations, if you would like to challenge the decision of the City Council on an item appearing on this Agenda, you may be limited to raising only those issues you or someone else raised at the public hearing(s) described in this Agenda, or in written correspondence delivered to the City at, or prior to, the public hearing.
AFFIDAVIT OF POSTING
State of California }
County of San Bernardino } ss.
City of Yucaipa }
I, Ana V. Sauseda, City Clerk of the City of Yucaipa, California, do hereby declare that the foregoing agenda was posted on 02/20/2025, at least seventy-two (72) hours prior to the meeting per Government Code 54954.2, at the following locations:
Yucaipa City Hall, 34272 Yucaipa Boulevard, Yucaipa, California City of Yucaipa website www.yucaipa.gov
Ana V. Sauseda, MMC
City Clerk
02/24/2025 City Council Agenda n
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CITY OF
YUCAIPA
FIRE
DEPARTMENT
MONTHLY
REPORT
JANUARY 2025
■
CITYWIDE CALLS
FOR SERVICE IN JANUARY
STATION 1: 378
STATION 2: 202
STATION 3: 393
YTD CALLS FOR SERVICE
DEPARTMENT WIDE- 943
CALLS FOR SERVICE INCREASED 9 %
SINCE LAST MONTH
943
O Medical Aid
O Fire Menace Standby
O Investigation
O Other Fire
0 Ringing Alarm
0 Traffic Collision
O Vehicle Fire
00 11
O False Alarm
O Haz Mat
O No Aid
O Public Service Assist
O Structure Fire
O Vegetation Fire
OAssist
SIGNIFICANT INCIDENTS
• ROSS TRASH COMPACTOR
FIRE
• TC ROLLOVER
• UPSTAFFING FOR WIND AND
PSPS INCIDENT
n
� J �
r4$ri VV
DOG RESCUE FROM STORM
DRAIN
TRAINING
- Internal Structure Qualification Testing
- Mental Wellness and Stress Management Workshop
- AED Training for Yucaipa Library Staff
CONTINUING PROJECTS
• Submitted HMPG grant
application
• CONFIRE Update
1 st District Meeting
CODE ENFORCEMENT
STATISTICS
JANUARY 2025
CODE CASES
January
• 49 new cases submitted
• 19 resolved by the end of the month
Top Cases
• Unpermitted Construction
• Overgrown Vegetation
• Storage Violation (Front Yard Setback Area)
• Inoperable Vehicles
• Trash and Debris
:moo"
40 :3-
�t 7
INSPECTION ACTIVITY
January
• 238 inspections
• 140 cases closed out
• $1,930.00 received in citation fees
Mobile Home Parks
• 2 cases opened
Poultry Ranches
• 3 inspections
• No violations
Notable Element
• Point in Time count conducted on January 22,
2025
THANK YOU
CITY OF
AGENDA REPORT
Item No. 1
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City C1erk,4/,5� SUBJECT: Approve the City Council/Successor Agency/Housing Authority Minutes of February 10, 2025
RECOMMENDATION:
That the City Council approve the City Council/Successor Agency/Housing Authority Minutes of February 10, 2025.
Attachment(s):
1. Regular Meeting Minutes — 02/10/2025
Approved by:�
02/24/2025 City Council Agenda 27
ATTACHMENT 1
02/24/2025 City Council Agenda 28
City of Yucaipa
City Council/Successor Agency/Housing Authority Minutes Regular Meeting of February 10, 2025
City Hall Council Chambers
34272 Yucaipa Blvd., Yucaipa, CA 92399
CLOSED SESSION — 5:00 PM
CALL TO ORDER
Mayor Thorp called the Closed Session meeting to order at 5:00 p.m.
CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: None
19"30 �L�L�]►l I►I I �I�Y�I
CLOSED SESSION — 5:00 PM
A. CONFERENCE WITH LEGAL COUNSEL — PURSUANT TO GOVT. CODE SECTION 54957 — Public Employment; Annual Public Employee Performance Evaluation - City Manager
B. CONFERENCE WITH LEGAL COUNSEL — PURSUANT TO GOVT. CODE SECTION 54957 — Public Employment; Annual Public Employee Performance Evaluation - City Attorney
C. CONFERENCE WITH LEGAL COUNSEL — ANTICIPATED LITIGATION - Significant Exposure to Litigation pursuant to Paragraph (2) of Subdivision (d) of Section 54956.9
Number of Cases (1)
The City Council entered Closed Session at 5:00 p.m.
City Council Minutes
02/24/2025 City Council Agenda
29 OPEN SESSION — 6:00 PM
CALL TO ORDER
Mayor Thorp called to order the Special Meeting of the City Council/Successor Agency/Housing Authority at 6:08 p.m.
INVOCATION
The invocation was led by Pastor Joel Vincent.
PLEDGE OF ALLEGIANCE
Pledge of Allegiance was led by Captain Walker.
CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: None
STAFF
PRESENT: Chris Mann, City Manager
Jennifer Crawford, Assistant City Manager
Steven Pacifico, City Attorney
Ana Sauseda, Director of General Services/City Clerk
CLOSED SESSION REPORT
Mayor Thorp announced that the Council would reconvene to Closed Session at the end of Open Session.
CHANGES TO THE AGENDA
City Manager Chris Mann stated that there were no changes to the agenda.
SPECIAL PRESENTATION
YAPS Dog of the Month was presented by Executive Director Jennifer Hurlbut.
Take a Hike recognition was presented to John & Debbie Perez.
City Council Minutes
02/24/2025 City Council Agenda
30 YCJUSD Superintendent Cali Binks recognized Captain Walker for his presentation at the Annual Statewide California School Boards Association.
Mayor Thorp presented the following with Community Awards:
❖ COPS Volunteer of the Year: John Van Eck
❖ Firefighter of the Year: Captain Allen "Skip" Miller
•3 Deputy of the Year: Deputy Michael Castaneda
❖ Non -Profit of the Year: Smiles for Seniors
❖ Citizen of the Year: Rocky Cobb
PUBLIC COMMENT
The following members of the public spoke:
• Dr. Hansen Wang
• Martha Glubka
• Mary Ruhter
CONSENT AGENDA
1. SUBJECT: APPROVE THE CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY MINUTES OF JANUARY 27, 2025.
RECOMMENDATION: That the City Council approve the City Council/Successor Agency/Housing Authority minutes of January 27, 2025.
2. SUBJECT: MONTHLY TREASURER'S REPORT DECEMBER 2024
RECOMMENDATION: That the City Council receive and file the Monthly Treasurer's Report for December 2024.
3. SUBJECT: AWARD OF CONTRACT — CITY YARD LANDSCAPING PROJECT — PROJECT NO. 11191
RECOMMENDATION: That the City Council:
1. Award and authorize the City Manager to execute a contract, and the City Manager or his designee administer the terms of the contract to the lowest responsive bidder, David 011is Landscape Development of Redlands, CA in the amount of $198,536 for the City Yard Landscaping Project — Project No. 11191 (Landscaping Project); and
2. Approve the amounts of $20,000 for construction contract contingency and the amount of $10,000 for construction contract administration, staff time, testing, and inspection, for a total construction budget in the amount of $228,536; and
3. Authorize the City Manager or his designee to administer the distribution of the contract contingency; and
4. Approve the plans and specifications prepared for the Landscaping Project.
City Council Minutes
02/24/2025 City Council Agenda
31 4. SUBJECT: LANDSCAPE AND LIGHTING MAINTENANCE DISTRICT NO. 1 ZONE
S DORMANCY AGREEMENT
RECOMMENDATION: That the City Council:
1. Adopt Resolution No. 2025-02 approving the Dormancy Agreement for Landscape and Lighting Maintenance District No. 1, Zone S; and
2. Authorize the City Manager to execute the Dormancy Agreement and authorize the City Manager or his designee to administer the terms of the Dormancy Agreement.
5. SUBJECT: AMENDMENT TO THE GOODS AND SERVICES AGREEMENT WITH DIVERSIFIED PROTECTIVE SERVICES INC.
RECOMMENDATION: That the City Council:
1. Authorize the City Manager or his designee to administer the terms of the amended Goods and Services Agreement with Diversified Protective Services Inc. for the procurement of security guards for festivals, Yucaipa Performing Arts Center events and rentals; and
2. Dispense with competitive bid procedures pursuant to Yucaipa Municipal Code (YMC) Section 2.24.060.A.
7. SUBJECT: 2024 EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) — POLICE DEPT.
RECOMMENDATION: That the City Council:
1. Accept the 2024 JAG award in the amount of $12,134 to fund the acquisition of eligible safety equipment; and
2. Authorize an amendment to the FY25 Budget to recognize the 2024 JAG award with an increase in grant revenue and the expenditure budgets in the Miscellaneous Special Revenue Fund in the amount of $12,134; and
3. Authorize the City Manager to execute the Certifications and Assurances as the Chief Executive of the City.
ACTION: MOTION BY COUNCILMEMBER BEAVER, SECOND BY
COUNCILMEMBER MILLER, CARRIED 5-0, TO APPROVE CONSENT
AGENDA ITEM NOS. I THROUGH 5 AND 7.
City Council Minutes
02/24/2025 City Council Agenda
32 PULLED CONSENT ITEM
6. SUBJECT: SPECIAL EVENT PERMIT APPLICATION — LOVE YUCAIPA &
CALIMESA
RECOMMENDATION: That the City Council:
1. Approve a Special Event Permit Application submitted by Grace Point Fellowship (Applicant); and
2. Waive the Special Event Permit Application fee of $200.
DISCUSSION: Director of Community Services Wolfe presented the Agenda Report.
After Council discussion, the following Motion was made:
ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER BEAVER, CARRIED 4-1 (COUNCILMEMBER WOOLSEY VOTED NO), TO APPROVE STAFF'S RECOMMENDATION.
DISCUSSION ITEMS
8. SUBJECT: CITIZEN SERVICE APPOINTMENTS TO CITY COMMITTEES RECOMMENDATION: That the City Council review the applications received by the City Clerk's Office and appoint citizens to the Economic Development Advisory Committee (EDAC) and Mobilehome Park Committee.
DISCUSSION: Director of General Services/City Clerk Sauseda presented the Agenda Report.
The following members of the public spoke:
• Robert Alva
• Michael Gardner
• Richard Hess
• Dr. Hansen Wang
• Edward Timmons
• Mark Westwood
Economic Development Advisory Committee (EDAC)
Donna Snodgrass was nominated by Councilmember Woolsey for the at -large position and appointed by a majority vote of the Council.
Motion by Mayor Pro Tern Venable/Second by Mayor Thorp nominating Edward Timmons for the at -large position failed with Councilmembers Beaver, Miller, and Woolsey voting no and Mayor Pro Tem Venable and Mayor Thorp voting aye.
City Council Minutes
02/24/2025 City Council Agenda
33 Christopher Markarian was nominated by Councilmember Beaver for the at -large position and appointed by a majority vote of the Council with Councilmember Woolsey voting no.
Motion by Councilmember Beaver/Second by Mayor Pro Tern Venable carried 5-0 to appoint the following:
• Michael Gardner - Financial Institution
• Alex Patel - Local Developer
Motion by Mayor Pro Tern Venable/Second by Councilmember Beaver carried 5-0 to accept the following appointments issued by their respective agencies:
• Stefani Schreurs-Jacoby - Chamber of Commerce
• Jacqueline Overstreet - Board of Realtors
• Michelle Riggs - Crafton Hills College
• Cathy Bogh - Yucaipa Calimesa Joint Unified School District Councilmember Beaver was nominated by Mayor Pro Tern Venable as the Non -Voting Councilmember and was appointed by a majority vote of the Council.
Mobilehome Park Committee
Motion by Councilmember Beaver/Second by Mayor Pro Tern Venable carried 5-0 to appoint the following:
• Pam Millard - Yucaipa Mobilehome Park Residents under Rent Control • Christina Soverns - Yucaipa Mobilehome Park Residents under Rent Control • Mark Westwood - Yucaipa Mobilehome Park Residents under Rent Control Motion by Councilmember Beaver/Second by Councilmember Woolsey carried 5-0 to appoint the following:
• Richard Hess - Yucaipa Mobilehome Park Owners or Owner Representative • Mitchell Emerson - Yucaipa Mobilehome Park Owners or Owner Representative Motion by Mayor Pro Tern Venable/Second by Councilmember Woolsey carried 5-0 to appoint the following:
• Julie Paule - Industry Representative
City Council Minutes
02/24/2025 City Council Agenda
34 9. SUBJECT: YUCAIPA BRANCH LIBRARY PROJECT
RECOMMENDATION: That the City Council:
1. Not proceed with the Yucaipa Branch Library Project due to the financial risks associated with the total project development costs; and
2. Authorize the City Manager to execute any necessary documents required to terminate the project agreement and return funding for the project.
DISCUSSION: Director of Government Affairs/PIO Pradetto presented the Agenda Report.
The following members of the public spoke:
• Byanka Nunez
• Dr. Hansen Wang
• Mark Westwood
• Martha Glubka
After Council discussion, the following Motion was made:
ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER BEAVER, CARRIED 4-1 (COUNCILMEMBER WOOLSEY
VOTED NO), TO BRING THIS ITEM BACK AT THE FIRST MEETING IN MARCH TO DISCUSS DIFFERENT OPTIONS.
COUNCILMEMBER REPORTS
Mayor Pro Tem Venable asked the public to support the upcoming Love Yucaipa event. He also asked residents to participate in the upcoming City Run.
Councilmember Beaver read a proclamation issued by the Yucaipa City Council recognizing January 27th as Holocaust Remembrance Day.
Councilmember Miller recognized Code Enforcement Officer Diana Serrano for her countless contributions to the SOP Team. He attended the funeral of Jizae Gloss, a fourth grade student from Valley Elementary.
Councilmember Woolsey gave an update from the SBCTA meeting she attended the prior week.
Mayor Thorp asked that staff update the applications used for City Committees to ensure consistency. He also announced that regarding Closed Session Item B, the Council voted for an RFP to be brought back at the next Council meeting. Lastly, he asked that an item be brought back to Council to discuss the length of terms for City Committees.
City Council Minutes
02/24/2025 City Council Agenda
35 ANNOUNCEMENTS
None
C:]13Lllll .7►1►� 1 �1►Y Y
The meeting adjourned the meeting to Closed Session at 8:38 p.m. in honor of Jimmy Glubka's 33rd Heavenly Birthday.
C�17.y 11 �7.�l.Y.y CI]�I
The City Council entered Closed Session at 8:38 p.m. with all members present.
The City Council reconvened into Open Session at 10:31 p.m. with Councilmember Miller, Mayor Pro Tem Venable, and Mayor Thorp present.
CLOSED SESSION REPORT
City Attorney Pacifico announced that there was no reportable action.
ADJOURNMENT
The meeting adjourned at 10:31 p.m.
Jon Thorp, Mayor
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
City Council Minutes
02/24/2025 City Council Agenda
tT
CITY OF
Item No. 2
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City Clerk 4kl1 ' SUBJECT: Monthly Report on Yucaipa App Usage — January 2025 RECOMMENDATION:
That the City Council receive and file a report of the user activity on the Yucaipa App for the month of January, 2025.
BACKGROUND/DISCUSSION:
The Yucaipa App is a smart phone application that allows users to report issues and access City information. The App allows users to submit pictures and geographical locations to help the City to respond effectively and provide status updates. The App has played a crucial role in addressing concerns related to homelessness and street maintenance.
As the City aims to increase the number of residents using the App, staff will continue to submit a monthly accountability report sharing important statistics.
Monthly Totals
Item
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
JANUARY
Total Monthly
1197
670
670
252
246
Users
Total Issues
259
242
211
182
235
Submitted
Most
Street/City
Street/City
Street/City
Street/City
Street/City
Commonly
Issue (80)
Issue (77)
Issue (66)
Issue (25)
Issue (88)
Reported Issue
02/24/2025 City Council Agenda 37
Issues Totals by Type
JULY
AUG
SEP
OCT
NOV
DEC
JAN
Code Enforcement
74 75
50 36
45 34
45 Daily Park Task
------
1 1
2 ------
3 Daily Street Task
------
2 2
1 6
Engineering Review
------
------
------
1 ------
Graffiti/Vandalism
15 5
26 31
30 27
30 Homeless Issue
51 64
49 33
40 29
28 Park Issue
26 26
22 28
8 9
12 Refer to LLMD
------
------
4 4
6 1
8 Refer to PMP
8 7
12 3
4 3
5 Street/City Issue
81 90
80 77
66 68
88 Traffic Calming
10 13
9 27
9 9
8 Trail Issue
3 3
4 1
3 ------
2 Grand Total
268
286
259
242
211
182
235
FISCAL IMPACT:
No fiscal impact related to the recommendation.
Approved by:
02/24/2025 City Council Agenda 38
CITY OF
9a
AGENDA REPORT
DATE: February 24, 2025
Item No. 3
TO: Honorable Mayor and City Council
FROM: Fermin Preciado, Director of Development Services/City Engineer' Benjamin J. Matlock, Deputy Director of Community Development/City Plannergp/- Christian Farmer, Associate Planner( f
SUBJECT: Theresa Massaro (Case No. 24-0001/OAK): An Oak Tree Permit for the removal of twelve (12) Tucker Oak trees at 13582 Oak Mountain Drive; APN: 0322-791-12.
RECOMMENDATION:
That the City Council approve the Planning Commission's recommendation of Oak Tree Permit No. 24-0001 for the removal of twelve (12) structurally compromised oak trees with a 1:1 replacement ratio, consistent with the City's Municipal Code, to allow adequate space for the construction of a new single-family residence.
BACKGROUND/DISCUSSION:
On February 26, 1996, the City Council adopted Resolution No. 96-03, which established comprehensive oak tree conservation and protection guidelines for the City of Yucaipa. Pursuant to Section 4(B)(1)(b) of this Resolution, requests for Oak Tree removals involving a cumulative quantity of four (4) or more oak trees will be subject to the City Council's review. At the regular meeting of February 2, 2025, the Planning Commission provided a recommendation for approval to the City Council to approve Oak Tree Permit No. 24-0001.
02/24/2025 City Council Agenda 39
The applicant is requesting the removal of twelve (12) structurally compromised Tucker oak trees located at 13582 Oak Mountain Drive in order to provide adequate space for the construction of a new single-family residence proposed at the subject property. Five (5) of the trees are located within the proposed home's footprint, while the balance of the trees are located where proposed development would result in an encroachment within the protected zone of the trees. Three (3) additional trees are in close proximity of the required proposed grading and will need to be fenced and protected at the time of the grading work. If additional trees need to be removed for the purposes of grading or to install underground utilities, the applicant will need to bring the project back through the review process.
Pursuant to the City Council adopted Resolution No. 96-03, the twelve (12) trees identified for removal shall be replaced at a ratio of 1:1 and that each replacement tree shall be a minimum size of 15-gallons.
This means that with an approval for the removal of twelve (12) trees at the subject site, twelve (12) new oak trees shall be planted on -site or elsewhere in the City pursuant to the City's policy.
CRY OF YVCAIPA
' PRECISE GRADING PLAN
PARCEL . TRACT1-1 10717
" ACRES
GROSS
2.19/ ACRES GROSS
46 lar
3y
The map above was provided by the applicant and is attached to indicate the proposed grading; however, it does not accurately reflect the trees to be removed. An oak tree report has been provided by the City's landscape architect, which is contained in Attachment 1, identifying which trees will be removed or protected in place. With guidance from the City's contract Landscape Architect, the proper application of the required appropriate management program will be implemented to maintain the long-term survival of these oak trees as required by the Oak Tree Permit.
Attachment(s):
1. Oak Tree Report
2. Planning Commission Meeting Minutes 2-5-2025
Approved by
02/24/2025 City Council Agenda 40
ATTACHMENT 1
02/24/2025 City Council Agenda 41
August 10, 2024
Ben Mattlock
City of Yucaipa
34272 Yucaipa Blvd
Yucaipa, CA 92399
SUBJECT: OAK TREE REPORT Massaro property on Oak Mountain Drive Dear Ben:
In compliance of the City of Yucaipa's Oak Tree Conservation and Protection Guidelines, I have evaluated the health and condition of the 16 trees located West of Oak Mountain Drive, between Pine Mesa Ct. and Wildwood View. The trees are growing within the property at and below street elevation. Location of tree protection zones are within or near the proposed construction area. Trees numbered in this report are either per tags installed by IERCD or site assignments. Date of observation 8/10/2024, 8:00 am. There are two types of oak trees on this site.
Quercus agrifolia Coast Live Oak and Quercus john-tuckeri Tucker Oak. The Quercus agrifolia (tree 45) is outside of proposed grading area. (trees # 1, 870, 877, 876, 878, 879, 880) have structural issues, dead wood and show structural failures. (trees # 3, 14, 15, 16) are multi trunked — sucker growth from cut tree at base. (trees #9, 10) are sharing the same location and are in competition for space. (trees 4 & 6) are Quercus john-tucheri and are scattered over most of the remainder of the north part of the lot. The growth is very dense.
Physical Evaluation
Environment: Native trees, located west and north of street on steep to gentle slope. See attached plan for tree locations.
Structure: Single, double trunk trees with dead wood and heavy bark. Seasonal wet conditions promote heavy moss on trunks. This is due to density of growth, narrow canyon and steep slopes. Over all condition, dead wood, poor structural condition, "co -dominant stems" represents a structural weakness and prone to structural failure.
Horticultural Evaluation
No evidence of insect activity on any trees.
Tree Rating System
(A = Outstanding, B = Above Average, C = Average, D = Below Average/Poor, E = Dead) D - (tree # 1, 870, 877, 876, 878, 879, 880, 15, 16)
C — (tree # 3, 4, 10,
B — (tree #5, 6, 9)
Recommendation
Trees #5, 6 & 9 are outside of proposed grading area and are in the best condition. Protect at time of grading with fencing at protection zone (dripline plus 5') no other trees located wthin proposed grading are rated above C-.
Sinc ely, ��
Steven Frenken
ISA Certified Arborist #WE3943A
11626 Territory Road, Yucaipa CA 92399 909-856-0858
02/24/2025 City Council Agenda 42
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02/24/2025 City Council Agenda 43
ATTACHMENT 2
02/24/2025 City Council Agenda 44
PLANNING COMMISSION MINUTE EXCERPT
A Special meeting of the Planning Commission of the City of Yucaipa was called to order in the City Hall Council Chambers, located at 34272 Yucaipa Boulevard, Yucaipa, California, at the hour of 6:30 PM., on the 5th day of February 2025 with Chair Stacey Chester presiding.
ROLL CALL PRESENT: Stacey Chester, Chair
Dennis Miller, Vice Chair
Tony Hicks, Commissioner
Mike McCuistion, Commissioner
Brandon Mihld, Commissioner
Timothy Mullins, Commissioner
Robert O'Brine, Commissioner
ABSENT: None
A quorum of the Planning Commission was present.
AGENDA ITEM NO.3
SUBJECT: THERESA MASSARO. (CASE No. 24-0001 /OAK): AN OAK TREE PERMIT FOR THE REMOVAL OF TWELVE (12) TUCKER OAK TREES LOCATED AT 13582 OAK MOUNTAIN DRIVE; APN:0322-791-12.
RECOMMENDATION: That the Planning Commission recommend approval of Oak Tree Permit No. 24-0001 for the complete removal of twelve (12) dead and/or structurally comprised trees with a 1:1 replacement to allow adequate space for the construction of a new single-family residence.
ACTION: MOTION BY COMMISSIONER HICKS, SECOND BY VICE CHAIR MILLER, CARRIED, 7-0, TO APPROVE CONSENT AGENDA ITEM NO.3.
STATE OF CALIFORNIA }
COUNTY OF SAN BERNARDINO }
CITY OF YUCAIPA } ss
I, Maria Koolhoven, Administrative Assistant of the City of Yucaipa, California, do hereby certify that the foregoing is a full and correct excerpt of the Minutes of a Regular meeting of the Yucaipa Planning Commission held on the 5th day of February 2025. 02/24/2025 City Council Agenda 45
CITY OF
Item No. 4
AGENDA REPORT
DATE: City Council Meeting of February 24, 2025
TO: Honorable Mayor and City Council
FROM: Fermin Preciado, Director of Development Services/City Engineer �( Benjamin Matlock, Deputy Director of Community Development/City Planner Ryan C. Miller, Housing and Economic Development Analyst® SUBJECT: Summary Vacation of Right -of -Way — Gateway Project RECOMMENDATION:
That the City Council:
1. Adopt Resolution No. 2025-03, ordering the Summary Vacation of Right -of -Way and determining a categorical exemption under the California Environmental Quality Act (CEQA), pursuant to Class 1, Section 15301(c).; and
2. Approve the related actions included in the resolution; and
3. Authorize the City Manager, or his designee, to execute the necessary documents to complete the summary vacation process.
BACKGROUND/DISCUSSION:
On February 26, 2024, the City Council approved an Amended Development Agreement to facilitate the ongoing development of the Gateway (Project), a key commercial project that includes the La Quinta hotel, fuel station, and restaurants located at the southwest corner of Oak Glen Road and 14th Street. As part of the Project's implementation, the vacation of excess public right-of-way is necessary to maintain compliance with the terms of the Development Agreement.
The proposed resolution aligns with the provisions of the California Streets and Highways Code, specifically Section 8330, and identifies the excess public road right-of-way to be vacated for the Project. The resolution formally designates the portions of excess public road right-of-way to be vacated, effectively clearing public records of redundant and now defunct encumbrances and facilitating more efficient land use within the Project area. By removing this unneeded right-of-way from the City's jurisdiction, the proposed action enhances the efficiency of public infrastructure management and mitigates potential liability risks associated with maintaining obsolete public roadway areas, consistent with the City's long-term vision for infrastructure and land use planning. 02/24/2025 City Council Agenda 46
Additionally, the proposed right-of-way vacation qualifies as a categorical exemption under the California Environmental Quality Act (CEQA), pursuant to Class 1, Section 15301(c).
FISCAL IMPACT:
There is no fiscal impact on the General Fund for this action.
Attachment(s):
1. Resolution No. 2025-03
Approved by:
02/24/2025 City Council Agenda 47
ATTACHMENT 1
02/24/2025 City Council Agenda 48
RESOLUTION NO.2025-03
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA,
CALIFORNIA, APPROVING AND ORDERING THE SUMMARY
VACATION OF RIGHT-OF-WAY, AND DETERMINING THAT THE
VACATION OF PORTIONS OF THE RIGHT OF WAY ARE
CATEGORICALLY EXEMPT FROM THE REQUIREMENTS OF THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)
WHEREAS, the City Council of the City of Yucaipa hereby declares its intention to order the vacation of the right-of-way located at APNs 301183019, and 301183020 as described in Exhibit "A" and depicted in Exhibit `B" for APNs 301183019, and 301183020 attached hereto and incorporated herein by reference, ("Properties"); and
WHEREAS, in vacating the Properties, the City Council of the City of Yucaipa elects to proceed under and in accordance with the provisions of the "Streets and Highways Code of the State of California" pursuant to Section 8330 ("Summary Vacation"); and WHEREAS, the Properties are superseded by relocation due to it being rededicated and physically relocated to a new alignment, does not cut off access to any other properties along the remainder of the existing Properties, does not prevent or terminate the use of any utility facilities, is not required for public road purposes, and therefore is not necessary for present or prospective public use; and
WHEREAS, based on the above recitals, the property is excess public road right-of-way that has been superseded by the relocation and may be vacated pursuant to Streets and Highway Code Section 8330; and
WHEREAS, the proposed vacation serves a public purpose by eliminating and clearing the public records of unnecessary public road right-of-way; and WHEREAS, nothing in this Resolution shall in any way affect or disturb any existing easements for public utility purposes belonging either to the City of Yucaipa or to any public utility.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA HEREBY RESOLVES AS FOLLOWS:
Section 1. The City Council hereby finds from all the evidence presented that the Properties in the City of Yucaipa as described and depicted in Exhibits "A" and `B" are unnecessary for present or prospective road purposes, is not being used for the dedicated purpose it was intended for, has not been used for the purpose for which it was dedicated for five years immediately preceding this vacation action, and is, therefore, hereby ordered vacated; and
Section 2. This public right-of-way summary vacation is hereby ordered by the City Council pursuant to the authority set forth under Division 9, Part 3, Chapter 4 of the California Streets and Highways Code; and
02/24/2025 City Council Agenda 49
Section 3. This public right of way summary vacation does not change the area land use designation and is, therefore hereby found and determined to be in conformity with the City of Yucaipa General Plan Land Use Element and Transportation Element (Streets and Highways Code Section 8313(a).); and
Section 4. It is hereby determined that vacation of a portion of the right-of-way is categorically exempt from the requirements of the California Environmental Quality Act (CEQA), pursuant to Class 1, Section 15301(c); and was contemplated in the Mitigated Negative Declaration adopted for Case No. 21-026, and therefore does not require any additional environmental review pursuant to Section 15162(a); and Section 5. The public service easement identified herein is not useful for roadway purposes and it does not involve the abandonment of public right-of-way. (Streets and Highways Code Sections 8314 and 892.); and
Section 6. There are no in -place public utility facilities that are in use or that would be affected by the vacation of the public service easement as this easement does not provide for public utility facilities. (Streets and Highways Code Section 8334.5.); and Section 7. Pursuant to Section 8330 City Clerk is hereby directed Pursuant to Section 8330 of said Streets and Highways Code, the City Clerk is hereby directed to transmit this Resolution to the County of San Bernardino County Recorder; and Section 8. The City Manager or his designee is hereby authorized to take such actions as they deem necessary or proper to effectuate the purposes of this Resolution and all actions previously taken are hereby ratified; and
Section 9. From and after the date this Resolution is recorded, the public service easement identified herein shall constitute a public service easement, the vacation shall be complete, and the public service easement is established.
PASSED, APPROVED, and ADOPTED this 24th day of February, 2025.
Jon Thorp, Mayor
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
02/24/2025 City Council Agenda CO
EXHIBIT "A'y
LEGAL DESCRIPTIONS - EASEMENT VACATIONS
IN THE CITY OF YUCAIPA, COUNTY OF SAN BERNARDINO
STATE OF CALIFORNIA
EASEMENT 1
Recorded 04102/2007 as Document#: 2007-0202928, as follows:
That portion of Block 62 of Subdivisior. No_ 6 of a par, of Dunlap Ranch; tract No. 2187, in the City of Yucaipa, County of San Berna-dino, .State of Ca.ifornia, as per Map filed in Book 31,
COMMENCING at :he intersection of the center)°nes o- Dunlap Boulevard (fcrme!'ly Ocean to Ocean Highway) and Avenue "F" (formerly Colorado St.) as shown cn said Tract No. 2187:
thence northeas'erly along said centerline of Avenue "F", 247.00 feet (75.286 meters) more or less; to the most easterly corner of lane described as Parcel No. 1 in Grant Deed recorded August 21. 1991 as Instrument No. 91-318285. Official Records of said County; thence along the northeaster.y Ime of said aarce No. 1. North 37009`57" West; 30.00 feet (9.144 meters) to a point on t".e northwesterly right-of-way line of said Avenue 'F", said point being the POINT OF BEGINNING; thence cenJnuing along said northeasterly line of Parcel No 1, North 37"09"57 West, 15.283 meters; thence leaving said northeasterly line of Parcel No. 1, South 36"01'27" West, 5 134 mWers to the becinning of a tangent curve concave northwesterly. ")av rg a radii:s of 144.517 meters; thence southwesterly 55.750 meters along said curve through a central angle of 22`C6"O" to a poirt on the northeasterly line of that certain easement reserves to the State of California by document recorded in Book 5885, Page 368,Official Records of said County; therce South 37'09'57" East, 1.`48 meters along the boundary fne of said easement to an angle paint therein; thence continuing along said easement boundary line, North 73'29'40" Last, 20.195 meters to a point on said northwesterly right-of-way line of Avenue " "; t",ence North 52'47'12" East, 41.144 meters along saia northwesterly right-of-way line to the POINT OF BEGINNING.
Containing approximately 5'.3.8 square meters (5,530 square feet).
The bearings and distances used in .h.e above description aie based on the California Coordinate System of 1983, Lone 5. Multiply aistances shown by 1.00008931 to obtain ground level distances.
SEE PLAT, SHEET 5 OF 7, ATTACHED HERE ; O AND BY THIS REFERENCE MADE A PART HEREOF.
AFFECTS. A.P,N. 03C1-183-C7C
02/24/2025 City Council Agenda 51
EXHIBIT B
>
-j
tb
APN
0301-183-020
EASEMENT -
RECORDED 04/02/2007
AS DOCUMENT* 2007-0202928
010 STREET
L
OAK GLEN ROAD
( '-'CJ'-JRAD'-' S-R---7-T '
SHEET 5 OF 7
CITY OF YUCAIPA, CA
FASEMENT VACATIONS
EASEMENT EASEMENT
VACATION
AREA RUARY. 202;.- SCALE: 1"=30'
02/24/2025 City Council Agenda 52
EXHIBIT "A"
EASEMENT 2
Recorded 04102/2007 as Document#: 2007-0202931. as follows:
That portion of Block 62 of Tract No. 2187, in the County of San Bernardino, State of California, per a Map filed 'n Bonk 31, Page 71 of Maps, San Bernardino County Records, described as fal'ows:
BEGINNING at the intersect,cn of the northwesterly 'right-of-way line of Avenue "F" (sormerly Colorado Street) as show- or. said Tract No. 2187 with a line that is parallel with and 247.00 feet (75.285 meters) ro.,theasterly e the centerline of Dunlap Boulevard, (forme-y Ocean to Ocean Hig)way) as shown on said Tract No. 2187; thence North 52°47'12" East, 6 014 meters along said northweste-ly right-of-way line; thence North 49'30'01 ' East, 36.106 meters to a point or the westerly lire of the property desc-ibed in deed recorced December 1' , 1962 in Book 5816, page 405, Official Records of said County; tnence Ncrth 37'09'57" West, 8.654 meters along said westerly line; thence South 65°54'08" West. 7.475 meters: tionce South 57°28'37'° West. 34.892 meters to a point on said parallel line; thence South 37"09'57" East,
15.283 meters along said parallel lisle to the POINT or BEGINNING.
Containing approximately 528.9 square meters (5,693 square feet).
The bearings and distances used in the above descripticn are based on the California Coordinate System of 1983. Zone Multiply -distances shown by 1.00008931 to cbta'r.. ground level distances.
SEE PLAT, SHEET 6 OF 7, ATTACHED HERETO AND BY THIS REFERENCE MADE A PART HEREOF.
AFFECTS: A.P.N. 0301-183-019 AND 0301-183-020
02/24/2025 City Council Agenda 53
EXHIBIT B
AP h
CM--183-020
EASEMENT2
RL: J i "E 04/02/2007
AS DOCUMLN;# 2007-0202931 I
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A P N I
03u1 183-019
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VACATIOK
AREA
SHEE1 6 F 7
CITY OF YUCAIPA, CA
F, EASEMENT VACATIONS
EASEMENT 2
FEBRUAY. 2025 SCALE: 1'=60'
02/24/2025 City Council Agenda 54
EXHIBIT "A"
EASEMENT3
Recorded 04/02/2007 as Document#: 2007-0202926. as follows:
That portion of Block 62 of Tract No. 2187, in he City of Yucaipa. County of San Bernardino, State of Ca rfornia, per a Map `iled in Book 31, Page 71 of Maps. Records of said County, described as follows:
COMMENCING at the centerline intersection of Dun:ap Boulevard ,formerly Ocear to Ocean Highway) and Avenue "F" (formerly Colorado Street) as shown on said Tract No. 2187; thence Nflrh 52'47 " 2" East, 117 338 meters (385.00 feet i along said centerline of Avenue "F" to the most southerly corner of that certair parcel of land as described in a Quitclaim Deed recorded in Book 5816, Page 405 of Official Records of said County: thence North 37°09'57" West, 11.493 meters along the southwesterly line of saic Quitclaim Deed to the most westerly corner of *hat certain parce; of land as described in Docament. recorded February 28, 1997 as Document No 19970070355, Official Records o- said County, also being the POINT OF BEGINNING; thence North 52''47'12" East, 12.078 meters along the northwestery line of last said Document to tie beginning of a curve concave westerly and having a radius of 10.667 meters thence northeasterly 9.153 meters along the arc of said curve. and along said northwesterly lire through a central angle of 49'0946", thence South 65 54'08" West, 20.681 meters to a point or said first mentioned southwesterly line: thence South 37a09'57" East, 8 385 meters along laic southwesterly line to the POINT OF BEGINNING.
Containing approximately 112.5 square meters (1,211 square feet).
The bearings and distances used in the above description are based on the California Coordinate System of 1983. Zone 5. WltiDly distances shown by 1 00008931 to obtain ground level distances
SEE PLAT. SHEET 7 OF 7, ATTACHED HERETO AND BY THIS REFERENCE MADE A PART HEREOF.
AFFECTS: A.P N. 301-183-019
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02/24/2025 City Council Agenda 55
EXHIBIT B
APN
0301-183 -020
EASEMENT 3
APN
CM-183-019
' 1
REC0 �-'_U 04/021L007
AS DOCUPA=.`,.T-'
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-------------- _
OAK GLEN ROAD
(COLORAGO 5iREE-) f
f
SHEET 7 OF 7
CITY OF YUCAIPA, CA
EASEMENT VACATIONS
i=AS N `
EASEMENT 3
VACATION
ARFA FF=iRjARY, 2025 SCALE: 1"=60'
ATTACHMENT 2
02/24/2025 City Council Agenda 57
Excess Right -of -Way Location Map
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QSR F- I APN 0301-183-071 _
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FASEMENT 1 .EE ' WEFT 1 471
SEE SHM7 S 0r 1
-------------------------------
OAK (31 FN ROAD !
CITY OF YUC:/ IPA CA
Excess Right -of -Way
Location Map
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VAC.ATICv
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;5 City Council Agenda ` CQ
Item No. 5
AGENDA REPORT
DATE: February 10, 2025
TO: Honorable Mayor and City Council
FROM: Megan Wolfe, Director of Community Services
Joe Pradetto, Director of Governmental Affairs/PIO
SUBJECT: Amended Professional Services Agreement with Props AV RECOMMENDATION:
That the City Council authorize the City Manager or his designee to administer the terms of the Amended Professional Services Agreement (Agreement) for FY25 with Props AV.
BACKGROUND/DISCUSSION:
On June 24, 2024, City Council authorized the City Manager to execute a Agreement with Props AV to provide production services for various special events at the Yucaipa Performing Arts Center, in the not to exceed amount of $358,000. The services provided as part of this Agreement include:
• One technical director (minimum 40 hours a week)
• One lighting specialist (minimum 20 hours a week)
• Working with artists production teams to ensure production meets artist rider requirements before during and after the event
• Managing inventory before and after events
Staff is requesting to add to the scope of this agreement for social media content creation. The estimated cost during FY25 is $30,000 which will bring the total contract with Props AV to $388,000.
Staff is also taking this opportunity to define the scope of services in a more detailed manner. In addition, the contractor has requested an update to the indemnification language. The indemnification language has been reviewed and approved by both the City attorney and CIRA. 02/24/2025 City Council Agenda 59
FISCAL IMPACT:
The $30,000 increase to the contract fits in the existing budget and no budget adjustment is being requested.
Attachment:
1. Amended Professional Services Agreement
Approved by: a��;
02/24/2025 City Council Agenda 60
ATTACHMENT 1
02/24/2025 City Council Agenda 61
AMENDMENT TO
AGREEMENT
BY AND BETWEEN
THE CITY OF YUCAIPA
A CALIFORNIA MUNICIPAL CORPORATION
AND
PROPS AV
DATED: FEBRUARY 24, 2025
CITY OF
Form Approved 2/17/2023
4935-9091-7402.1
02/24/2025 City Council Agenda 62
FIRST AMENDMENT TO AGREEMENT
This Amendment to the original agreement dated July 1, 2024 ("Agreement"), attached as Exhibit 1 to this Amendment, for production services is made and entered into as of this 24th day of February 2025, by and between the City of Yucaipa ("City"), a California municipal corporation and Props AV, A California Corporation, ("Vendor"). City and Vendor are sometimes hereinafter referred to as "Party" and hereinafter collectively referred to as the "Parties." Parties agree to the following amendments to the Agreement:
Agreement's Section 2. Compensation is amended:
"This agreement is for a not to exceed amount of $388,000. Vendor shall provide City a quote for services requested and invoice City for services rendered on a per event basis. City shall pay Vendor upon completion of Vendor's services.
2. Agreement's section 6 (Indemnification, subsection A. 1. is amended:
A. Indemnities for Third Party Claims.
1. Each party hereto ("Indemnifying Party") shall indemnify, defend and hold harmless the other party, its officers, agents, employees and volunteers against any loss, cost, damage, expense, claim, suit, demand, or liability of any kind or character, including but not limited to reasonable attorney fees, arising from or relating to any negligent or wrongful act or omission of the Indemnifying Party, its officers, agents or employees, which occurs in the performance of, or otherwise in connection with, this agreement, but only in proportion to and to the extent such loss, cost, damage, expense, claim, suit, demand, or liability of any kind or character, including reasonable attorney fees, is caused by or results from the negligent or wrongful act or omission of the Indemnifying Party, its officers, agents, or employees.
3. Exhibit A of the Agreement is amended to read in its entirety:
SCOPE OF SERVICES/COMPENSATION
1. Vendor shall provide audio visual ("AV") services for the Yucaipa Performing Arts Center ("YPAC") and the following City special events ("Special Events"):
a.
4th of July
b.
Concerts in the Park
C.
Autumnfest
d.
Winterfest
e.
9-11 Ceremony
f.
State of the City Event
g.
Music and Arts Festival
4935-9091-7402.1 Page I I
02/24/2025 City Council Agenda 63
2. Each YPAC performance, and/or rental, or Special Event will be unique in time, location, and type of event. Vendor shall take City staff s direction to meet the need of each client. Vendor shall meet with City staff to understand the need of each event including sound, lighting, stage size and layout. Vendor must provide a quote to operate the sound and lights for the event, ensure Vendor executes event production to City's standards and provide a detailed invoice within three (3) business days at the event's conclusion.
3. Vendor shall work with City staff on City -produced shows and events and when directed will act on behalf of City to negotiate production and AV with artists and their team. Vendor's duties include, but are not limited to:
a. Maintain inventory,
b. Organize City's equipment and products stored at the YPAC, C. Produce events by installing, removing, adjusting City -owned lights and sound equipment, such as speakers and amps,
d. Operate heavy machinery such as a forklift, and
e. Chair Setup:
i. Assist with the arrangement and setting up of chairs in the indoor theater according to the specified layout for each event, including the retractable seating,
ii. Ensure chairs are clean, in good condition, and properly arranged prior to audience arrival.
f. Stage Construction:
i. Build and disassemble the stage as required for various performances and events.
ii. Ensure compliance with safety standards during stage setup and teardown, and
iii. Collaborate with technical staff to integrate stage features (e.g., lighting, props).
g. Mechanical Checks: Conduct thorough inspections of all mechanical at YPAC including, but not limited to:
i. Roll doors,
ii. Outdoor stage door,
iii. Sound systems,
iv. Lighting equipment,
V. Rigging system,
vi. Projection equipment, and
vii. Ensure all mechanical items are functioning correctly and report any malfunctions or necessary repairs to City staff.
4. Vendor shall work with YPAC staff to streamline processes and procedures for performance and non-performance rentals, and help to evaluate, locate, and recommend the purchase of supplies, equipment, and software programs for YPAC, that will result in efficient processes and excellent customer service.
4935-9091-7402.1 Page 12
02/24/2025 City Council Agenda 64
5. Vendor shall provide one Vendor staff member for a minimum of forty (40) hours a week to act as an AV technician as well as one Vendor staff member for a minimum of twenty (20) hours a week to act as a lighting technician.
6. Vendor will have each subcontractor and employee providing in -person services for any event to be in uniform and arrive to each event no later than one (1) hour before the start. Vendor will work with City staff to execute each event.
7. Vendor shall provide one Vendor staff for a minimum of 40 hours a week to generate, to City's preference, engaging and high -quality video content tailored for City's social media platforms. The goal is to enhance City's online presence, connect with City's audience, and drive engagement through visual storytelling. All content created during this engagement will be City's property. Vendor agrees to maintain confidentiality regarding proprietary information and materials.
[SIGNATURE PAGE FOLLOWS]
4935-9091-7402.1 Page 13
02/24/2025 City Council Agenda 65
IN WITNESS WHEREOF, Parties hereto have executed this Amendment to Agreement on the date and year first written above.
CITY OF YUCAIPA VENDOR
By:
Chris Mann
City Manager
ATTEST:
CITY CLERK
By:
Ana Sauseda, MMC
APPROVED AS TO FORM:
CITY ATTORNEY
By:
Steven G. Pacifico, City Attorney
4935-9091-7402.1 Page 14
Brady Westbrook
Owner
02/24/2025 City Council Agenda 66
(AI YOV
Item No. 6
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Megan Wolfe, Director of Community Services
SUBJECT: Facility Lease Agreement — Redlands Swim Team 71h Street Pool 12385 7t" Street RECOMMENDATION:
That the City Council authorize the City Manager to execute the lease agreement with Redlands Swim Team, Inc, a California Non -Profit. for the temporary use of the identified City facility.
BACKGROUND/DISCUSSION:
The Redlands Swim Team (RST) has been displaced due to facility repairs taking place at their current facility. RST is seeking a pool facility for four months to continue to offer their swim program.
City staff engaged with RST to identify a suitable facility for their needs. The 7th Street Pool, located at 12385 7th Street will meet their needs and is only being used for minimum programming including Lifeguard classes from March until June. The temporary facility lease terms are for the defined term of March 1, 2025 to June 6, 2025 at $1,000 per week.
The proposed facility will be a temporary solution while their facility is repaired.
FISCAL IMPACT:
An executed Lease Agreement would generate $4,300 per month in rental revenue accounted for in the General Fund.
Attachment(s):
1. Facility Lease Agreement
Approved by:
02/24/2025 City Council Agenda
4902-5228-0349.1
67 ATTACHMENT 1
02/24/2025 City Council Agenda 68
RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:
City Clerk
City of Yucaipa
34272 Yucaipa Boulevard
Yucaipa, CA 92399
EXEMPT FROM FEES PER G.C. 6103 1
SPACE ABOVE FOR RECORDERS USE ONLY
FACILITY LEASE AGREEMENT
12385 71h Street Yucaipa, CA 92399
APN: 0318-131-30 and 0318-131-29
This lease agreement ("Lease") is made and entered into this 251h day of February 2025 (the "Lease") by and between the City of Yucaipa, a municipal corporation ("City") and Redlands Swim Team, Inc., a California non-profit corporation ("Tenant). The parties to this Lease may be referred to herein as "Party" or collectively as the "Parties." I. SCOPE OF AGREEMENT
City grants to Tenant and Tenant accepts from City a lease to use the Seventh Street Pool, located at 12385 71h Street, also known as Assessor's Parcel Number 0318-131-30 and 0318-131-29 which includes (1) swimming pool and one building (hereinafter referred to as "the Leased Premises") on the terms and conditions set forth herein.
II. ENTIRE AGREEMENT
This Lease is the complete agreement of the Parties with respect to the subject matter hereof.
III. TERM OF LEASE; EXTENSION; TERMINATION
The term of this Lease starting on March 1, 2025, and ending on June 6, 2025. This Lease may be terminated by either Party, with or without cause, upon fifty (15) days written notice to the other Party. City shall provide such notice only after specific action by the City Council to terminate this Lease. Tenant must vacate the premises by June 7, 2025, because City intends to use the Premises for the public. 4912-5035-4717.1
02/24/2025 City Council Agenda 69
IV. LEASING OF FACILITY; RENT
In consideration of the mutual covenants contained herein and the payment by Tenant to City rent of $1,000.00 per week, by the 5th day of each calendar month, without prior notice or demand, and without offset or deduction, City hereby leases to Tenant, and Tenant hereby leases from City, the 7th Street Pool facility located at 12385 71h Street, Yucaipa, California.
V. UTILITIES AND MAINTENANCE
1. Tenant Responsibilities:
a. Tenant shall provide certified lifeguards and certified coaches necessitated by Tenant's use of the leased premises.
b. Tenant shall be responsible for providing and paying for trash removal and disposal services for the leased premises. This includes arranging for regular trash pickup and ensuring that all waste generated by Tenant's use of the premises is properly disposed of in compliance with local regulations.
c. During the term of this Lease, Tenant shall conduct routine maintenance at its cost. The Parties agree that the term "routine maintenance" shall include the day-to-day or periodic maintenance activities, such as janitorial services, removal of trash, and use of lane lines, which are intended to maintain the premises in a manner such that it will not deteriorate from its condition before leased, normal wear and tear excluded.
2. City Responsibilities:
a. City is responsible for utilities and cost of utilities defined as water, gas, electricity, and sewer usage.
b. City agrees to perform and pay for pool and pool deck maintenance, including chemicals, landscaping and any major or structural maintenance of the building excluding damage caused by Tenant, in addition to the cost of irrigation water for the front yard.
c. City reserves the use of the Premises for City -approved classes and activities. The schedule for classes will be coordinated with Tenant.
VI. USE OF LEASED PREMISES
1. The leased premises will be used by Tenant to operate the Redlands Swim Team, and perform duties in the day-to-day operations of the 7th Street Pool.
2. Tenant may use the parking lot near the North corner of the Property to park. 4912-5035-4717.1
02/24/2025 City Council Agenda 70
3. Modifications to the leased premises may be made by Tenant, subject to prior written approval by City and at no cost to City.
4. Tenant agrees that it will, upon termination of this Lease, return the lease premises in the same condition as at the commencement of the term of the lease, reasonable wear and tear excluded.
VIL INSURANCE REQUIREMENTS
Tenant shall procure and maintain, for the duration of the Lease, insurance against claims for injuries to persons or damages to property, which may arise from or in connection with Tenant's operation and use of said premises:
Commercial General Liability: $5,000,000 per occurrence for bodily injury, personal injury, and property damage ($500,000 sub -limit for property damage). If Commercial General Liability or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Coverage shall be at least as broad as ISO CGL occurrence form GC 0001. Workers' Compensation as required by the Labor Code of the State of California and Employers' Liability Insurance. Automotive Liability:
$1,000,000 combined single limit (CSL) for bodily injury and property damage. This shall include owned, hired, and non -owned automobiles. Coverage shall be as broad as ISO CGL occurrence form CG 0001. Auto liability is required only if autos are used in performance of this contract. All policies, except for Workers' Compensation (requires Certificate of Insurance only), shall name City of Yucaipa, its employees, officers, agents, and volunteers as additional insureds. The insurance provided to the City as an additional insured must apply on a primary and non-contributory basis with respect to any insurance or self- insurance program maintained by the City. Certificates of insurance shall be provided to City prior to or concurrent with the Tenant's execution of this Lease. The coverage shall provide that such insurance afforded to the additional insureds shall be primary, but only as respects to this Lease, and insurance maintained by City, its employees, officers, agents, and volunteers shall be non-contributing. Each insurance policy required by this clause shall state that coverage shall not be cancelled except after thirty (30) days prior written notice has been given to City.
Waiver of Subrogation
Tenant hereby grants City a waiver of any right to subrogation which any insurer of said Tenant may acquire against City by virtue of the payment of any loss under such insurance.
Tenant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not Tenant has received a waiver of subrogation endorsement from its insurer. However, the Workers' Compensation policy shall be endorsed with a waiver of subrogation in favor of Tenant for all work performed by the Tenant, its employees, agents, invitees, members, and subcontractors. 4912-5035-4717.1
02/24/2025 City Council Agenda 71
VIII. INDEMNIFICATION AND HOLD HARMLESS
To the fullest extent permitted by law, Tenant shall indemnify, protect, defend (with legal counsel reasonably selected by City) and hold harmless City and any and all of its elected and appointed officials, officers, employees, independent contractors, representatives and agents ("Indemnified Parties") from and against any and all claims, actions and proceedings (whether at law or equity, administrative or judicial), demands, orders, judgments, losses, injuries (including, without limitation, injury to or death of an employee, invitee or member of Tenant, liabilities of every kind (including, without limitation, incidental and consequential damages, court costs, and litigation expenses, and fees of expert or expert witnesses incurred in connection therewith and cost of investigation), damages, costs and expenses, including attorney's fees and costs, (collectively "Claims") that arise out of, pertain to, or relate to, directly or indirectly, in whole or in part, Lease by Tenant its officers, agents, employees, representatives, members, invitees, anyone directly or indirectly employed by any of them, or anyone that they control. Tenant's duty to indemnify, protect, defend, and hold harmless Indemnified Parties, shall not include any Claims arising from the sole negligence or willful misconduct of the Indemnified Parties.
Tenant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from every in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Tenant fails to obtain such indemnity obligations from others as required here, Tenant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Tenant and shall survive the termination of this Agreement and this section.
IX. DESTRUCTION OF PREMISES
Should the Premises be damaged or destroyed by any cause not the fault of Tenant (including its members or invitees), City may, at City's sole option, repair the same.
X. MORTGAGES AND OTHER ENCUMBRANCES
Tenant shall not mortgage, hypothecate or otherwise encumber or cause any liens to be placed upon the Premises or the freehold estate of City.
XI. ASSIGNABILITY
Tenant shall not sub -lease the Premises, and any attempt to do so shall terminate this Lease without further action on City's part.
4912-5035-4717.1
02/24/2025 City Council Agenda 72
XIL DEFAULT
Except as otherwise provided in this Lease, at any time one party is in default or breach of any provision of this Lease, the other party may give written notice to remedy such default or breach. If the default or breach is remedied within thirty (15) days following such notice, then this Lease shall continue in full force and effect. If, (1) such default or breach is not remedied within said fifteen (15) day period, or (2) the nature of the default or breach is such that it cannot reasonably be cured within fifteen (15) days and the defaulting party fails to commence to cure within the fifteen (15) day period and thereafter diligently prosecute the cure to completion, then the non -defaulting party may, at its option, terminate this Lease and, if terminated by City, take possession of the Premises without further notice and shall also be entitled to such damages or other remedies at law or in equity are available to either Party because of such default or breach. Termination of this Lease pursuant to this section shall not be considered a waiver of damages or other remedies at law or in equity available to either Party because of such default or breach. Each term and condition of this Lease shall also be deemed to be a covenant. A waiver by either Party of any default or breach by the other Party of any provision of this Lease shall not constitute or be deemed to be a waiver of any subsequent or other default or breach. No waiver shall be binding, unless executed in writing by the party making the waiver; waivers on behalf of City shall only be given by resolution of the City Council. No waiver, benefit, privilege, or service voluntarily given or performed by either Party shall give the other party any contractual right by custom, estoppel, or otherwise. The subsequent acceptance of rent pursuant to this Lease shall not constitute a waiver of any preceding default by Tenant other than default in the payment of the particular rental payment so accepted, regardless of City's knowledge of the preceding breach at the time of accepting the rent; nor shall acceptance of rent or any other payment after expiration or termination constitute a reinstatement, extension, or renewal of the Lease or revocation of any notice or other act by City.
XIII. GENERAL PROVISIONS
1. Attorneys' Fees. In the event that any action is brought by either Party against the other Party for the enforcement or declaration of any right or remedy in or under this Lease or for the breach or enforcement of any covenant or condition of this Lease, the prevailing party shall be entitled to recover reasonable attorneys' fees and litigation costs from the other party.
2. Waiver.
a. No waiver of any breach of any of the terms, covenants, agreements, restrictions, or conditions of this Lease shall be construed as a waiver of any succeeding breach of the same or other covenants, agreements, restrictions, and conditions hereof. b. City's consent to or approval of any act shall not be deemed to render unnecessary the obtaining of City's consent to or approval of any subsequent act by Tenant. The acceptance of rent hereunder by City shall not constitute a waiver of any preceding breach by Tenant of any provision hereof, other than the failure of Tenant to pay the rent so accepted, regardless of City's knowledge of such preceding breach at the time 4912-5035-4717.1
02/24/2025 City Council Agenda 73
of its acceptance of such rent.
3. Entrby City; Inspection. City reserves the right for City and City's agents and representatives to enter upon the Premises at any reasonable time and after reasonable notice to Tenant for the purpose of inspecting the Premises, to examine the condition thereof, including the Premises' environmental condition; showing the same to prospective purchasers, tenants or lenders; making such alterations, repairs, improvements or additions to the Premises, as City deems reasonable or necessary; or attending to City's business and City's interest hereunder, as City may deem necessary or desirable.
4. Relationship of the Parties. The relationship of the Parties hereto is that of landlord and tenant, and it is expressly understood and agreed that City does not in any way, nor for any purpose, become a partner of Tenant or a joint venture with Tenant in the conduct of Tenant's operations, or otherwise.
5. Incorporation of Prior Agreements; Modifications. This Lease contains all agreements of the Parties with respect to any matter. No prior agreement or understanding pertaining to any such matter shall be effective. This Lease may be modified only in writing and signed by the Parties at the time of such modification.
6. Time of Essence. Time is expressly declared to be of the essence of this Lease. Each term and each provision of this Lease, performable by Tenant, shall be construed to be both a covenant and a condition.
7. Quitclaim. At the expiration or earlier termination of this Lease, Tenant shall execute, acknowledge and deliver to City, within five (5) days after written demand from City to Tenant, a quitclaim deed or other document deemed necessary or desirable by City's counsel to remove any cloud of this Lease from the real property subject to the Lease.
8. Construction of Lease. This Lease's language shall, in all cases, be construed as a whole and in accordance with its fair meaning and not restricted for or against either City or Tenant.
The captions of the sections and subsections of this Lease are for convenience only and shall not be considered or referred to in resolving questions of construction.
9. Choice of Law, Venue. This Lease shall be governed by the laws of the State of California, with venue for any legal actions, which may be brought by either party against the other party in the San Bernardino Superior Court, San Bernardino Justice Center.
XIV. NOTICES
Any notice to be given or other document to be delivered by either Party to the other hereunder may be delivered in person to either party, or may be deposited in the United States mail, in the State of California, duly registered or certified, with postage fully prepaid and addressed to the party for whom intended as follows:
4912-5035-4717.1
02/24/2025 City Council Agenda 74
TO CITY: City Manager
City of Yucaipa
34272 Yucaipa Blvd.
Yucaipa, CA 92399
(909) 797-2489, Ext. 253
TO TENANT: President
Redlands Swim Team, INC
PO Box 7917
Redlands, CA 92375
Either Party may, from time to time, by written notice to the other Party, designate a different address, which shall be substituted for the one above specified. If any notice or other document is sent by registered or certified, the same shall be deemed served or delivered on the third (3rd) business day after the mailing thereof.
XV. SEVERABILITY
If any provision of this Lease shall be adjudged to be invalid, void or illegal, it shall in no way affect, impair or invalidate any other provision(s) hereof, the Parties hereby agree that they would have entered into the remaining portion of this Lease notwithstanding the omission of the portion or portions adjudged invalid, void or illegal.
XVI. COUNTERPARTS
This Lease may be executed in any number of counterparts, each of which, when executed and delivered, shall be deemed to be an original, and all of which, taken together, shall be deemed to the same instrument.
IN WITNESS WHEREOF, the parties hereto have executed this Lease on the date and year first above written.
CITY OF YUCAIPA
Chris Mann, City Manager
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
4912-5035-4717.1
02/24/2025 City Council Agenda 75
APPROVED AS TO FORM:
Steven Pacifico, City Attorney
Redlands Swim Team, Inc.
a California Non -Profit Corporation
Name:
Title:
4912-5035-4717.1
02/24/2025 City Council Agenda 76
CITY OF
Item No. 7
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Trevor Benson, Public Safety Manager
SUBJECT: 2024 Edward Byrne Memorial Justice Assistance Grant (JAG) — Police Department RECOMMENDATION:
That the City Council:
1. Accept the 2024 JAG award in the amount of $12,134 to fund the acquisition of eligible safety equipment; and
2. Authorize an amendment to the FY25 Budget to recognize the 2024 JAG award with an increase in grant revenue and the expenditure budgets in the Miscellaneous Special Revenue Fund in the amount of $12,134; and
3. Authorize the Mayor to execute the Certifications and Assurances as the Chief Executive of the City.
BACKGROUND/DISCUSSION:
This staff report is being brought back to Council for further action because the Certifications and Assurances document needs to be signed by the Mayor, rather than the City Manager, as initially requested. This clarification ensures the compliance with the required process, and the report is being presented for Council's approval of the necessary adjustments.
The City of Yucaipa Police Department (YPD) applied for and has been awarded the 2024 JAG grant to purchase essential equipment that will enhance the safety and effectiveness of our law enforcement personnel. This funding is a vital resource in providing our officers with the tools they need to respond effectively to high -threat situations, ensuring both officer and public safety. YPD would like to use the JAG award to purchase the following:
1. (4) Pepper Ball Launchers and (20) Rounds
These less -lethal devices are used to subdue combative individuals in a controlled manner, minimizing the risk of serious injury. This equipment is essential for maintaining public safety in volatile or high -risk situations while offering an effective alternative to traditional methods of force. 02/24/2025 City Council Agenda 77
2. (5) SeeDevil Area Lights and (5) Portable Power Stations High -quality area lighting will be installed to support the Major Accident Investigation Teams (MAIT). This equipment ensures proper visibility during the investigation of serious traffic collisions, particularly in low -light conditions or at night. Effective lighting is crucial for gathering evidence and conducting thorough investigations in a timely manner.
3. (4) Yamaha Generators
The purchase of portable generators will provide reliable power sources during emergencies, such as earthquakes, floods, or power outages. These generators will ensure that essential equipment, including computers, printers, and other necessary equipment remain operational, allowing our department to continue serving the community without interruption in critical situations.
4. (2) Portable Printers
These will be used to print various necessary documentation.
FISCAL IMPACT:
The recommendations will result in a budget increase of $12,134 to both revenues and expenditures in the Miscellaneous Special Revenue Fund.
Attachment(s):
1. Certifications and Assurances by the Chief Executive of the Applicant Government Form Approved
pp
02/24/2025 City Council Agenda 78
ATTACHMENT 1
02/24/2025 City Council Agenda 79
U.S. DEPARTMENT OF JUSTICE
OFFICE OF JUSTICE PROGRAMS
Edward Byrne Memorial Justice Assistance Grant Program FY 2024 Local Solicitation Certifications and Assurances by the Chief Executive of the Applicant Government On behalf of the applicant unit of local government named below, in support of that locality's application for an award under the FY 2024 Edward Byrne Memorial Justice Assistance Grant ("JAG") Program, and further to 34 U.S.C. § 10153(a), I certify to the Office of Justice Programs ("OJP"), U.S. Department of Justice ("USDOJ" ), that all of the following are true and correct:
1. 1 am the chief executive of the applicant unit of local government named below, and I have the authority to make the following representations on my own behalf as chief executive and on behalf of the applicant unit of local government. I understand that these representations will be relied upon as material in any OJP decision to make an award, under the application described above, to the applicant unit of local government.
2. 1 certify that no federal funds made available by the award (if any) that OJP makes based on the application described above will be used to supplant local funds but will be used to increase the amounts of such funds that would, in the absence of federal funds, be made available for law enforcement activities.
3. 1 assure that the application described above (and any amendment to that application) was submitted for review to the governing body of the unit of local government (e.g., city council or county commission), or to an organization designated by that governing body, not less than 30 days before the date of this certification.
4. 1 assure that, before the date of this certification— (a) the application described above (and any amendment to that application) was made public; and (b) an opportunity to comment on that application (or amendment) was provided to citizens and to neighborhood or community -based organizations, to the extent applicable law or established procedure made such an opportunity available.
5. 1 assure that, for each fiscal year of the award (if any) that OJP makes based on the application described above, the applicant unit of local government will maintain and report such data, records, and information (programmatic and financial), as OJP may reasonably require.
6. 1 have carefully reviewed 34 U.S.C. § 10153(a)(5), and, with respect to the programs to be funded by the award (if any), I hereby make the certification required by section 10153(a)(5), as to each of the items specified therein.
7. If the applicant named below is not the unit of local government itself, I certify that it is an instrumentality of the unit of local government and is approved to serve as the applicant and recipient of FY 2024 JAG funding on behalf of the unit of local government.
Signature of Chief Executive of the Applicant Unit of
Local Government
Printed Name of Chief Executive
Name of Applicant Unit of Local Government
Date of Certification
Title of Chief Executive
02/24/2025 City Council Agenda 80
Rev. April 19, 2024
crry or
Item No. 8
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Trevor Benson, Public Safety Manager 113
SUBJECT: Code Enforcement Fine Forgiveness Program
RECOMMENDATION:
That the City Council adopt Resolution No. 2025-04, establishing the City of Yucaipa Code Enforcement Fine Forgiveness Program, which sets forth procedures and eligibility requirements for waiving outstanding fines associated with corrected violations under the Yucaipa Municipal Code.
BACKGROUND/DISCUSSION:
The City of Yucaipa ("City") seeks to promote public health, safety, and welfare by encouraging compliance with the Yucaipa Municipal Code ("YMC"). Outstanding code violations can create blight, pose public safety concerns, and result in accrued fines that burden property owners and the City alike.
To address these issues, staff has prepared a Code Enforcement Amnesty Program ("Program").
Over the years, the Code Enforcement Department, has accumulated hundreds of cases which have zero resolution and require bi-weekly re -inspections. These cases have not only caused a massive workload strain on city personnel but also significant fines on residents.
Under the proposed Program, property owners and other responsible persons with outstanding YMC violations may submit an application to have accrued fines waived if they correct the underlying violations by May 15, 2025. The Program includes eligibility criteria, an application and review process, provisions for on -site inspections to verify compliance, and a mechanism for waiver of fines upon confirmation of compliance.
Staff believes this Program will encourage prompt correction of outstanding violations, reduce the administrative burden associated with ongoing code enforcement actions, and help ensure that properties are maintained in accordance with the YMC. The proposed Resolution adopts the Program as detailed in Exhibit "A" and authorizes the City Manager, or their designee, to implement and administer the Program.
02/24/2025 City Council Agenda 81
FISCAL IMPACT:
The fiscal impacts of the Program consist of. (1) potential reductions in revenue derived from collecting fines and (2) anticipated cost savings from reduced administrative and enforcement activities.
While the City will waive outstanding fines for qualifying participants and forego potential collection of those amounts, staff anticipate that benefits from improved property conditions and reduced code enforcement workload will outweigh any loss of fine revenue.
Attachment(s):
1. Resolution No. 2025-04
Approved by:��'
02/24/2025 City Council Agenda 82
ATTACHMENT 1
02/24/2025 City Council Agenda 83
RESOLUTION NO. 2025-04
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA,
CALIFORNIA, ESTABLISHING THE CODE ENFORCEMENT FINE
FORGIVENESS PROGRAM
WHEREAS, the City of Yucaipa ("City") seeks to promote public health, safety, and welfare by encouraging compliance with the Yucaipa Municipal Code ("YMC"); and WHEREAS, outstanding code enforcement violations can create blight, undermine public health and safety, and place an administrative burden on the City; and WHEREAS, the City Council desires to incentivize property owners and responsible parties to voluntarily come into compliance with the YMC by waiving accrued fines upon verified correction of violations; and
WHEREAS, the City Council finds and determines that providing a Code Enforcement Amnesty Program ("Program") is in the best interests of the residents of Yucaipa because it promotes prompt correction of violations, reduces the City's enforcement workload, and fosters a collaborative approach to code compliance; and
WHEREAS, the City Council desires to adopt the Code Enforcement Fine Forgiveness Program Policy as set forth in Exhibit "A" to this Resolution, which establishes the procedures, eligibility requirements, and program duration.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA HEREBY RESOLVES AS FOLLOWS:
Section 1. Adoption of Code Enforcement Fine Forgiveness Program Policy. The City Council hereby adopts the Code Enforcement Amnesty Program Policy, attached hereto as Exhibit "A" and by this reference incorporated herein.
Section 2. Implementation and Administration. The City Manager, or their designee, is authorized and directed to take any and all actions necessary to implement and administer the Code Enforcement Fine Forgiveness Program in accordance with the policies, procedures, and requirements set forth in Exhibit "A." Section 3. Severability. If any section, subsection, sentence, clause, phrase, or portion of this Resolution or the Code Enforcement Fine Forgiveness Program Policy attached hereto is for any reason held to be invalid, unlawful, or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Resolution or the Code Enforcement Amnesty Program Policy. The City Council declares that it would have adopted this Resolution and the Code Enforcement Fine Forgiveness Program Policy, and each section, subsection, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions might be declared invalid, unlawful, or unconstitutional. 02/24/2025 City Council Agenda 84
Section 4. Effective Date. This Resolution shall take effect immediately upon its adoption.
The Code Enforcement Fine Forgiveness Program Policy shall be in effect upon adoption by the City Council and shall remain in effect until May 15, 2025, unless extended or terminated by further action of the City Council.
PASSED, APPROVED, and ADOPTED this 24th day of February, 2025.
Jon Thorp, Mayor
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
02/24/2025 City Council Agenda 85
Exhibit "A"
CITY OF YUCAIPA
CODE ENFORCEMENT FINE FORGIVENESS PROGRAM POLICY
1. Purpose
1.1. The City of Yucaipa ("City") seeks to promote public health, safety, and welfare by encouraging voluntary compliance with the Yucaipa Municipal Code ("YMC").
1.2. The purpose of this Code Enforcement Fine Forgiveness Program ("Program") is to incentivize property owners and other responsible persons to correct outstanding YMC violations by waiving accrued fines for those who come into compliance within a specified period.
1.3. This Program aims to reduce the administrative burden on both the City and the public by resolving outstanding code enforcement actions in an efficient manner.
2. Definitions
2.1. Fine Forgiveness: A temporary, limited -time offer by the City to waive outstanding code enforcement fines, provided that violations are corrected and all Program requirements are met by the applicant.
2.2. Applicant: Any individual, property owner, business owner, or other responsible party who has received code enforcement citations or notices for YMC violations and submits an Application to the Program.
2.3. Code Enforcement Violation: Any act or omission that constitutes a violation of the YMC, and has resulted in a fine, penalty, or other enforcement action.
2.4. Fine: A monetary penalty assessed by the City in response to a code enforcement violation as authorized under the YMC.
2.5. Outstanding Fine: Any unpaid fine or penalty assessed by the City for a YMC violation that remains due and owing as of the effective date of this Program.
2.6. Corrected Violation: A violation determined by the City to be remedied and brought into compliance with the YMC. Evidence of correction may include photographs, inspection results, or other documentation approved by the City Manager or their designee.
2.7. City Manager or Designee: The City Manager of Yucaipa or an individual authorized by the City Manager to make decisions regarding Program administration and approval of Applications.
09,9420�ptgf�pMpAt,fARfdforgiveness Program Policy
86 3. Eligibility
3.1. Violations Covered. All outstanding YMC code enforcement violations are eligible for amnesty if:
• The violation(s) occurred before or on the Program's effective start date; and • All required corrective actions have been completed, as substantiated by photographs, inspection results, or other documentation approved by the City Manager or their designee.
3.2. Exclusions. The following are not eligible for the Program:
• Violations that, due to their nature or severity, pose an immediate risk to public health or safety, as determined by the City Manager or designee. • Violations involving ongoing legal action (e.g., lawsuits or criminal proceedings) that the City Attorney deems ineligible.
• Violations already corrected and fully paid prior to the effective date of this Program.
• Violations arising under other laws or regulations apart from the YMC.
3.3. Deadline for Application. All Applications must be actually received by the City on or before May 15, 2025 to be considered for amnesty.
4. Application Process
4.1. Application Forms. Applicants must use the official City of Yucaipa Code Enforcement Fine Forgiveness Program ("Application"), available at City Hall or on the City's official website.
4.2. Required Documentation. Applications must include the following:
• A completed Application form signed by the Applicant. • Photographs showing the corrected condition(s) for each cited violation. • Any additional documentation that supports the Applicant's claim that all violations have been corrected (e.g., permits, receipts for work completed, inspection reports, etc.).
4.3. Submission of Application. Applications may be submitted in person at City Hall or via mail. Applications must be received by the deadline noted above. A separate Application is required for each property address if an individual or entity owns multiple properties with outstanding violations.
P)�lq qjq[F Eroqg9pXnpd�orgiveness Program Policy 87
5. Verification and Inspection
5.1. City Review of Documentation. Upon receiving an Application, City staff will review all submitted photographs and other documentation to determine whether the violations appear to be corrected based on photographic or other evidence.
5.2. On -Site Inspection. The City reserves the right to conduct a follow-up inspection of the subject property to verify that the violations have been corrected. The inspection may be scheduled with reasonable notice to the Applicant.
5.3. Failure to Allow Inspection. If an Applicant refuses or repeatedly fails to allow a necessary on -site inspection, the City Manager or designee may deny the Application for Fine Forgiveness.
6. Approval Process
6.1. Initial Review. City staff will conduct an initial review of the Application to confirm completeness and verify that the violations appear to be corrected. If the corrections cannot be determined from the submitted photographs or other documentation, City staff may schedule an On -site Inspection under Section 5.2 above. Incomplete Applications will be returned or held pending additional documentation or information.
6.2. Recommendation to City Manager or Designee. If the Application meets the requirements of this policy and demonstrates a Corrected Violation, City staff will prepare a written recommendation to the City Manager or designee. If the Application does not meet the requirements of this policy or fails to demonstrate a Corrected Violation (including but not limited to a failure to allow an On -Site Inspection) staff will recommend denial and provide reasons.
6.3. Decision by City Manager or Designee. The City Manager or designee will either grant or deny the Application for Fine Forgiveness based on the following considerations:
• Compliance with all eligibility criteria;
• Completeness and accuracy of the documentation;
• Results of any on -site inspection;
• Any other relevant factors affecting compliance with the YMC.
6.4. Notification of Decision. The City Manager or
decision within thirty (30) days of receiving a
conducting an on -site inspection, whichever is late
Whether the Application is approved or denied;
Explanation of reasons for the decision;
• Next steps for the Applicant (if any).
r
o9Ryizc�9Lgg�pMRnp fP,,e forgiveness Program Policy 88
7. Grounds for Denial. An Application for Fine Forgiveness may be denied for any of the following reasons:
7.1. Failure to Correct Violations. The Applicant did not fully correct the violations as required by the YMC.
7.2. Incomplete or Inaccurate Application. The Applicant provided false, misleading, or incomplete information in the Application or supporting documents.
7.3. No Evidence of Correction. The Applicant did not include sufficient documentation or allow an on -site inspection to verify the violations were corrected.
7.4. Ineligibility. The violation(s) fall outside the scope of the Program (e.g., ongoing legal proceedings, health and safety exceptions, or other exclusions noted in Section
3.2).
8. Effect of Approval
8.1. Waiver of Fines. Upon approval, all outstanding fines associated with the corrected violations listed in the Application will be waived in full. The City will issue a written confirmation of the waiver to the Applicant.
8.2. No Refund of Previously Paid Fines. Any fines paid prior to the approval of an Application are non-refundable. The waiver applies only to outstanding fines that remain unpaid at the time of approval.
8.3. Future Violations. Approval of an Fine Forgiveness Application does not absolve the Applicant of responsibility for future or additional violations of the YMC.
9. Program Administration
9.1. City Manager Authority. The City Manager or their designee has full authority to interpret and administer this Policy, including the right to adopt administrative procedures to implement the Program.
9.2. Program Duration. The Program will commence upon adoption by the City Council and end on May 15, 2025, unless extended or terminated early by the City Council.
9.3. Amendments. The City Council may amend this Policy as necessary to better serve the public interest and address unforeseen issues that may arise during Program implementation.
09/9�/go�9N[[ pgjpAt,fjgfdforgiveness Program Policy
89 CITY OF
Item No. 9
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City Clerk , kl SUBJECT: Oral Report of a Summary of Compensation and Approval of an Amended and Restated Employment Agreement, setting compensation and other terms of employment, for City Manager Chris Mann
RECOMMENDATION:
That the City Council receive an Oral Report of a Summary of Compensation and approve an Amended and Restated Employment Agreement, setting compensation and other terms of employment, for City Manager Chris Mann.
BACKGROUND/DISCUSSION:
On January 30, 2023, the City Council voted 5-0 to approve the Employment Agreement for Chris Mann as City Manager, effective March 1, 2023.
At its regular meeting held on February 10, 2025, the City Council conducted the annual public employee performance evaluation of the City Manager. Terms and conditions of an Amended and Restated Employment Agreement will be negotiated during the February 24, 2025 Closed Session Meeting.
The final terms and conditions will be publicly available following the negotiation and a summary orally reported in open session.
FISCAL IMPACT:
There is no fiscal impact.
02/24/2025 City Council Agenda 90
CITY OI:
9�
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
Item No. to
FROM: Ana V. Sauseda, Director of General Services/City Clerk ,cQl�s SUBJECT: Request for Proposals for City Attorney Services RECOMMENDATION:
That the City Council review the Request for Proposals for City Attorney Services and provide direction as needed.
BACKGROUND/DISCUSSION:
From time to time the City issues requests for proposals (RFP) for various services needed by the City.
At its regular meeting of February 10, 2025, the City Council voted during Closed Session to solicit proposals for City Attorney Services. Direction was given for staff to return to Council with the RFP at the next regularly scheduled meeting. This RFP solicits proposals from qualified law firms interested in providing City Attorney services to the City of Yucaipa.
FISCAL IMPACT:
There is no fiscal impact.
Attachment(s):
1. RFP for City Attorney Services
Approved by:
02/24/2025 City Council Agenda
91 ATTACHMENT 1
02/24/2025 City Council Agenda 92
CITY OF
REQUEST FOR PROPOSAL (RFP)
CITY ATTORNEY SERVICES
Date Issued: Tuesday, February 25, 2025
Proposals Due: Monday, March 17, 2025 - 5:00 PM
02/24/2025 City Council Agenda 93
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B.
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D.
E.
F.
G.
H.
I.
J.
K.
L.
M
VI.
A.
B.
VII.
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B.
C.
D,
E.
TABLE OF CONTENTS
INTRODUCTION.................................................................................................................................................... 3 Purpose.............................................................................................................................................................. 3 Background....................................................................................................................................................... 3 PROPOSED SELECTION SCHEDULE..............................................................................................................3 SubmittalProcess...........................................................................................................................................3 Inquiries.............................................................................................................................................................. 5 SCOPEOF SERVICES.......................................................................................................................................5 QUALIFICATIONS............................................................................................................................................6 PROPOSALFORM AND CONTENT.................................................................................................................7 ProposalSubmittal........................................................................................................................................7 Letterof Transmittal.....................................................................................................................................7 Tableof Contents............................................................................................................................................ 7 Identificationof Attorney(s)....................................................................................................................... 7 SupportStaff....................................................................................................................................................7 Descriptionof Services..................................................................................................................................7 Ratesand Charges..........................................................................................................................................7 Availability and Commitment to Provide Services..............................................................................8 Actualor Perceived Conflicts......................................................................................................................8 Insurance...........................................................................................................................................................8 AdditionalInformation.................................................................................................................................8 References......................................................................................................................................................... 8 NoContact........................................................................................................................................................8 REVIEW AND SELECTION PROCESS.........................................................................................................9 Process...............................................................................................................................................................9 EvaluationCriteria..........................................................................................................................................9 TERMSAND CONDITIONS..........................................................................................................................10 ProposalPreparation Costs.......................................................................................................................10 Reservationof Rights..................................................................................................................................10 Acceptanceof Conditions..........................................................................................................................10 ProposalInclusions.......................................................................................................................................1 1 Withdrawal of Proposal Before Closing.................................................................................................1 1 02/24/2025 City Council Agenda
94 F. Proposal Submittal......................................................................................................................................
G. Agreement Execution................................................................................................................................. I I H. Professional Licensing................................................................................................................................. I I I. Insurance Requirement............................................................................................................................... I I J. Public Record..................................................................................................................................................12 K. Equal Opportunity........................................................................................................................................12 L. Independent Contractor.............................................................................................................................12 M. Conflict of Interest........................................................................................................................................12 02/24/2025 City Council Agenda
95 I. INTRODUCTION
A. Purpose
The City of Yucaipa invites interested attorney firms ("Proposer") to submit written proposals to provide City Attorney services. The City Attorney is selected by and serves at the pleasure of the City Council and works closely with the Council, City Manager, City Clerk and other City staff. The City seeks a City Attorney with demonstrated expertise and a proven track record of sophisticated legal acumen. The selected firm will provide a wide range of services to the City. The City Attorney is not a City employee and is not entitled to the benefits of a City employee; the position is strictly on a contractual basis. The City Council reserves the right to retain or employ other attorneys or special counsel as may be needed, in its solejudgment, to take charge of any litigation or legal matters orto assist the City Attorney.
B. Background
The City of Yucaipa currently has an estimated population of56,947and encompasses approximately
27.8 square miles. The City of Yucaipa was incorporated on November 27, i989, as a general law City under the provisions of the Government Code of the State of California.
The City operates under the Council -Manager form of government, broadly defined as combining the political/policy leadership of elected officials with the managerial leadership of the City Manager.
The City contracts with the San Bernardino County Sheriff's Departmentto provide law enforcement services. Fire protection and paramedic services are provided by the Yucaipa Fire Department through a staffing agreement with CAL FIRE. The City of Yucaipa is considered self -insured as it relates to Liability, Worker's Compensation and Property coverage, to the extent of an established self -insured retention. The City of Yucaipa is a member of the California Intergovernmental Risk Authority (CIRA). CIRA is a joint powers authority, consisting of over 5o California cities, special districts, and agencies, created to provide "pooled" excess coverage for liability, worker's compensation, and property insurance programs for its members.
II. PROPOSED SELECTION SCHEDULE
The following is an estimated schedule. The City reserves the right to modify any of the dates in the following proposed schedule as deemed necessary.
• RFP Distributed: Tuesday, February 25, 2025
• Written Questions Deadline: Thursday, March 6, 2025-5:00 PM • Deadline for City to Provide Answers to Questions: Wednesday, March 3.2, 2025 — 5:00 PM • Proposal Submittal Deadline: Monday, March 17, 2025-5:00 PM • Review Period: Tuesday, March 18 —Thursday, March 20, 2025 • City Council Interviews with Finalists: Monday, March 24, 2025 • Award of Legal Services Agreement: April 2025
A. Submittal Process
Proposals must be delivered in person, by mail service, or by a courier service and must be received by the date and time listed below. Any proposal found ineligible or incomplete shall not be considered for selection. Proposers assume full responsibility for having their proposal deposited at 02/24/2025 City Council Agenda 3 96
the proper address and no later than the scheduled closing time. Faxed or emailed proposals or modifications will not be considered.
Proposals will not be received after the closing date and time indicated below:
Proposal Labeling: PROPOSAL FOR CITY ATTORNEY SERVICES
Submittal Closing: Monday, March 17, 2025, at 5:oo PM (No postmarks will be accepted.
Proposals must be received in our office by the stated deadline.) Location: City of Yucaipa
Attention: Chris Mann, City Manager
34272 Yucaipa Blvd.
Yucaipa, CA 92399
Email: chrismannRyucaipa.gov
Number of Copies: One (1) original, three (3) copies, and one (i) flash drive of the proposal marked "PROPOSAL CITY ATTORNEY SERVICES"
The Proposer is solely responsible for ensuring its proposal is received by the City in accordance with all proposal requirements. The City shall not be responsible for any delays in mail/common carrier service or by other transmission errors or mistaken delivery.
The City reserves the right to postpone the submittal deadline and opening of proposals any time before the date and time announced in the RFP or subsequent addenda. The City may also cancel this solicitation at anytime.
Proposals will not be opened publicly, and the City will endeavor to keep the proposals confidential until a firm is identified by the City Council for final consideration. The original copy of each proposal will be retained and will become a public record after the award of Legal Services Agreement unless the proposal or specific parts of the proposal can be shown to be exempt by law.
The City reserves the rightto reject any or all proposals, to request additional information concerning any proposal for purposes of clarification, to accept or negotiate any modification to any proposal following the deadline for receipt of all proposals, and to waive any irregularities if such would serve the best interests of the City as determined by the City Council. The City may modify, clarify, or interpret the RFP by sending an addendum to each firm that originally received the RFP. Any such addendum shall become part of the RFP and of any Legal Services Agreement awarded. The City is not responsible for any other explanation or interpretation.
The Proposer may make modifications to a proposal already submitted to the City but must submit a written request to withdraw its proposal to make the modifications. It is the responsibility of the Proposer to ensure that modified proposals are resubmitted before the submittal deadline and in accordance with all proposal requirements.
02/24/2025 City Council Agenda 4 97
B. Inquiries
The City has attempted to provide all available information regarding this RFP. It is the responsibility of each Proposer to review, evaluate, and, where necessary, request any clarification prior to submission of a Proposal. Questions about the RFP and City's current legal services will be accepted until 5:oo PM on Thursday, March 6, 2025. Responses to all questions will be emailed to all Proposers who sent an RFP as detailed under Section II. Written questions are to be submitted to Chris Mann, City Manager, at chrismann(aayucaipa.gov.
Proposers are not to contact City personnel with any questions or clarifications concerning this RFP other than through the method specified in this RFP. Any City response for this RFP other than from Chris Mann is unauthorized and will be considered invalid. Verbal explanations or instructions given during any phase of this solicitation will not be binding. Additionally, all firms are expressly prohibited from contacting members of the Yucaipa City Council during the RFP process. This prohibition does not extend to any current provider of services so long as the communications relate to the subject matter of the representation and not to this RFP. Firms who contact the Yucaipa City Council during this process will be immediately disqualified.
III. SCOPE OF SERVICES
The successful Proposer will be expected to provide the following services, including, but not limited to:
• Represent and advise the Council and City executives in all matters of law pertaining to their offices;
• Represent and appear for the City in any or all actions and proceedings in which the City is concerned or is a party, and represent and appear for any City executive or employee or former City executive or employee in any or all actions and proceedings in which any such City officer or employee is concerned or is a party, for any action arising out of their employment or by reason of her/ his official capacity;
• Attend all meetings of the Council and give advice or opinion in writing whenever requested to do so by the Council or by any of the boards or executives of the City; • Attend all meetings of the Planning Commission;
• Approve the form of all bonds given to and contracts made by the City, endorsing their approval in writing;
• Prepare all proposed ordinances, contracts, and other legal instruments for the City; • Prosecute on behalf of the City cases for violation of City ordinances and other City laws and regulations;
• Perform such other legal duties consistent with the Municipal & Development Code as may be required of them by the Council;
02/24/2025 City Council Agenda 98
Provides guidance and training with regard to the Brown Act, AB 3.234., CEQA, Political Reform Act, Public Records Act, tort liability and risk, civil and criminal enforcement, due process and other legal requirements imposed by statute and common law; • Establishes designated office hours or times of availability as agreed to with the City Council and City Manager, and providing responses to requests for legal advice in a timely manner; Researching municipal or other legal matters as requested by the City Council or the City Manager.
In addition to the more technical scope of work outlined above, the appointed City Attorney must understand his/her role in local government, avoiding political debates and active participation in the policy and managerial decision -making process entrusted to the City Council and City Manager. The City Attorney is expected to provide technically sound and consistent legal advice to all members of the City Council and City executives and staff while maintaining trust and an unwavering ethical standard no matter the situation or individuals involved.
IV. QUALIFICATIONS
The Proposer must be a licensed and active member of the California State Bar and possess extensive experience and well -documented history of advanced legal expertise. Qualified Proposers will have significant municipal legal experience in California as a City Attorney.
Further, it is desirable for the City Attorney to hold experience in the following areas:
• Designing, drafting, and updating Municipal and Development Code sections and regulations.
• Providing support to staff, Council and the Planning Commission during land use, building, and other appeals; and in code enforcement actions.
• Possessing a solid foundational expertise in municipal structure, including the laws governing general law versus charter cities as well as the appropriate role of all city officials in the Council -Manager form of government.
• Land use regulations related to public land use and planning, environmental law including the California Environmental Quality Act (CEQA), general plans, code enforcement, and other related areas of law, administrative law, and other areas of municipal law. • Providing best legal advice on housing laws, but also working with Council and staff to understand alternatives and other paths forward as requested. • Litigation or experience monitoring or supervising litigation activity within a firm. • Speaking clearly and effectively in public, including the ability to communicate the nuances of state housing laws and public meeting requirements.
• Relating easily and effectively with all members of the City Council, staff, and the public. 02/24/2025 City Council Agenda 99
V. PROPOSAL FORM AND CONTENT
A. Proposal Submittal
Proposals should be prepared simply and economically and provide a straightforward, concise description of the Proposer's company, background, qualifications, proposed legal services, and capabilities to satisfy the requirements of this RFP. Emphasis should be on completeness and clarity of content. Proposing parties are responsible for all costs incurred in preparation and submittal of proposals.
B. Letter of Transmittal
Proposal shall include a transmittal letter signed by a duly authorized representative of the firm and must include the name, address, telephone number, and e-mail address of the Proposer and those (if necessary) for the person or persons authorized to represent the Proposer and to whom any correspondence should be directed. The letter must state that the proposal and fee schedule are valid and binding for one hundred and twenty (12o) days.
C. Table of Contents
Include a clear identification of the submitted material by section and by page number.
D. Identification of Attorney(s)
The response to this RFP should describe the attorney(s) who would be responsible for providing regular services under the proposal. For each attorney, the proposal should identify the qualifications, areas of expertise, and prior experience.
E. Support Staff
The proposal should include information about the types of support staff, such as other attorneys, paralegals, interns and others in the firm who might be assigned to perform work for the City and whose time would be billed for such work. The response should include information about how the firm plans to utilize support staff.
F. Description of Services
The proposal should describe the services the firm proposes to provide, the firm' s overall experience with municipal law, any areas of specialty listed above, and any special qualifications that are believed to distinguish it from other law firms. Please indicate if there are any services that you do not provide.
G. Rates and Charges
The proposed means of compensation, including hourly rates or fees to be charged for each individual named in the proposal, should be listed. A schedule of the rates or amounts for all fees, charges, and expenses to be billed by each attorney or staff member should also be included. If it is 02/24/2025 City Council Agenda 100
proposed to provide general services under a fixed monthly retainer and additional "special" services at pre -negotiated hourly rates, please be specific about what would be included in each category. Proposals shall also identify what charges the firm will impose, if any, for travel time.
H. Availability and Commitment to Provide Services
The proposal should include an indication of the commitment to provide the services by the attorney or attorneys with principal responsibility for providing services to the City. In this context, the words availability and commitment should be taken in their broadest meanings, incorporating time, flexibility in scheduling, office location of the attorney or attorneys, commute time to Yucaipa, time spent at Yucaipa City Hall, and firm or personal policies and practices with regard to returning calls and meeting deadlines.
I. Actual or Perceived Conflicts
The proposal should disclose the names, nature of assignment, and relevant dates for any of the firm's clients who may have actual or perceived conflicts of interest with the City. Reasonable diligence to identify and disclose potential conflicts is expected of all firms submitting a response to this RFP. The proposal should also provide a statement or description of firm policy to address how conflicts of interest between two or more clients are addressed.
J. Insurance
A description of the pertinent information regarding the general liability and malpractice insurance maintained by the firm, including the amount of coverage under such insurance.
K. Additional information
Statements submitted in response to the RFP may, but are not required to, provide additional information to assist the evaluation of the proposal. Any discussions relating to suggested strategies to reduce costs for outside legal services are appropriate in this section.
L. References
Please provide references from comparable and representative public agency clients. Include the names and telephone numbers of at least three previous and/ or current public agency clients and the length of time you served those clients.
M. No Contact
The proposal shall include a statement acknowledging the no contact provision discussed in Section II, B of this RFP and identifying any communications the firm or its representatives have had with members of the City Council during the RFP process or in the go days preceding the issuance of the RFP.
02/24/2025 City Council Agenda 101
VI. REVIEW AND SELECTION PROCESS
A. Process
A review ofaII submitted proposals will be conducted by two designated members of the City Council and the City Manager. After a review of proposals, the top candidates will be selected to be interviewed by the City Council in Closed Session. Following the interview process, the firm deemed best qualified by the Council to perform the City's legal services will be recommended for a Legal Services Agreement award at a public City Council meeting.
The City reserves the right to amend the review and selection process or to reject any and all proposals for any reason deemed appropriate by the City.
B. Evaluation Criteria
The following (among other attributes at the Council's discretion) shall be considered during the evaluation process:
• Meets the qualifications identified in the Proposal, provides adequate range of services and supportto the City, and demonstrates a depth of expertise and familiarity with all applicable matters of municipal law.
• Demonstrates sound judgment, integrity, and reliability and maintains a strong reputation in the field of municipal law, as determined by reference and background checks. • Overall experience levels of the designated City Attorney(s). • Abilityto meet the workload capacity required bythe City and the overall depth of the firm's in-house resources.
• Capability to perform legal services promptly and in a manner that permits the City Council and City staff to meet established deadlines.
• Demonstrates high quality service and the availability required to provide quick responses to the City's legal inquiries that arise on a daily basis. • Possesses strong and effective written and oral communication skills. • Understands the Council's preferred role of the City Attorney and the values of the Yucaipa community.
• Other qualifications or criteria deemed appropriate by the City Council. • Cost of providing services
The City shall consider the costs for the services after the City is satisfied that the Provider has demonstrated the competence and professional qualifications necessary to support the services. 02/24/2025 City Council Agenda 9 102
VII. TERMS AND CONDITIONS
A. Proposal Preparation Costs
The City is not, nor shall be deemed, liable for any costs incurred by Proposer in the preparation, submittal, or presentation of their proposals.
B. Reservation of Rights
This RFP does not commit or obligate the City of Yucaipa to accept or execute an agreement for any expressed or implied service. The City reserves the right to:
• Reject any and all proposals received and to accept or reject any item(s) herein. • Take all proposals under advisement for up to one hundred and twenty (12o) days after opening.
• Waive any informality on any proposal.
• Be the solejudge of the relative merits of the material mentioned in the respective proposal received.
• Request any firm submitting a proposal to clarify its proposal during the selection phase. • Modify or alter any requirements herein, and issue addenda or amendments to this RFP. • Terminate this RFP process at any time.
C. Acceptance of Conditions
It is the Proposer's responsibility to examine the scope and location of the proposed work to fully acquaint themselves with the specifications and the nature of the work to be accomplished.
Proposers shall have no claim against the City based upon ignorance of the nature and requirements of the services provided, misapprehension of the work environment, or misunderstanding of the specification or agreement provisions. By submitting a proposal, each Proposer expressly agrees to and accepts the following conditions:
• Proposal and cost schedules shall be valid and binding for one hundred and twenty (120) days following the proposal due date and will become part of the Agreement that is negotiated with the City.
• The City may require whatever evidence is deemed necessary relative to the Proposer's financial stability and ability to perform these services. • The City reserves the right to request further information from the Proposer, either in writing or orally, to establish any stated qualifications. 02/24/2025 City Council Agenda 10 103
The City reserves the right to solely judge the Proposer's representations, and to solely determine whether the Proposer is qualified to undertake these services pursuant to the criteria set forth herein. The Proposer, by submitting a proposal, expressly acknowledges and agrees that the judgment of the City as to whether or not the Proposer is qualified to perform these services shall be binding, final and conclusive.
D. Proposal Inclusions
The RFP documents shall be submitted in theirentirety, with ALL applicable portions fully completed by the Proposer. All Proposers are encouraged to review and confirm that their proposal includes and specifically addresses all of the proposal requirements prior to submitting as outlined elsewhere in this document.
E. Withdrawal of Proposal Before Closing
Any Proposer may request the withdrawal of their submitted proposal by written request at anytime prior to the scheduled closing date and time. Upon receiving a written request to withdraw any proposal, the City will consider the proposal null and void, and return the proposal to the Proposer.
Withdrawal of proposal will not impact Proposer's resubmittal forthis or any future proposal(s).
F. Proposal Submittal
All Proposers shall complete and return one (i) original and three (3) copies on standard sized paper and one (1) flash drive of their proposal. More than one (1) proposal from an individual, firm, partnership, or corporation under the same or different names will not be considered.
G. Agreement Execution
The firm shall prepare the Legal Services Agreementto be executed by both parties upon final review of the City.
H. Professional Licensing
The professional services provider, and any sub-consultant(s), shall possess any necessary professional certification(s) and/or license(s) relative to the work to be performed required by an appropriate licensing authority of the State of California and shall provide evidence of such to the City with their proposal or priorto commencement of the work in such a form as the City shall require.
I. Insurance Requirement
The Proposer shall, at its own expense, procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the consultants, its agent, representatives, employees, or subcontractors. Proposer shall also require all of its subcontractors assigned to provide services to procure and maintain the same insurance requirement for the duration of the Agreement. Specific insurance requirements are as follows:
02/24/2025 City Council Agenda 11 104
• General Liability Insurance of at least $2,000,000.00 per occurrence and $4,000,000.00 aggregate liability.
• Automobile Liability Insurance of at least si,000,000.00 per accident Combined Single Limit (CSL).
• Worker's Compensation Insurance of at least si,000,000.00 per claim. • Professional Errors and Omissions Insurance of at least $2,000,000.00 per occurrence and $4,000,000.00 aggregate liability.
J. Public Record
Be advised that all information contained in proposals submitted in response to this solicitation shall become a matter of public record upon award of the Legal Services Agreement, and made available upon request, unless otherwise marked. The Proposer must identify, in writing, all copyrighted material, trade secrets or other proprietary information the Proposer claims are exempt from disclosure pursuant to the California Public Records Act. The Proposer who claims such an exemption must also state in the proposal that:
"The Proposer agrees to indemnify and hold harmlessthe City and its officers, employees and agents from any claims, liability or damages against the City and to defend any actions brought against the City for its refusal to disclose such material, trade secrets or other proprietary information to any party "
K. Equal Opportunity
The City of Yucaipa requires all Proposers to comply with equal opportunity policies L. Independent Contractor
The City Attorney will be an independent contractor. All persons employed by a firm in accordance with an Agreement resulting from this RFP will be employees of the firm and not of the City of Yucaipa.
M. Conflict of Interest
No official, officer, or employee of the City of Yucaipa or of a local public body during his/her tenure or for one year thereafter shall have an interest, direct or indirect, in this Legal Services Agreement or the proceeds thereof. Furthermore, the parties hereto covenant and agree that to their knowledge, no board member, officer or employee of the City of Yucaipa has any interest, whether contractual, non -contractual, financial or otherwise, in this transaction, or in the business of the contracting party other than the City of Yucaipa, and that if any such interest comes to the knowledge of either party at any time, a full disclosure of such information will be made in writing to the other party or parties, even if such interest would not be considered a conflict of interest under Article 4 (commencing with Section logo) or Article 4.6 (commencing with Section 1120) of Division 4 of Title i of the Government Code of the State of California. 02/24/2025 City Council Agenda 12 105
Item No. 11
AGENDA REPORT
DATE: February 24, 2025
TO: Honorable Mayor and City Council
FROM: Phillip White, Director of Finance
SUBJECT: FY25 Mid -Year Budget Status and Adjustments
RECOMMENDATION:
That the City Council:
1. Approve the following revenue budget adjustments:
a. Additional solid waste Franchise Fee revenue to be collected in FY25 of $2,100,000; and
b. Additional Sales & Use Tax revenue to be collected in FY25 of $500,000; and
2. Receive and file the staff -level approved budget adjustment log; and
3. Approve the expenditure budget adjustments totaling $696,500 in the General Fund, $25,000 in the IT Internal Service Fund, $50,000 in the Public Safety Fund, and $50,000 in the PEG Fund; and
4. Approve the following staffing adjustments:
a. Funding the position of Director of Community Development, Salary Range 57 ($167,773-$209,526); and
b. Reallocating the position of Housing & Economic Development Analyst, Salary Range 28 ($81,984-$102,387) to Economic Development Manager, Salary Range 43 ($118,738-$148,287); and
c. Reclassifying and funding the position of Systems Analyst, Salary Range 28 ($81,984-$102,387) to Procurement and Contracts Analyst, Salary Range 28 ($81,984-$102,387); and
02/24/2025 City Council Agenda 106
d. Reallocating the position of Senior Administrative Assistant (Public Works), Salary Range 23 ($70,055-$87,489), to Senior Administrative Assistant (Public Works), Salary Range 25 ($73,602-$91,918); and
e. Eliminating the Senior Development Services Technician position, Salary Range 25 ($73,602-$91,918); and
f. Creating one Public Works / Engineering Specialist position, Salary Range 14 ($56,095-$70,055); and
g. Reallocating the position of Administrative Technician, Salary Range 26 ($75,442-$94,216), to Administrative Technician, Salary Range 22 ($68,347- $85,356); and
h. Reallocating and funding the position of Network Support Specialist, Salary Range 21, ($66,679-$83,273) to Network Support Specialist, Salary Range 24 ($71,807-$89,677); and
i. Reclassifying one Accounting Assistant position, Salary Range 17 ($60,408- $75,442) to Assistant to the Fire Chief, Salary Range 17 ($60,408-$75,442); and j. Creating one Emergency Management Assistant position, Salary Range 8 ($48,371-$60,409); and
k. Adopt Resolution No. 2025-05, adopting the General Unit Salary, Benefit and Classification Plan; and
1. Adopt Resolution No. 2025-06, adopting the Management, Supervisory and Confidential Employee Benefit and Classification Plan; and
5. Approve the following regarding the Cost Allocation Plan:
a. Approve the update to the City's existing Cost Allocation Plan, effective for Fiscal Year 2024-25 and subsequent fiscal years; and
b. Approve the delegation of authority to the Director of Finance to process any related budget adjustments in Fiscal Year 2024-25.
BACKGROUND/DISCUSSION:
Revenue Adjustments
Subsequent to the City Council's adoption of the FY25 Budget, an increase to the solid waste franchise fee was approved. The increase will result in an additional $2.1 million in unrestricted revenue to the City in FY25.
02/24/2025 City Council Agenda 107
In November 2024, Yucaipa voters approved Measure S to "prevent reducing police officers/firefighters/paramedics/fire stations, and to maintain other essential services, including 911 response, property crime/gang prevention, senior/youth/afterschool programs, homelessness prevention, street/pothole repair, and for general government use, shall a measure establishing a 10 transactions and use (sales) tax essential services, including 911 response, property crime/gang prevention, senior/youth/afterschool programs, homelessness prevention, street/pothole repair, and for general government use, shall a measure establishing a 10 transactions and use (sales) tax providing approximately $6,000,000 annually until ended by voters, requiring oversight, independent audits, spending disclosure, local control of all funds."
Measure S is on track to be implemented by the end of the fiscal year. It is estimated that Measure S revenue will total approximately $500,000 in FY25. Measure S revenue is unrestricted.
Sta -Level Approved Budget Ad
/ustment Log
Staff may, on a quarterly and as -needed basis, present a variety of budget adjustments requiring notification to the City Council. When presented, these changes include an explanation and justification for each transaction. This report includes adjustments that have been identified by monitoring department budgets, as an attachment to the report. Adjustments are segregated by accounting fund and department as appropriate. This report contains no budget adjustments that require the approval of the City Council.
In addition, the report will include, as an attachment (Attachment 1), a summary of any budget adjustments approved by staff, consistent with the authority levels that were approved and delegated by Council in the City's Budget Policy (Resolution 2024-25).
Mid- Year Budget Status and Expenditure Budget Adjustment Requests The purpose of the FY25 Budget Update is to provide a financial status update to the adopted budget and provide a basis to revise budget figures. This review is also performed to ensure that actual expenditures do not exceed legal appropriations, as approved by the City Council. Legal appropriations reflect the resources that Council has authorized in the budget for allocation.
The Adopted Budget is a dynamic document reflecting the spending plan for the City. In June 2024, the City Council adopted the FY25 Budget for all accounting funds of the City.
GENERAL FUND BUDGET UPDATE
The FY25 actuals are provided to provide additional analysis. The budget -to -actual comparison is updated throughout the year. As of December 31, 2024, budgeted General Fund inflows compared to actual inflows are as follows:
02/24/2025 City Council Agenda 108
Thru December
31 Estimated Thru December
AnnualBudget Bud et 31Actuals Difference
Revenues
Notes
Property Taxes
$ 9.646,000
$
4,823,000
$
5,111,939
$
288,939
Sales and Use Tax
$ 5,605,327
S
2,802,664
$
1,207,461
$
(1,595,203) Monthly payments received 2.3 months in arrears Franchise fees
$ 1,738,000
S
869,000
$
578,029
$
(290,971)
Other Revenues
r$ 18,326,277
S
9,163,138
F$
3,770,349
$
(5,392,789)$3.7MinMotor Vehicle In -Lieu ReceivedinJanuary Transfers -In
$ 456,941
$
228,471
S
$
- Transfers to be posted in Q4
Total Revenues and Transfers -In
S 35,772,545
$
17,886,272
$
10,667,778
$
(6,990,024)
Property taxes, sales and use tax, and franchise fee revenue are tracking budget as receipts in the 4th quarter are proportionally greater than earlier in the year. Other revenues benefited significantly from a large receipt of Motor Vehicle In -Lieu received in January. Transfers will be posted during the 4th quarter and are anticipated to track budgeted amounts. Overall, actual revenues are anticipated to exceed originally budgeted estimates for the 2°d half of the year when Measure S comes online and franchise fees are received.
Expenditure comparisons by department for the General Fund are provided through December 2024 below:
Expenditures
City Manager
CityCouncil
Engineering
General Services
Governmental Affairs
Finance
Community Services
Community Development
Public Works
Non -Department and
Transfers -Out
Total Expenditures and
Transfers -Out
Thru December
31 Estimated
Thru December
AnnualBudeet
Budget
31 Actuals
Difference
$ 1,413,477
$
706,738
$
528,850
$
177,889
$ 195,484
$
97,742
$
88,604
$
9,138
$ 1,514,946
$
757,473
$
685,178
$
72,295
$ 1,422,893
$
711,446
$
457,986
$
253,460
$ 1,046,039
$
523,019
$
500,227
$
22,793
$ 2,193,889
$
1,096,944
$
949,588
$
147,356
$ 7,876,319
$
3,938,160
$
3,600,544
$
337.616
$ 3,653,423
$
1.826,712
'$
1,544,1497
$
282,563
$ 3,739,1867
$
1,869,593
$
1,579,036
$
290,557
IR
14 $ 18,718,676
$
9,359,338
S
163,874
$
9,195,464 TransferstobepostedinQ4
S 41,774.331 S 20,887,166 S 10,098,035 S 10,789,131
For all General Fund departments, actual costs are closely tracking the spending plan.
PUBLIC SAFETY FUND BUDGET UPDATE
As of December 31, 2024, budgeted Public Safety Fund inflows compared to actual inflows are as follows:
02/24/2025 City Council Agenda 109
Annual
Budget
Revenues
Thru
December 31 Thru
Estimated December 31
Budget Actuals _Difference Notes
Property Taxes
S 6.070.000
S 3,035,000
$ 3,384,991
$ 349,991
Sales and Use Tax
S -
S -
$
$
Franchise Fees
$
$ -
$
$ -
Other Revenues
�$ 50,000
$ 25,000
'$ 217,532
$ 192,532
Transfers -In
$17,462,830
$ 8,731,415
$ -
$ Transfers to be posted in Q4
$23,582,830
S 11,791,415
S 3,602.523
S 542,523
Total Revenues and Transfers -In
Revenues are tracking slightly greater than estimates. The expenditure comparison follows:
Thru
December 31 Thru
Annual Estimated December 31
Budget Budget Actuals Difference
Expenditures
City Manager
$ 323,306
$ 161,653
$
150,496
$
11,157
Public Works
$ 282,860
$ 141,430
$
48,853
$
92.577
Paramedic Services
$ 2.244,188
$ 1,122,094
$
43,889
$
1,078,204 quarterly invoices have not been received
Police Services
$14,148,054
$ 7,074.027
$
6,870,822
$
203,205
Fire Protection Services
$ 6,527,805
$ 3,263,903
$
293,660
$
2,970,243 quarterly invoices have not been received
Non -Department
$ 149,110
$ 74,555
$
-
$
74,555
Total Expenditures and
Transfers -Out $23,675,323 $11,837,661 $ 7,407,720 $ 4,429,941 Fire Prevention and Paramedic services are invoiced quarterly and while a delay in receiving invoices throws the analysis off, it is anticipated that annual costs will closely track the spending plan.
Based on this comparison and the detail used to compile it, budget adjustments have been determined to be needed. The following budget adjustments are being requested:
02/24/2025 City Council Agenda 110
Description
Division
Type
Adjustment Impacted Funds
Strategic Plan consultant
Non -Department
Expense
$ 100,000 General Fund
Mobile Generator
Public Works
Expense
$ 300,000 General Fund
Citywide utilities - water , electric, gas
Public Works
Expense
$ 350,000 General Fund
Amend PEG Fund Budget for eligible costs -
remove $33k in costs from GF with
anticipated $15k in additional charges City Manager
Additional internet and phone charges
related to Fire and Police buildings IT
Match vendor billing to fiscal year IT
Metered printing transfer between
General Fund Actual
Reduction PEG Fund
Expense $ 50,000 Budget Increase
Expense $ 14,000 IT Internal Service Fund
Expense $ 7,500 IT Internal Service Fund
IT ISF increase/GF
departments
IT Transfer
$
3,500
decrease
Additional fuel costs
Fire/Public Works Expense
$
20,000
Public Safety Fund
Equipment repair and replacement
Fire Expense
$
30,000
Public Safety Fund
$ 696,500 General Fund
$ 25,000 IT ISF
$ 50,000 Public Safety Fund
$50,000 PEG Fund
Staffingdiustments
Since the time of the FY25 Budget adoption, citywide funding sources have been clarified and goals and objectives for the 2025 calendar year have been established. Accordingly, staff is requesting various staffing adjustments to the organization to deliver City Council directives. In the General Fund, each of the impacted positions represent a currently authorized position. Staff is requesting a title change, a range change, funding for a vacant position, or a combination of the three. The request in the Public Safety Fund is to create a new position. The proposed updates are reflected in Resolutions 25-05 and 25-06 (Attachments 2 & 3).
GENERAL FUND STAFFING UPDATE
• Community Development
This Director of Community Development position is authorized but not funded in the FY25 Budget. The position has been vacant for more than 5 years requiring the Director of Development Services to absorb the duties and responsibilities. The position oversees building and safety, planning and economic development. Additionally, reallocating the Housing and Economic Development Analyst to a Manager is being requested within the Community Development department.
o Funding the position of Director of Community Development, Salary Range 57 ($167,773-$209,526); and
02/24/2025 City Council Agenda I I I
o Reclassifying the position of Housing & Economic Development Analyst, Salary Range 28 ($81,984-$102,387) to Economic Development Manager, Salary Range 43 ($118,738-$148,287).
CURRENT
ProratedPosition Salaries Benefits Grand Total
Director of Community Development (MSC 57) . Is - $ - $ - Housing & Economic Development Analyst (MSC 28H) 97.454 $35,353 S 132,807 $ 40.864 S 132.807 $ 40,864
PROPOSED (effective pay period beginning 03/08/20251
Position
Director of Community Development (MSC 57F) S 189.821 $ 77.093 S 266,914 S 82.127 Economic Development Manager (MSC 43A) $ 118.738 $35.991 S 154,729 $ 47,609 $ 421.644 $ 129,737
• Engineering/Public Works
The City's long-time Senior Development Services Technician retired in December. Based on the Tyler software implementation, staff is requesting a retooled specialist position instead of utilizing the higher graded tech position. As the duties are absorbed, the Senior Administrative Assistant (currently filled) will take on additional responsibilities. o Eliminating the Senior Development Services Technician position, Salary Range 25 ($73,602-$91,918) (vacant); and
o Creating one Public Works / Engineering Specialist position, Salary Range 14 ($56,095-$70,055); and
o Reallocating the position of Senior Administrative Assistant (Public Works), Salary Range 23 ($70,055-$87,489), to Senior Administrative Assistant (Public Works), Salary Range 25 ($73,602-$91,918).
CURRENT
•.Salaries Benefits Grand Total Prorated
Senior Administrative Assistant- PublicWorks(YCEA23J) S 87.491 S 33.965 S 121.456 S37.371 Senior Development Services Technician (YCEA 25J) S 91.920 S 137.062 S42.173 S 258.517 $79.544
PROPOSED (effective pay period beginning 03/08/20251
Post tion
Senior Administrative Assistant . Public Works (YCEA251) S 91.920 S 39.837 S 131.757 S 40.541 Public Works! Engineering Specialist (YCEA 14F) S 63.467 S 42.839 S 106.306 S 32.709 S 23S.C'- S 73,250
• Finance
The City does not currently fund a position dedicated to purchasing. The Director of Finance acts as the City's Purchasing Officer however the process is decentralized and under 02/24/2025 City Council Agenda 112
supported. Staff is requesting a title change to an approved vacant position which will primarily assist other departments in their procurement needs. Additionally, after 20 years at the City the Administrative Technician retired in October. Staff is revisiting the duties for this vacant position and is requesting it to be re -ranged commensurate with the new role. o Reclassifying and funding the position of Systems Analyst (vacant), Salary Range 28 ($81,984-$102,387) to Procurement and Contracts Analyst, Salary Range 28 ($81,984- $102,387); and
o Reallocating the position of Administrative Technician (vacant), Salary Range 26 ($75,442-$94,216), to Administrative Technician, Salary Range 22 ($68,347-$85,356).
CURRENT
Position Salaries Benefits Grand Total Prorated'
Administrative Technician (YCEA26J) S 94.217 S 39.605 S 133.822 S 41.176 Systems Analyst (MSC 28) S FS - S - S .
S 133.822
PROPOSED (effective uay ueriod beginning 03/08/20251
- - ..
ProcurementandContracts Anaiyst;MSC 28Fi S 92,758 S50.845 S 143.603 S44.185 Administrative Technician (YCEA 22F) S 77.328 S 46.535 S 123.863 S 38.112 S 267.466
• General Services
The City's IT department has been operating without a Network Support Specialist for over a year resulting in a backlog of support projects. As this is currently a vacant position, staff is requesting taking the opportunity to reset the position to market rate prior to filling it. o Reallocating and funding the position of Network Support Specialist, Salary Range 21, ($66,679-$83,273) to Network Support Specialist, Salary Range 24 ($71,807-$89,677).
CURRENT
Position
.. .
Network Support Specialist (YCEA21) 5 S
PROPOSED (effective pay ueriod beginning 03/08/20251
— - ..
Position
Network Support Specialist (YCEA24F) S 81.243 S47.658 S 128.901 S 39.662 S 128.901 S 3
Total Budget Impact: 39.662
02/24/2025 City Council Agenda 113
PUBLIC SAFETY FUND STAFFING UPDATE
The City has identified the need to create a position dedicated to the coordination of emergency management. This position is responsible for emergency response and preparedness under the supervision of the Public Safety Manager. A reclassification is being requested from an Accounting Assistant to an Assistant to the Fire Chief at the same pay range to align the job title with responsibilities. o Reclassifying one Accounting Assistant position, Salary Range 17 ($60,408-$75,442) to Assistant to the Fire Chief, Salary Range 17 ($60,408-$75,442); and o Creating one Emergency Management Assistant position, Salary Range 8 ($79,261- $98,987).
CURRENT
Accounting Assistant (YCEA 17C)
Emergency Management Assistant (YCEA8)
60.409 1 $30,159 i $ 90.568 $ 27.867
rg------J $ - S -
$ 90.568 $ 27,867
PROPOSED [effective Pay Period beginning 03/08120251
--- - -
Position 'k-AaHes Benefits Grand Total
Assistant to the Fire Chief (YCEA 17C) 60.409 'S30.159 $ 90,568 $ 27,867 Emergency Management Assistant(YCEA8F) S 54.727 S40.470 S 95,197 S 29.291 S 185.765 $ 57,158
"' oial Budget linpa 29,2-9r.
Cost Allocation Plan Update
In conjunction with prior User Fee Studies the City has also historically procured a Cost Allocation Plan (CAP) to be completed. Periodic CAP updates are recommended to capture increased costs due to inflation, wage increases, etc., as well as to reflect significant changes in organizational structure.
The purpose of a typical CAP is the identification of costs related to providing internal central support services, typically incurred in the General Fund, and the subsequent allocation of those costs to operating departments or funds that utilize and benefit from them in a fair and equitable manner. The methodologies and calculations developed in a CAP can then be used to form the basis of a User Fee Study and Update.
This allocation reimburses the General Fund for its costs to support activities in other funds like the Landscape and Lighting Maintenance Districts Fund; Street Maintenance Fund; Public Safety Fund; Low Water Crossings Fund; and Developer Impact Fee Funds for Drainage, Traffic, Public, Fire and Park Facilities. Each of these funds relies on staff and functions for which costs are typically incurred in the General Fund.
02/24/2025 City Council Agenda 114
During Fiscal Year 1992-93, the City entered into a Professional Services Agreement with Ernst & Young to perform a User Fee Study and Overhead Cost Allocation Plan (the E & Y Study). Annual updates were made after the original E & Y Study when appropriate; however, due to substantial changes to the City's organization, physical layout, and fee structures, a new Cost Allocation Plan was deemed necessary.
On April 14, 2008, the City entered into an agreement with Maximus Financial Services to perform a Development -Related User Fee Study (the Maximus Study). However, primarily due to personnel turnover with both the consultant and City staff, a revised Cost Allocation Plan was not implemented.
On July 13, 2015, the City Council approved a Professional Services Agreement with Willdan Financial Services to conduct a comprehensive User Fee Study and Cost Allocation Plan (the Willdan Study). On April 25, 2016, the draft CAP was presented to the City Council which directed staff to incorporate the methodologies developed in the draft Cost Allocation Plan into the User Fee Update.
On May 24, 2021, the City Council approved an update to the CAP under a Professional Services agreement, again with Willdan Financial Services (the 2nd Willdan Study). A copy of this 2021 CAP is included as Attachment 3.
As the first step in efforts to increase revenue through updated User Fees, staff have contracted with Willdan Financial Services for another update of the CAP. It is prudent to now adopt another CAP given the amount of time since the last CAP update and the impact of significant organizational and budgetary changes (such as the addition of the Public Safety Fund). Staff recommend approval of the attached CAP (Attachment 1), and delegation of authority to make any related budget adjustments to the Director of Finance.
In the Yucaipa CAP Report (Attachment 1), you will discover that two separate allocation plans are included in the study: the Full CAP and the OMB Compliant CAP. This format is consistent with prior studies. The Full CAP allocates all appropriate costs from general fund central service functions to other funds, while the OMB Compliant CAP only allocates costs compliant with the Office of Management and Budget's Super Circular (and CFR Part 200). The OMB compliant plan is particularly useful when allocating costs that may be reimbursed by a grant funding source.
A few significant elements differentiate this current CAP update from the previous. In the current study, two new organizational groups were added to central services, therefore increasing the total costs to be allocated significantly: the Governmental Affairs Department and the Parks & Facilities Maintenance Division. Governmental Affairs was a new department added to the City since 2021, and though Parks & Facilities Maintenance has been a long -existing division in the City, it was determined during this study that it is appropriate to include this division as a central service due to its nature of primarily supporting internal city functions. Also, the addition of the Public Safety Fund and related changes in organizational and accounting structure significantly changed the model in the new update.
As can be seen in Attachment 2, the central services costs being charged to funds other than the General Fund in the budget will increase from approximately $1.6 million under the previous CAP to approximately $3.6 million under the updated CAP, an increase of over $2 million. However, it is 02/24/2025 City Council Agenda 115
important to note that under the updated CAP, $2.6 million of this amount is charged to the Public Safety Fund, $1.9 million of which is an increase in this update. The General Fund currently subsidizes the annual operating deficit of the Public Safety Fund, which will increase due to this change.
FISCAL IMPACT:
Recommendation 1 results in a fiscal impact of an increase in budgeted revenue in the General Fund of $2.6 million. Recommendation 2 does not result in a fiscal impact. Recommendation 3 results in a fiscal impact of increased budgeted expenditures $696,500 in the General Fund, $25,000 in the IT internal service fund, $50,000 in the Public Safety Fund and $50,000 in the PEG Fund.
Recommendation 4 results in a fiscal impact in the General Fund in FY25 of approximately $163,000 increased expenditures and the annualized impact is approximately $531,000. In the Public Safety Fund, the budgetary impact in FY25 is approximately $29,000 and the annualized impact is approximately $95,000. The fiscal impact to Recommendation 5 is included in Attachment 5.
Attachments:
1. Staff Approved Budget Adjustments — FY25
2. Resolution No. 2025-05 - General Unit Employee Salary, Benefit, And Classification Plan
3. Resolution No. 2025-06 - Management, Supervisory, And Confidential Employee Salary, Benefit, And Classification Plan
4. Updated Cost Allocation Plan
5. Projected Budgetary Impact of Cost Allocation Plan Update
6. 2021 Cost Allocation Plan (the 2nd Willdan Study)
Approved by:
02/24/2025 City Council Agenda 116
ATTACHMENT 1
02/24/2025 City Council Agenda 117
Staff Approved Budget Adjustments Fiscal Year 2024-25 Budget Adjustment Report - February 2025 FY25 Attachment)
Authority of
increase /
Department OR
CM, OoF, or
From Prior
(Decrease)
8Ap
Fund
CIP Name
Account Description
Rev/Exp
Technical?
Emergency?
DID
FY Budget?
Amount
Description
5-15
Air Quality Improvement
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (760.00)
GL Carryforward of 6/30/24 Available GIP
Only)
Budget and Related Transfers
5-15
Air quality Improvement
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 17,617.00
GL Carryfarward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Air Quality Improvement
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (7,363.00)
GL Carryforward Cleanup of 6/30/24 Available
Only)
CIP Budget and Related Transfers
5-16
Air Quality Improvement
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (1.0O)
GL Carryforward Cleanup of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ 9,493.00
5-15
Air Quality Improvement
Engineering
Transfer In from Traffic
Rev
Yes
No
DoF
Yes
$ 17,070.00
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
Rev Total
$ 17,070.00
5-15
CalTrans
Engineering
Transfer Out to Low
Exp
Yes
No
DoF
Yes
(7,577,00)
$ 502,504.00
GL Carryforward of 6/30/24 Available CIP
Water Crossings
Budget and Related Transfers
5-15
CalTrans
Public Works
Transfer Out to Street
Exp
Yes
No
DoF
Yes
$ (16,735.00)
GL Carryforward of 6/30/24 Available CIP
Maint.
Budget and Related Transfers
5-16
CalTrans
Engineering
Transfer Out to Low
Exp
Yes
No
DoF
Yes
$ (1,735.37)
GLCarryforward CleanUpof6/30/24Available
Water Crossings
CIP Budget and Related Transfers
Exp Total
$ 484,033.63
5-15
CalTrans Total Net Expense (Revenue)
Capital Projects Fund
Engineering
Transfer Out to General
Exp
Yes
No
DoF
Yes
$ 484,033.63
$ (33,901.00)
GL Carryforward of 6/30/24 Available CIP
Capital Projects
Budget and Related Transfers
5-15
Capital Projects Fund
Community
Professional Services
Exp
yes
No
DoF
Yes
$ 1,391,SD4.O0
GL Carryforward of 6/30/24 Available CIP
Development
Budget and Related Transfers
5-15
Capital Projects Fund
Community
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (1,070,676.00)
GL Carryforward of 6/30/24 Available CIP
Development
Only)
Budget and Related Transfers
5-15
Capital Projects Fund
Public Works
CIP Carryover (Budge[
Exp
Yes
No
DoF
Yes
$ (9,098.00)
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-15
Capital Projects Fund
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 1.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Capital Projects Fund
Community
Professional Services
Exp
Yes
No
DoF
Yes
5 (28,250.O0)
GL Carryforward CleanUp of 6/30/24Available
Development
CIP Budget and Related Transfers
5-16
Capital Projects Fund
Community
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (450.00)
GL Carryforward CleanUp of 6/30/24 Available
Development
Only)
CIP Budget and Related Transfers
5-16
Capital Projects Fund
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (5,522.00)
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
5-16
Capital Projects Fund
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (1.00)
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Capital Fund
Exp Total
$ 243,907.00
5-15
Projects Total Net Expense
CDBG-Capital
/ (Revenue)
Public Works
CIP Carrvover(Budget
Exp
yes
No
DoF
Yes
$ 243,907.00
$ (123,951.00)GL
Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-15
CDBG -Capital
Engineering
CIP Carryover (Budge[
Exp
Yes
No
DOF
Yes
$ 36,395.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
02/24/2025 City Council Agenda 118
Staff Approved Budget Adjustments Fiscal Year 2024-25 Budget Adjustment Report - February 2025 FY25 Attachment
5-16
CDBG- Capital
Engineering
CIP Carryover (Budget
Exp
Yes
No
DOF
Yes
$ (1.O0)
GL Carryforward Cleanup of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ (87,557.00)
5-15
CDBG - Capital
Engineering
Transfer In from CDBG
Rev
Yes
No
DoF
Yes
$ (87,557.00)
GL Carryforward of 6/30/24 Available CIP
Special Revenue
Budget and Related Transfers
Rev Total
$ (87,557.00)
5-15
CDIRG - Capital Total Net Expense
I C.B. Special Revenue
(Revenue)
Engineering
Transfer Out to CDBG -
Fxp
Yes
No
DoF
Yes
5 -
$ (87,557.00)
GL CarryForward of 6/30/24 Available CIP
Capital
Budget and Related Transfers
Exp Total
I$
(87,557.00)
5-15
CDBG Special Revenue Total Net Expense/
Drainage Facilities (DIF)
(Revenue)
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (87,557.00)
$ 1,843,276.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Drainage Facilities (DIF)
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 13,760.00
GL Carryforward Cleanup of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ 1,857,036.00
5-15
Drainage Facilities (DIF)
Engineering
Transfer In from Misc.
Rev
Yes
No
DoF
Yes
$ 61,075.00
GL Carryforward of 6/30/24 Available CIP
Special Revenue
Budget and Related Transfers
Rev Total
$ 61,075.00
5-15
Drainage Facilities (DIF) Total Net Expen,e
Projects
General Capital Projes
/ (Revenue)
Engineering
CIP Carryover (Budget
Exp
Yes
No
DOF
yes
5 1,795,961.00
$ (13,901.00)
Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
General Capital Projects
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 1.00
GL Camyforward Cleanup of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ (13,900.00)
5-15
General Capital Projects
p�l 1
Engineering
8 g
Transfer In from Capital
Rev
Yes
No
DoF
Yes
$ (33,901.00)
GL Carryforward of 6/30/24 Available CIP
Projects Fund
Budget and Related Transfers
Rev Total
S (33,901.00)
5-10
General Capital Projects Total Net
General Fund
Expense/(Revenue)
Non- Departmental
Contingency
Exp
No
No
CM
No
$ 20,001.00
$ (25,000.00)
City Manager request for Five Winds Country
Music Festival
5-10
General Fund
Community
Special Events Expense
Exp
No
No
CM
No
$ 25,000.00
City Manager request for Five Winds Country
Services
Music Festival
5-11
General Fund
Governmental
Professional Services
Exp
No
No
DO
No
$ (7,000.00)
Department request for Video Equipment
Affairs
expense
5-11
General Fund
Governmental
Video Equipment
Exp
No
No
DO
No
$ 7,000.00
Department request for Video Equipment
Affairs
expense
5-12
General Fund
Community
Temporary
Exp
No
No
DoF
No
$ (200,000.00)
Department request for professional services
Services
5-12
General Fund
Community
Professional Svcs
Exp
No
No
DoF
No
$ 200,000.00
Department request for professional services
Services
5-13
General Fund
Finance- HR
Division
Travel & Meetings
g
Ez p
No
No
DO
No
$ (1,400.0O)
Department request for professional services
5-13
General Fund
Finance- HR
Professional Services
Exp
No
No
DO
No
$ 1,400.00
Department request for professional services
Division
General Fund Total Net Expense
E&e Total
$
5-15
(Revenue)
Low Water Crossings
Engineering
CIP Carryover (Budget
Exp
yes
No
D.1
Yes
$ 134,687.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
02/24/2025 City Council Agenda 119
Staff Approved Budget Adjustments Fiscal Year 2024-25 Budget Adjustment Report - February 2025 FY25 Attachment 1
5-16
Low Water Crossings
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 121, 189.00
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ 255,876.00
5-15
Low Water Crossings
Engineering
Transfer In from CalTrans
Rev
Yes
No
DoF
Yes
$ 502,504.00
GL Carryforward of 6/30/24 Available CIP
Budget and Related Transfers
5-16
Low Water Crossings
Engineering
Transfer In from CalTrans
Rev
Yes
No
DoF
Yes
$ (1,735.37)
GL Carryforward Cleanup of 6/30/24 Available
CIP Budget and Related Transfers
Low Water Crossings Total Expense
Rev Total
$ 500,768.63
5-15
Net
Measure I
/ (Revenue)
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
S (244,892.63)
$ 745,025.00
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Measure I
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ 175,001.00
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Measure I
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ (2,380.00)
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Measure I
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ (1,339.00 )
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Measure 1
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ (425,532.00)
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Measure
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ (22784.00)
GL Carryforward of 6/30/24 Available CIP
Facilities
,
Budget and Related Transfers
Transfer Out to Traffic
GL Carryforward of 6/30/24 Available CIP
5-15
Measure I
Public Works
Facilities
Exp
Yes
No
DoF
Yes
$ 10,131.00
Budget and Related Transfers
5-16
Measure I
Public Works
Transfer Out to Traffic
Exp
Yes
No
DoF
Yes
$ 112,849.71
GL Carryforward CleanUp of 6/30/24 Available
Facilities
CIP Budget and Related Transfers
5-16
Measure I
Public Works
Transfer Out co Traffic
Exp
Yes
No
DoF
Yes
$ (12,483.24)
GL Carryforward CleanUp of 6/30/24 Available
Facilities
CIP Budget and Related Transfers
Exp Total
$ 578,488.47
5-15
Measure I Total Net Expense (Revenue)
Misc. Special Revenue
Engineering
Transfer Out to Drainage
Exp
Yes
No
DoF
Yes
$ 578,488.47
$ 61,075.00
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Misc. Special Revenue
Engineering
Transfer Out to Public
Exp
Yes
No
DoF
Yes
$ 50,00100
.
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
Transfer Out to Public
GL Carryforward CleanUp of 6/30/24 Available
5-16
Misc. Special Revenue
Engineering
Facilities
Exp
Yes
No
DoF
Yes
$ 1637.93
,
CIP Budget and Related Transfers
Misc. Special Revenue Total Net Expense
Exp Total
$ 112,713.93
5-15
Park Capital Replacement Fund
I (Revenue)
Public Works
CIP Carryover (Budget
Exp
Yes
No I
D.1
Yes 1
$ 112,713.93
$ 124,651.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Park Capital Replacement Fund
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (58,793.00)
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Re lated Transfers
Exp Total
$ 65,858.00
5-15
Park Capital Replacement Fund Total
Park Facilities (DIF)
Net Expense (Revenue)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
5 65,8S8.00
$ 275,095.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Park Facilities (DIF)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DOF
Yes
$ (2,793.00)
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Park Facilities (DIF) Total Net Expense
/ (Revenue)
Exp Total
$ 272,302.00
$ 272,302.00
02/24/2025 City Council Agenda 120
Staff Approved Budget Adjustments Fiscal Year 2024-25 Budget Adjustment Report - February 2025 FY25 Attachment 1
5-15
Public Facilities (DIF)
Engineering
CIP Carryover (Budget
Exp
yes
No
DoF
Yes
$ 172162.00
GL Carryforward of 6/30/24 Available CIP
Only)
,
Budget and Related Transfers
5-16
Public Facilities (DIF)
Engineering
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ (13,728.O0)
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ 158,434.00
5-15
Public Facilities DIF
( )
En ineerin
g g
Transfer In from Misc.
Rev
Yes
No
DoF
Yes
$ 50,001.00
GL Carryfomard of 6/30/24 Available CIP
Special Revenue
Budget and Related Transfers
5-15
Public Facilities (DIF)
Engineering
Transfer In from Street
Rev
Yes
No
DoF
Yes
$ 8,656.00
GL Carryforward of 6/30/24 Available CIP
Maint. (PMP)
Budget and Related Transfers
5-16
Public Facilities (DIF)
Engineering
Transfer In from Misc.
Rev
Yes
No
DoF
Yes
63793
$ 1,.CIP
GL Carryforward Cleanup of 6/30/24 Available
Special Revenue
Budget and Related Transfers
5-16
Public Facilities (DIF)
Engineering
Transfer In from Street
Rev
Yes
No
DoF
Yes
$ (1,637.93)
GL Carryforward CleanUp of 6/30/24 Available
Maint. (PMP)
CIP Budget and Related Transfers
Public Facilities Total
Rev Total
$ 58,657.00
5-14
[DIF) Net Expense
Street Maintenance (PMP)
/ (Revenue)
C10038- FY24-25
Budget only-PMP
Exp
Yes
No
DoF
$ (201,600.00)
Budget for Council approved contract on
Concrete Program
8/26/2024
5-14
Street Maintenance (PMP)
C10038-FY24-25
CIP-Construction
Exp
Yes
No
DoF
No
$ 201,600.00
Budget for Council approved contract on
Concrete Program
8/26/2024
5-15
Street Maintenance (PMP)
Engineering
Transfer Out to Public
Exp
Yes
No
DoF
Yes
S 8,656.00
GL Carryforward of 6/30/24 Available CIP
Facilities
Budget and Related Transfers
5-15
Street Maintenance (PMP)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
S 685288.00
GL Carryforward of 6/30/24 Available CIP
Only)
,
Budget and Related Transfers
5-16
Street Maintenance (PMP)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 1,419.00
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
5-16
Street Maintenance (PMP)
Engineering
Transfer Out to Public
Exp
Yes
No
DoF
Yes
$ (1,637.93)
GL Carryforward Cleanup of 6/30/24 Available
Facilities
CIP Budget and Related Transfers
Exp Total
$ 693,725.07
5-15
Street Maintenance (PMP)
Public Works
Transfer In from Call-rans
Rev
Yes
No
Dar
Yes
$ (16,735.00)
GL Carryfo—rd of 6/30/24 Available CIP
Budget and Related Transfers
Street Maintenance Total
Rev Total
$ (16,735.00)
5-15
(PMP) Net
Traffic Facilities (DIF)
Expense / (Revenue)
Engineering
Transfer Out to Air Quality
Exp
Yes
No
Der
Yes
$ r r r
$ 17,070.00
GL Carryforward of 6/30/24 Available CIP
Imp.
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 1,003,396.00
GL Carryforward of 6/30/24 Available CIP
Only)
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Engineering
CIP Carryover(Budget
Exp
Yes
No
DoF
Yes
$ (156.00)
GLCarryforward of6/30/24 Available CIP
Only)
Budget and Related Transfers
5-16
Traffic Facilities (DIF)
Public Works
CIP Carryover (Budget
Exp
Yes
No
DoF
Yes
$ 165,140.00
GL Carryforward CleanUp of 6/30/24 Available
Only)
CIP Budget and Related Transfers
Exp Total
$ 1,205,450.00
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DaF
Yes
$ 745025.00
GL Canyforward of 6/30/24 Available CIP
I
,
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DOF
Yes
$ 175001.00
,
GL Carryforward of 6/30/24 Available CIP
I
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DoF
Yes
$ (2,380.00)
GL Carryforward of 6/30/24 Available CIP
I
Budget and Related Transfers
02/24/2025 City Council Agenda 121
Staff Approved Budget Adjustments Fiscal Year 2024-25 Budget Adjustment Report - February 2025 FY25 Attachment 1
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
I
Rev
Yes
No
DoF
Yes
$ (1,339.00)
GL Carryforward of 6/30/24 Available CIP
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DoF
Yes
$ (425,532.00)
GL Carryforward of 6/30/24 Available CIP
I
Budget and Related Transfers
5-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DoF
Yes
$ (22,784.00)
GL Carryforward of 6/30/24 Available CIP
I
Budget and Related Transfers
S-15
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DoF
Yes
$ 10,131.00
Garr L Cyforward of 6/30/24 Available CIP
I
Budget and Related Transfers
S-16
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Ves
No
DoF
Yes
$ 112,849.71
GL Can yforward Cleanup of 6/30/24 Available
I
CIP Budget and Related Transfers
5-16
Traffic Facilities (DIF)
Public Works
Transfer In from Measure
Rev
Yes
No
DoF
Yes
$ (12,483.24)
GL Carryforward Cleanup of 6/30/24 Available
I
CIP Budget and Related Transfers
Rev Total $ S78,AL8.47
Traffic Facilities (DIF) Total Net Expense / (Revenue) S 626,961.53 02/24/2025 City Council Agenda 122
ATTACHMENT 2
02/24/2025 City Council Agenda 123
RESOLUTION NO.2025-05
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA,
CALIFORNIA, ADOPTING THE REVISED GENERAL UNIT EMPLOYEE
SALARY, BENEFIT, AND CLASSIFICATION PLAN
WHEREAS, it is necessary for the efficient operation of the affairs of the City that the City Council adopt a pay and classification plan.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA HEREBY RESOLVES AS FOLLOWS:
Section 1. Resolution No. 2024-27 is hereby rescinded.
Section 2. The General Unit Salary, Benefit, and Classification Plan shall become effective with the pay period beginning March 8, 2025, by:
a. Reallocating the position of Senior Administrative Assistant (Public Works), Salary Range 23 ($70,055-$87,489), to Senior Administrative Assistant (Public Works), Salary Range 25 ($73,602-$91,918); and
b. Eliminating the Senior Development Services Technician position, Salary Range 25 ($73,602-$91,918); and
c. Creating one Public Works / Engineering Specialist position, Salary Range 14 ($56,095-$70,055); and
d. Reallocating the position of Administrative Technician, Salary Range 26 ($75,442-$94,216), to Administrative Technician, Salary Range 22 ($68,347- $85,356); and
e. Reallocating and funding the position of Network Support Specialist, Salary Range 21, ($66,679-$83,273) to Network Support Specialist, Salary Range 24 ($71,807-$89,677); and
f. Reclassifying one Accounting Assistant position, Salary Range 17 ($60,408- $75,442) to Assistant to the Fire Chief, Salary Range 17 ($60,408-$75,442); and
g. Creating one Emergency Management Assistant position, Salary Range 8 ($48,371-$60,409).
02/24/2025 City Council Agenda 124
Section 3. The updated City of Yucaipa General Employees Unit Salary Schedule is attached hereto as Exhibit A.
PASSED, APPROVED, and ADOPTED this 24t" day of February, 2025.
Jon Thorp, Mayor
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
02/24/2025 City Council Agenda 125
EXHIBIT A
CITY OF YUCAIPA
GENERAL EMPLOYEES UNIT
SALARY SCHEDULE
(Effective beginning March 8, 2025)
No
Position
Range
Salary Range
2 Accountant
27 77,328-96,572
-21
Accounting Assistant
17 60,408-75,442
3 Administrative Assistant
21 66,679-83,273
1 Administrative Technician
26 22
75,442 °^ 2 6
68, 347-85, 356
4 Assistant Maintenance Worker
1 40,692-50,819
2 Assistant Planner
31 85,355-106,597
Associate Planner
35 94,216-117,663
1 Assistant to the Fire Chief
17 60, 408-75, 442
3 Code Enforcement Officer
27 77,328-96,572
8 Community Services Coordinator
20 65,053-81,242
2 Community Services Specialist
10 50,819-63,466
1 Development Services Technician
23 70,055-87,489
1 Emergency Management Assistant
8 48,371-60,409
1 Geographic Information Systems Technician
21 66,679-83,273
1 Information Technology Technician
10 50,819-63,466
8 Maintenance Worker I
10 50,819-63,466
Maintenance Worker II
14 56,095-70,055
1 Network Support Specialist
24 24
679 83,273
71, 807-89, 677
3 Office Assistant 1
10 50,819-63,466
Office Assistant II
14 56,095-70,055
1 Public Works / Engineering Specialist
14 56,095-70,055
1 Senior Administrative Assistant (Public Works)
2-3
25 70,055 87,489
73, 602-91, 918
1 Senior Code Enforcement Officer
31 85,355-106,597
4 2-5
73,602 91,9 1-9
2 Senior Maintenance Worker
18 61,918-77,328
4 Public Works / Park Ranger
25 73,602-91,918
Vacant and unbudgeted
02/24/2025 City Council Agenda 126
ATTACHMENT 3
02/24/2025 City Council Agenda 127
RESOLUTION NO. 2025-06
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA,
CALIFORNIA, ADOPTING THE REVISED MANAGEMENT,
SUPERVISORY, AND CONFIDENTIAL EMPLOYEE SALARY, BENEFIT,
AND CLASSIFICATION PLAN
WHEREAS, it is necessary for the efficient operation of the affairs of the City that the City Council adopt a pay and classification plan.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA HEREBY RESOLVES AS FOLLOWS:
Section 1. Resolution No. 2024-28 is hereby rescinded.
Section 2. The Management, Supervisory, and Confidential Employee Salary, Benefit, and Classification Plan effective with the pay period beginning March 8, 2025, by:
a. Funding the position of Director of Community Development, Salary Range 57 ($167,773-$209,526); and
b. Reallocating the position of Housing & Economic Development Analyst, Salary Range 28 ($81,984-$102,387) to Economic Development Manager, Salary Range 43 ($118,738-$148,287); and
c. Reclassifying and funding the position of Systems Analyst, Salary Range 28 ($81,984-$102,387) to Procurement and Contracts Analyst, Salary Range 28 ($81,984-$102,387).
Section 3. The updated City of Yucaipa Management, Supervisory, and Confidential Salary Schedule is attached hereto as Exhibit A.
PASSED, APPROVED and ADOPTED this 24 h day of February, 2025.
Jon Thorp, Mayor
ATTEST:
Ana V. Sauseda, MMC
Director of General Services/City Clerk
02/24/2025 City Council Agenda 128
EXHIBIT A
CITY OF YUCAIPA
MANAGEMENT, SUPERVISORY, AND CONFIDENTIAL
SALARY SCHEDULE
(Effective beginning March 8, 2025)
No
Position
Range
Salary Range
1 Accountant (Confidential)
26 78,034-97,453
1 Accounting Supervisor
36 99,890-124,749
Accounting Manager 1
43 118,738-148,287
1 Assistant City Engineer
52 148,287-185,191
1 Assistant City Manager''-
63 194,566-242,986
3 Assistant Engineer
33 92,758-115,842
Associate Engineer
41 113,016-141,142
1 City Manager 1
Per contract
267,285-273,966
1 Code Enforcement Supervisor *
38 104,947-131,064
3 1 Community Services Supervisor
28 81,984-102,387
1 Construction Engineer
38 104,947-131,064
1 Deputy City Clerk / Deputy Rent Administrator / Records Technician (Confidential)
39 107,570-134,341
1 Deputy Director of Community Development / City Planner' 47 131,064-163,681
1 De uty Director of Finance'
47 131,064-163,681
1 Deputy Director of Public Works'
47 131,064-163,681
1 Director of Community Development 1,'
57 167,773-209,526
1 Director of Community Services'•'-
57 167,773-209,526
1 Director of Development Services/City Engineer'•'-
62 189,820-237,060
1 Director of Finance ',2
57 167,773-209,526
1 Director of General Services / City Clerk'•'-
57 167,773-209,526
1 Director of Governmental Affairs / Public Information Officer''- 57 167,773-209,526
1 HOUSi fi e. EeE fflO fflie DeVe!Op
Economic Development Manaer
2-8
43 81,984 i n2 �
118,738-148,287
1 Human Resources Assistant (Confidential)
21 68,970-86,135
1 Human Resources Manager'
43 118,738-148,287
1 Information Technology Manager'
43 118,738-148,287
1 Network Administrator Confidential
26 78,034-97,453
1 Public Safety Manager
43 118,738-148,287
1 Public Works Analyst
28 81,984-102,387
1 Recreation Superintendent
41 113,016-141,142
Senior Executive Assistant
34 95,077-118,738
L1
Senior Management Analyst (Confidential)
41 113,016-141,142
E11
Systems Analyst -Procurement and Contracts Analyst
28 81, 984-102, 387
1 At -will employee
2 Department Head
* Vacant and unbudgeted
02/24/2025 City Council Agenda 129
ATTACHMENT 4
02/24/2025 City Council Agenda 130
DF YUCAIPd
-AL
7-
MiL 4p
Cost Allocation Plan
MWILLDAN
(FINANCIAL SERVICES
Table of Contents
Tableof Contents.............................................................................................................................................. i
Listof Tables.................................................................................................................................................... ii
Certification of Cost Allocation Plan................................................................................................................ 1 ExecutiveSummary.......................................................................................................................................... 2 Introduction..................................................................................................................................................... 7 Approach.......................................................................................................................................................... 8 Methodology................................................................................................................................................................ 8 Applications.................................................................................................................................................................. 9 OMB Super Circular and 2 CFR Part 200....................................................................................................................... 9 CentralService Departments...................................................................................................................................... 10 DistributionBases....................................................................................................................................................... 11 Allocable Costs and Distribution Bases..........................................................................................................12 AllocableCosts...........................................................................................................................................................12 Central Service Allocation Methodology....................................................................................................................13 Section1: Accounting............................................................................................................................................ 13 Section2: City Council............................................................................................................................................ 13 Section3: City Manager......................................................................................................................................... 14 Section4: Finance.................................................................................................................................................. 15 Section 5: General Services / City Clerk.................................................................................................................15 Section6: Governmental Affairs............................................................................................................................ 16 Section7: Human Resources.................................................................................................................................16 Section8: Non Departmental................................................................................................................................ 17 Section 9: Parks & Facilities Maintenance.............................................................................................................17 IterativeAllocation..................................................................................................................................................... 18 AppendixA..................................................................................................................................................... 19 AppendixB.....................................................................................................................................................26 bV I LLC)A:U
i Cost Allocation Plan
02/24/2025 City Council Agenda
132
List of Tables
Table 1a: Allocated Costs to Recipient Departments (OMB Compliant CAP) .................................................. 3 Table 1b: Allocated Costs to Recipient Departments (OMB Compliant CAP) — continued .............................. 4
Table 2a: Allocated Costs to Recipient Departments (Full CAP)...................................................................... 5 Table 2b: Allocated Costs to Recipient Departments (Full CAP) — continued .................................................. 6 Table 3: Allocable Cost Summary...................................................................................................................12 Table A-1a: Initial Allocation Percentages (OMB Compliant CAP).................................................................20 Table A-1b: Initial Allocation Percentages (OMB Compliant CAP) —continued ............................................. 21
Table A-2a: Final Allocation Percentages (OMB Compliant CAP).................................................................. 22 Table A-2b: Final Allocation Percentages (OMB Compliant CAP) — continued .............................................. 23 Table A-3a: Final Allocation Amounts (OMB Compliant CAP)....................................................................... 24 Table A-3b: Final Allocation Amounts (OMB Compliant CAP) - continued .................................................... 25 Table B-1a: Final Allocation Amounts (Full CAP)............................................................................................ 27 Table B-1b: Final Allocation Amounts (Full CAP) - continued........................................................................ 28 W WILLDAN ii Cost Allocation Plan
02/24/2025 City Council Agenda
133
Certification of Cost Allocation Plan
This is to certify that I have reviewed the cost allocation plan submitted herewith and to the best of my knowledge and belief:
(1) All costs included in this proposal 2/12/2025 to establish cost allocations or billings for FY 2025 are allowable in accordance with the requirements of this Part and the Federal award(s) to which they apply.
Unallowable costs have been adjusted for in allocating costs as indicated in the cost allocation plan. (2) All costs included in this proposal are properly allocable to Federal awards on the basis of a beneficial or causal relationship between the expenses incurred and the Federal awards to which they are allocated in accordance with applicable requirements. Further, the same costs that have been treated as indirect costs have not been claimed as direct costs. Similar types of costs have been accounted for consistently.
I declare that the foregoing is true and correct.
Governmental Unit: City of Yucaipa
Signature:
Name of City Official:
Title:
Date of Execution:
W VVILLDAN 1 Cost Allocation Plan
02/24/2025 City Council Agenda 134
Executive Summary
This costa I location plan ("CAP") summarizes a comprehensive analysis that has been completed for the City of Yucaipa, California (the "City") to determine the appropriate allocation of costs from central service departments to the operating departments. The primary objective is to allocate costs from departments that provide services internally to operating departments that conduct the day-to-day operations necessary to serve the community. The internal service costs typically represent (a) incurred for a common or joint purpose benefiting more than one cost objective, and (b) not readily assignable to the cost objectives specifically benefitted, without effort disproportionate to the results achieved. The term "indirect costs," as used herein, applies to costs of this type originating in the central service departments.
To ensure central service department costs are appropriately allocated to the operating departments, Willdan analyzed the City's cost code structure to determine which types costs are allowable versus unallowable in accordance with standard and accepted cost allocation principles. The term "allocable costs" as used herein, applies to costs that are allowable for allocation.
The study is comprised of two separate allocation plans. Table 1 is the summary results of the allocation in compliance with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles). Table 2 that follows is the summary results of the full plan. The report below includes descriptions of the differences between the two plans, their separate purposes, and specific details of when the plans deviate from each other.
W"VVILLDAN 2 Cost Allocation Plan
02/24/2025 City Council Agenda 135
Firm
Table la: Allocated Costs to Recipient Departments
(OMB Compliant CAP)
Allocated Cost Summary
100: Community Development
100: Community Services
100: Economic Development
100: Engineering
100: Mobilehome Rent Stabilization
100: Public Works
101: General Fd Capital Replacement
110: Fire
111: Fire Capital Replacement
140: Specific Plan
201: Public Safety
202: RMRA
204: Gas Tax Fund
206: Measure 1
207: Measure 1- 2010-2040
224: Asset Forfeiture Fund
225: Misc. Special Revenue
229: Household Hazardous Waste
230: CalRecycle
235: ARPA -American Rescue Plan Act
236: CalTrans
237: AQMD Special Revenue
239: CDBG Special Revenue
240: PEG Video
250: Energy Independence Prog. Fund
260: Drainage DIF
261: Traffic DIF
262: Public Facilities DIF
263: Fire Facilities DIF
264: Park Facilities DIF
270: State Law Enforce. Grant
291: OTS Grant
301: LLMD - Zone A
302: LLMD - Zone B
303: LLMD - Zone C
304: LLMD - Zone D
305: LLMD - Zone E
306: LLMD - Zone F
307: LLMD - Zone G
308: LLMD - Zone H
309: LLMD - Zone 1
310: LLMD - Zone J
311: LLMD - Zone K
312: LLMD - Zone L
313: LLMD - Zone M
314: LLMD - Zone N
315: LLMD -Zone O
316: LLMD - Zone P
317: LLMD - Zone Q
318: LLMD - Zone R
Fiscal Year 2024-2025
$7,986,804
$40,426,386
20%
$518,395
$3,270,011
16%
$4,159,113
$7,668,094
54%
$62,536
$390,315
16%
$340,661
$1,523,868
22%
$49,991
$352,833
14%
$4,741
$110,337
4%
$1,184
$0
$120,763
$0
$2,450
$0
$0
$0
$1,903,805
$22,782,794
8%
$0
$0
$355,218
$1,469,984
24%
$0
$0
$0
$0
$1,266
$0
$3,154
$0
$3,193
$52,235
6%
$1,724
$7,852
22%
$0
$0
$0
$0
$0
$0
$2,241
$25,346
9%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$7,255
$100,000
7%
$1,713
$40,000
4%
$12,594
$52,281
24%
$30,747
$369,667
8%
$9
$205
4%
$8,292
$10,427
80%
$9
$208
4%
$6,845
$12,635
54%
$25
$577
4%
$12,880
$38,393
34%
$16
$384
4%
$28
$645
4%
$76
$1,783
4%
$18
$417
4%
$8
$192
4%
$39
$908
4%
$8,582
$10,736
80%
$60
$1,412
4%
$9
$199
4%
$18
$418
4%
W WILLDAN
02/24/2025 City Council Agenda
Cost Allocation Plan
136
Table lb: Allocated Costs to Recipient Departments
(OMB Compliant CAP) - continued
Allocated Cost Summary
0 Fiscal Year 2024-2025
$7,986,804 $40,426,386 20%
319: LLMD - Zone S
$2,309
$45,973
5%
320: LLMD - Zone T
$12,736
$55,952
23%
321: LLMD - Zone U
$4,677
$6,285
74%
322: LLMD - Zone V
$9,072
$14,574
62%
323: LLMD - Zone W
$9,088
$31,630
29%
324: LLMD - Zone X
$9,837
$46,500
21%
325: LLMD - Zone Y
$1,973
$3,274
60%
326: LLMD - Zone Z
$8,199
$8,585
95%
327: LLMD - Zone AA
$4,070
$2,183
186%
328: LLMD - Zone BB
$6,767
$8,663
78%
329: LLMD - Zone CC
$6,453
$7,775
83%
330: LLMD - Zone DID
$1,741
$694
251%
331: LLMD - Zone EE
$2,841
$66,319
4%
332: LLMD - Zone FF
$6,369
$11,943
53%
333: LLMD - Zone GG
$16,608
$119,395
14%
334: LLMD - Zone HH
$989
$19,120
5%
335: LLMD - Zone 11
$8, 574
$21, 309
40%
336: LLMD - Zone JJ
$6,342
$8,152
78%
337: LLMD - Zone KK
$5,283
$3,917
135%
338: LLMD - Zone LL
$2,041
$3,737
55%
340: LLMD - Zone NN
$4,586
$10,941
42%
341: LLMD - Zone 00
$28
$663
4%
342: LLMD - Zone PP
$7,004
$20,647
34%
344: LLMD - Zone RR
$146
$3,411
4%
345: LLMD - Zone SS
$300
$7,001
4%
346: LLMD - Zone TT
$8,075
$11,486
70%
348: LLMD - Zone VV
$7,273
$6,080
120%
349: LLMD - Zone WW
$227
$5,305
4%
351: LLMD - Zone YY
$26
$610
4%
352: LLMD - Zone ZZ
$346
$8,080
4%
354: LLMD - Zone BBB
$242
$5,639
4%
355: LLM D -Zone CCC
$24
$564
4%
356: LLMD- ZoneDDD
$1,807
$2,232
81%
357: LLMD - Zone EEE
$1,995
$46,571
4%
500: Street Maint. Fund
$13,378
$0
510: Drainage Facilities
$18,955
$0
520: Traffic Facilities
$24,145
$0
530: Public Facilities
$14,801
$0
540: Fire Facilities
$0
$0
550: Park Facilities
$8,066
$0
560: Park Capital Replacement Fund
$2,877
$0
570: Air Quality Improv.
$610
$0
590: Low Water Crossings
$2,018
$0
600: CDBG - Capital
$1,450
$0
610: Capital Projects Fund
$57,438
$887,610
6%
620: General Capital Projects
$1,616
$0
720: CFD 98-1 Chapman Heights
$23,534
$509,124
5%
810: RDA- Low Inc Housing Auth (HA)
$9,095
$0
826: RDA Successor Debt Service
$31,113
$119,286
26%
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Cost Allocation Plan
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Table 2a: Allocated Costs to Recipient Departments (Full CAP) Allocated Cost Summary
0 Fiscal Year 2024-2025
$9,481,246
$40,426,386
23%
100:
Community Development
$642,688
$3,270,011
20%
100:
Community Services
$4,545,380
$7,668,094
59%
100:
Economic Development
$77,221
$390,315
20%
100:
Engineering
$405,579
$1,523,868
27%
100:
Mobilehome Rent Stabilization
$63,167
$352,833
18%
100:
Public Works
$8,048
$110,337
7%
101:
General Fd Capital Replacement
$1,227
$0
110:
Fire
$125,203
$0
111:
Fire Capital Replacement
$2,540
$0
140:
Specific Plan
$0
$0
201:
Public Safety
$2,623,085
$22,782,794
12%
202:
RMRA
$0
$0
204:
Gas Tax Fund
$420,291
$1,469,984
29%
206:
Measure 1
$0
$0
207:
Measure I - 2010-2040
$0
$0
224:
Asset Forfeiture Fund
$1,313
$0
225:
Misc. Special Revenue
$3,269
$0
229:
Household Hazardous Waste
$4,793
$52,235
9%
230:
CalRecycle
$2,010
$7,852
26%
235:
ARPA -American Rescue Plan Act
$0
$0
236:
CalTrans
$0
$0
237:
AQMD Special Revenue
$0
$0
239:
CDBG Special Revenue
$3,043
$25,346
12%
240:
PEG Video
$0
$0
250:
Energy Independence Prog. Fund
$0
$0
260:
Drainage DIF
$0
$0
261:
Traffic DIF
$0
$0
262:
Public Facilities DIF
$0
$0
263:
Fire Facilities DIF
$0
$0
264:
Park Facilities DIF
$0
$0
270:
State Law Enforce. Grant
$10,361
$100,000
10%
291:
OTS Grant
$2,912
$40,000
7%
301:
LLMD - Zone A
$14,541
$52,281
28%
302:
LLMD - Zone B
$42,373
$369,667
11%
303:
LLMD - Zone C
$15
$205
7%
304:
LLMD - Zone D
$8,893
$10,427
85%
305:
LLMD - Zone E
$15
$208
7%
306:
LLMD - Zone F
$7,455
$12,635
59%
307:
LLMD - Zone G
$42
$577
7%
308:
LLMD - Zone H
$14,444
$38,393
38%
309:
LLMD - Zone 1
$28
$384
7%
310:
LLMD - Zone J
$47
$645
7%
311:
LLMD - Zone K
$130
$1,783
7%
312:
LLMD - Zone L
$30
$417
7%
313:
LLMD - Zone M
$14
$192
7%
314:
LLMD - Zone N
$66
$908
7%
315:
LLMD - Zone O
$9,203
$10,736
86%
316:
LLMD - Zone P
$103
$1,412
7%
317:
LLMD - Zone Q
$14
$199
7%
318:
LLMD - Zone R
$30
$418
7%
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Table 2b: Allocated Costs to Recipient Departments (Full CAP) - continued
Allocated Cost Summary
319: LLMD - Zone S
320: LLMD - Zone T
321: LLMD - Zone U
322: LLMD - Zone V
323: LLMD - Zone W
324: LLMD - Zone X
325: LLMD - Zone Y
326: LLMD - Zone Z
327: LLMD - Zone AA
328: LLMD - Zone BB
329: LLMD - Zone CC
330: LLMD - Zone DID
331: LLMD - Zone EE
332: LLMD - Zone FF
333: LLMD - Zone GG
334: LLMD - Zone HH
335: LLMD - Zone 11
336: LLMD - Zone JJ
337: LLMD - Zone KK
338: LLM D - Zone LL
340: LLMD - Zone NN
341: LLM D -Zone 00
342: LLM D -Zone PP
344: LLM D - Zone RR
345: LLM D - Zone SS
346: LLM D - Zone TT
348: LLM D - Zone VV
349: LLMD -Zone WW
351: LLMD - Zone YY
352: LLMD - Zone ZZ
354: LLM D - Zone BBB
355: LLMD - Zone CCC
356: LLM D - Zone DDD
357: LLM D - Zone EEE
500: Street Maint. Fund
510: Drainage Facilities
520: Traffic Facilities
530: Public Facilities
540: Fire Facilities
550: Park Facilities
560: Park Capital Replacement Fund
570: Air Quality Improv.
590: Low Water Crossings
600: CDBG - Capital
610: Capital Projects Fund
620: General Capital Projects
720: CFD 98-1 Chapman Heights
810: RDA- Low Inc Housing Auth (HA)
826: RDA Successor Debt Service
ra-
Fiscal Year 2024-2025
$9,481,246 $40,426,386 23%
$3, 699
$45, 973
8%
$14,793
$55,952
26%
$5,028
$6,285
80%
$9,819
$14,574
67%
$10,321
$31,630
33%
$11,519
$46,500
25%
$2,139
$3,274
65%
$8,744
$8,585
102%
$4,281
$2,183
196%
$7,262
$8,663
84%
$6,911
$7,775
89%
$1,825
$694
263%
$4,828
$66,319
7%
$6,942
$11,943
58%
$20,609
$119,395
17%
$1,568
$19,120
8%
$9,494
$21,309
45%
$6,807
$8,152
84%
$5,588
$3,917
143%
$2,222
$3,737
59%
$5, 065
$10, 941
46%
$48
$663
7%
$7,848
$20,647
38%
$248
$3,411
7%
$510
$7,001
7%
$8,698
$11,486
76%
$7,713
$6,080
127%
$386
$5,305
7%
$44
$610
7%
$588
$8,080
7%
$411
$5,639
7%
$41
$564
7%
$1,937
$2,232
87%
$3,390
$46,571
7%
$13, 870
$0
$19,652
$0
$25,033
$0
$15,345
$0
$0
$0
$8,362
$0
$2,983
$0
$633
$0
$2, 092
$0
$1,503
$0
$84,751
$887,610
10%
$1,675
$0
$38, 855
$509,124
8%
$9, 430
$0
$36,159
$119,286
30%
Vy WILLIDA.N
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Introduction
In the early 1970s, the cost allocation plan concept was introduced to many government agencies. The purpose of a typical cost allocation plan is to identify costs related to rendering internal central support services and allocate those costs to operating departments or programs that utilize and benefit from them, in a fair and equitable manner.
Before indirect costs and central support service charges may be claimed for reimbursement by an operating department, there must be some formal means of identifying, accumulating and distributing these types of costs to all benefiting departments. Regardless of whether an agency has a formal comprehensive cost accounting system, the best method of accumulating, identifying, and determining a distribution of indirect costs is a cost allocation plan.
A City is made up of many departments, each with their own specific purposes or functions. Departments whose primary function is to provide support internally to other City departments are called central services.
Examples of central services are Accounting, City Manager, Finance, and City Council. Within these groups there are numerous functions performed that provides support to the direct cost centers. The direct cost centers, or departments and funds, that require support from Central Services and provide services directly to the community through their day-to-day operations, are called operating departments. Examples of operating departments are Community Development, Public Safety, Engineering, Economic Development, and Community Services. The Cost Allocation Plan allocates the costs of the central services to the operating departments based on the nature of the functions of each central service, upon which the operating departments depend. This is done to determine the total cost associated with providing direct services. The overall goal of the cost allocation plan process is to allow cities to allocate a portion of the central service costs to the operating departments, thus 1) accounting for "all" costs, direct and indirect, for each operating department, and 2) facilitating the calculation of a fully burdened cost estimate of providing services to the public.
The purpose of this study is to:
■ Identify the central support and operating departments in the City; ■ Identify the functions and services provided by the central departments; ■ Identify allocable and non -allocable costs associated with the City's central service departments; and
■ Distribute those costs to operating entities in a fair and equitable manner. vy WILLDAN 7 Cost Allocation Plan
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Approach
Methodology
The way in which each Indirect Service provides support to the operating departments is determined in order to perform allocations in a manner consistent with the nature of that Indirect Service. This ensures that the costs can be allocated to each operating department in a fair and equitable way. The Cost Allocation Plan identifies the functions of each central service department, and then determines a methodology to allocate or spread the central service costs in a manner that best represents the nature of those functions.
The mathematical representations of central service functions used to allocate indirect costs are commonly called distribution bases. A distribution basis is a set of data displayed as the level of measure of each department's participation in a specific activity or City function. This basis is then used to distribute costs that reasonably relate to the activity or City function that the basis represents. Some examples of distribution bases are salary and benefits costs, number of full-time equivalent employees, frequencies of city council agenda items, and number of processed transactions. The data sets associated with these distribution bases for each department is collected to facilitate the allocation of indirect costs.
The methodology used for this Cost Allocation Plan is the iterative method, which is one of the most equitable methods for allocating costs from central services to operating departments. While not used as prevalently as simpler allocation methods, it is widely considered to be the most accurate. The iterative method utilizes a recursive application of central service cost distribution to allocate indirect costs. In the first step, the allocable costs of central service departments are identified and distributed to all departments including the central service departments themselves, based on the appropriate allocation bases that were selected to represent the manner in which central services are utilized. This is repeated ad infinitum until all costs have been distributed to the operating departments, and none remain with the central service departments.
As an example, consider the allocation of central service costs associated with Accounting. The function of Accounting is identified, and the appropriate distribution basis is determined to be the total number of accounts payable processed per department and fund. The allowable costs are then distributed to all City departments and funds based on their proportional share of accounts payable processed, including other central services. The costs allocated from central service to central service in the initial allocation are then allocated out using the same distribution methodology. This function is performed as many times as necessary until all costs for Accounting has been allocated.
All central service departments are treated equally. That is to say, this method is performed concurrently for the allowable costs in each of the central service departments for each iteration until all costs associated with the central service departments have been allocated to each direct service department. The method is complete when the total amount of allocable costs remaining in the central service departments is equal to zero.
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Applications
Public agencies use cost allocation plans for many purposes such as internal accounting, the justification of user fees, application for reimbursement from federal programs or the determination of administrative effort associated with special districts and/or municipal service activities. In many of these cases, the agency will be required to certify that the costs identified are "reasonable". Per the Code of Federal Regulations, a cost is reasonable if, in its nature and amount, it does not exceed that which would be incurred by a prudent person under the circumstances prevailing at the time the decision was made to incurthe cost. The question of reasonableness is particularly important when determining the amount that a public agency should be reimbursed for central service overhead activities associated with a federally funded program. Additionally, public agencies should consider special care to only identify the portion of central service costs that have not been reimbursed through other means (such as grants, user fee revenues, transfers from other departments or internal service funds) to avoid double -counting. These cost reductions are done before the allocation methodologies are used and are detailed within the model itself.
OMB Super Circular and 2 CFR Part 200
This report details the allocations for two separate cost allocation plans. The primary model, presented in text and tables in the below sections and in Appendix A, provides a plan that complies with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles) that are used to determine central overhead costs incurred while carrying out activities associated with Federal awards, cost reimbursement contracts and some other intergovernmental agreements (as required). The secondary model presented in Appendix B of this report is the full cost allocation plan, which the City should use for standard City operations and budgeting. Unless otherwise indicated, the details of this report and Appendix A contain the OMB compliant allocation plan. The Appendix B tables contain the full cost plan, and utilize the same distribution methodology as the OMB Compliant plan. While the overall methodology used for both plans is the same, there are specific guidelines that require additional cost exemptions for OMB Super Circular compliance outside of what was done for the full cost plan. Where such exemptions are done in the methodology has been explained below. Some commonly encountered examples that are usually exempt under OMB Super Circular guidelines are:
■ General Advertising
■ Bad Debt
■ Contingencies
■ Litigation
■ Debt Service
■ Entertainment
■ Capital
■ Lobbying
■ Legislative Body (City Council)
■ Promotional Items
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Central Service Departments
Nine (9) central service functions were identified for the purposes of this cost allocation plan:
■ Accounting
■ City Council
■ City Manager
■ Finance
■ General Services / City Clerk
■ Governmental Affairs
■ Human Resources
■ Non Departmental
■ Parks & Facilities Maintenance
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Distribution Bases
Distribution bases are the allocation factors that may be used to distribute the allocable costs to all departments and funds. As discussed previously, distribution bases are measurable and readily available data that are utilized to represent activities or functions, and which are then used to distribute costs matching that activity or function. Below are the bases that were analyzed in this study and used to allocate Central Services costs to operating departments. ■ Number of FTE Employees — The number of full-time equivalent personnel for each department and fund.
■ Modified Total Direct Cost— The total allowable expenditures for each department and fund for FY2025 which excludes capital and debt., non -operational transfers, and grant subaward costs greater than $25,000.
■ Total Accounts Payable —The number of accounts payable processed in the most recent fiscal year for each department and fund.
■ Total Checks — The number of checks processed in the most recent fiscal year for each department and fund.
■ Total Purchase Orders —The number of purchase orders processed in the most recent fiscal year for each department and fund.
■ Total Square Footage — The total building square footage for each department and fund that is maintained by Parks & Facilities Maintenance.
■ Total Salaries & Benefits —The total salary & benefit expenditures for each department and fund for FY2025.
■ Direct Allocations — Specific personnel or expenses within certain central services were identified by the City to be allocable directly to specific departments.
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Allocable Costs and Distribution Bases
Allocable Costs
Table 3 identifies the allocable cost of each central service department for the OMB compliant allocation plan, with the total allocable costs for this study being $7,986,804. The total expenditures from the central service departments were $26,520,184. However, $18,533,380 of the expenditures identified as unallowable by the 200 CFR Part 200 and have been excluded from allocation. The primary exclusions were related to City Council, Litigation, City promotion/advertising/lobbying, staff appreciation, contingency, election, transfers, and not for profit funding expenses. The remaining amount was distributed to the operating departments and the central services departments by distribution factor(s) that best represents the functions of each central service department and the demand placed on that central service by all City departments, as previously described in the Methodology section of this report. The allocation methodology for each central service is detailed in the following section of this report.
Table 3: Allocable Cost Summary
Allocable Cost Summary - Central Services
Fiscal Year 2024-2025
Unallocable
Total Cost
Cost
Allocable Cost
Summary
$ 26,520,184
$ 18,533,380
$ 7,986,804
Central Service
100: Accounting
946,496
1,000
945,496
100: City Council
196,078
196,078
-
100: City Manager
1,346,417
600
1,345,817
100: Finance
799,691
1,100
798,591
100: General Svcs/City Clerk
902,209
391,300
510,909
100: Governmental Affairs
1,049,564
1,049,564
-
100: Human Resources
449,569
200
449,369
100: Non -Departmental
17,187,938
16,886,638
301,300
100: Parks & Facilities Maint.
3,642,222
6,900
3,635,322
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Central Service Allocation Methodology
The first step of the iterative allocation method is to distribute the allocable costs of the central service departments to other central service departments and operating departments based on the distribution methodology and bases that best represent the activity of the central service, and the functions it serves.
The sections below describe each central service and the methodology used to allocate their costs.
Corresponding tables detailing each distribution are attached in the Appendices as tables A-1 through A-3 for the OMB compliant plan and B-1 for the full cost plan.
The Accounting Division of the Finance Department is responsible for the administration of financial record keeping and reporting functions for the City and the Successor Agency to the Yucaipa Redevelopment Agency. Other functions include budget control, cash management, accounts payable and receivable, payroll, grant financial administration, and capital project accounting. The General Fund and all other funds are administered by the Accounting Division. Staff from this division also assist the Deputy Director in preparing the City's Annual Budget and in exercising certain elements of purchasing control.
Allocation Method
Based on the assessment of the functions of the Accounting Division, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ One hundred percent (100%) of the allocable cost was allocated based on the total number of Council agendas for each department and fund
100: Accounting
Total Accounts Payable
100%
Section 2: City Council
The City of Yucaipa operates under the council-manager form of government, in which an elected City Council serves as the City's legislative body and appoints a City Manager to perform the executive function. This system of local government combines the strong political leadership of elected officials with the professional managerial experience of an appointed City Manager. Over 90% of California's 482 municipalities operate under the council-manager form of government.
The five members of the City Council, serving collectively as the legislative, policy -making branch of City government, are elected by district to serve staggered four-year terms. Every even -numbered year, either two or three members of the City Council stand for election.
Yucaipa's Mayor is selected annually from among the City Council Members by a majority vote of the City Council, and is charged with running the City Council meetings and representing the City throughout the community and region. The Mayor and each member of the City Council share equal voting powers on all items coming before the Council.
The City Council also serves as the Board of Directors of the Successor Agency to the Yucaipa Redevelopment Agency and as Commissioners of the Yucaipa Housing Authority.
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02/24/2025 City Council Agenda
Allocation Method
Based on the assessment of the functions of the City Council, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ For the OMB plan the costs of City Council are not allocated to ensure OMB compliance 100: City Council
Total FTE's 50%
Modified Total Direct Cost 50%
Section 3: City Manager -
The City Manager is the Chief Executive Officer of the City. As the City's administrative head, he is employed by, and answers directly to, the City Council. He is responsible for the efficient operation of all City departments and functions. He serves as an advisor to the City Council on policy matters, provides professional leadership in administering and executing the objectives and policies of the City Council, appoints and leads all City staff, develops and recommends solutions to community matters for Council consideration, oversees preparation of the City's annual budget, develops and plans new and innovative programs to address future community needs, and promotes trust in local government by striving to provide exceptional and transparent customer service.
The City Manager also serves as City Treasurer and as Executive Director of the Successor Agency to the former Yucaipa Redevelopment Agency.
Allocation Method
Based on the assessment of the functions of the City Manager, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
100: City Manager
Total FTE's 50%
Modified Total Direct Cost 50%
�ry
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Section 4: Finance
The Finance Division is responsible for providing internal support to all departments in the areas of Budget, Purchasing and Financial Systems. It is additionally responsible for Business Licenses, Cashiering and City Hall reception, providing the lead role in front counter customer service at City Hall.
Allocation Method
Based on the assessment of the functions of the Finance Division, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ Ten percent (10%) of the allocable cost was allocated based on the number of checks processed for each department and fund
■ Twenty percent (20%) of the allocable cost was allocated based on the number of purchase orders processed for each department and fund
■ Twenty percent (20%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
100: Finance
Modified Total Direct Cost
50%
Total Checks
10%
Total Purchase Orders
20%
Total FTE's
20%
Section 5,- Ce n+ rni SeirviccS / Cit-N, Clltt rk
The General Services Department for the City of Yucaipa is responsible for the administration of franchise agreements, solid waste and recycling, Information Technology, Community Activity Grants, and special projects as assigned.
The Director of General Services also serves as the City Clerk for the City of Yucaipa. The mission of the City Clerk's Office is to ensure transparency to the public in the decision -making process, to accurately record all proceedings of the City Council, to preserve vital and historical records of the City, and to serve as a source of information for all City Departments and the public. The Office of the City Clerk is committed to providing these services in an efficient, professional, ethical, and courteous manner. The City Clerk also serves as the City's elections official, responsible for all general municipal and special elections and is the custodian of records for the City of Yucaipa. The Office of the City Clerk is responsible for the preparation and distribution of City Council agendas and minutes; performs centralized processing of all legal notices; coordinates appointments to City Boards and Commissions; issues and administers oaths of office; maintains campaign and economic interest statement filings in accordance with the Political Reform Act; manages the retention and retrieval of all official City Council actions; and maintains and administers the Yucaipa Municipal Code.
Allocation Method
Based on the assessment of the functions of the General Services / City Clerk Department, it is reasonable to distribute the allocable cost by using the method(s) described below. vy VVILLDAN 15 Cost Allocation Plan
02/24/2025 City Council Agenda
■ Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
100: General Svcs/City Clerk
Total FTE's 50%
Modified Total Direct Cost 50%
Cevtif)n Fe• 1 fftail•�
The Department of Governmental Affairs performs several functions: advocacy, communications, government relations, grants coordination. Advocacy involves representing the City's interests at the federal, state and regional levels of government. The Director of Governmental Affairs also serves as the Public Information Officer, and the department helps produce communications that highlight City accomplishments and educate the public on official actions. Government relations include supporting City Council members in their roles as members of regional boards and commissions and serving as a conduit between the public and the City. The department also coordinates the City's grant acquisition efforts, helping other departments identify and apply for various grants.
Allocation Method
Based on the assessment of the functions of the Governmental Affairs Department, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ One hundred percent (100%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
100: Governmental Affairs
Modified Total Direct Cost 100%
The Human Resources Division of the Finance Department is dedicated to managing the human capital and fostering a positive work environment by attracting, developing, and retaining highly qualified and diverse individuals who are committed to delivering high -quality public services to the citizens of Yucaipa. Human Resources provides citywide services related to recruitment, compensation, benefits and leaves administration, safety, employee relations (including compliance with State and Federal employment laws), performance management, training, maintenance of personnel systems and files, and labor relations (including negotiations and administration of labor agreements with employee groups).
Allocation Method
Based on the assessment of the functions of the Human Resources Division, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
W WILLDAN 16 Cost Allocation Plan
02/24/2025 City Council Agenda 149
■ Fifty percent (50%) of the allocable cost was allocated based on the total salaries and benefits for each department and fund
100: Human Resources
Total F'E's
Total Salaries and Benefits
50%
50 %
Sr�c te«►a R- Ncin ilr +� ee tnez ►�t,l
The Non -Departmental Division includes items that are not directly associated with any specific department. Revenue items accounted for here include major general revenue sources such as property tax, sales tax, motor vehicle in -lieu, and franchise fees. Expenditure items accounted for here include transfers -out to other funds to subsidize operations.
Allocation Method
Based on the assessment of the functions of the Non -Departmental Division, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ One hundred percent (100%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
100: Non -Departmental
Modified Total Direct Cost 100%
Section 9: Parks & Facilities Maintenance
The Parks and Facilities Maintenance Section is responsible for the daily operation and maintenance of public parks, recreational facilities and public buildings. This section maintains approximately 542 acres of public park land and open space, including the maintenance of sports fields and recreational facilities. The Parks and Facilities Maintenance Section is also responsible for the management of maintenance contracts and maintenance contractors.
Allocation Method
Based on the assessment of the functions of the Parks & Facilities Maintenance, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ Seventy six percent (76%) of the allocable cost was allocated based on the total square footage maintained for each department and fund
■ Twenty four percent (24%) of the allocable cost was allocated based on the support directly to the Community Services Department
100: Parks & Facilities Maint.
Total Square Footage 76%
Directto Community Services 24%
6 1VILLIDAN 17 Cost Allocation Plan
02/24/2025 City Council Agenda
150
Iterative Allocation
The total allocable expenditures of each central service department were allocated to other departments (including both operating departments and other central service departments) based on the individual methodologies outlined above in Sections 1 through 9 of the Allocation Percentages chapter. Any cost allocated from central service to central service is then reallocated out using the same methodology. This operation is done iteratively until all allocable cost is received by the operating departments and funds, and none remain with the central services. After completion of the iterative allocation method, a total combined allocable cost of $7,986,804 was distributed to all departments and funds until the allocable cost remained only in the operating departments and funds, and the amount of allocable costs remaining in central service departments was equal to zero.
The full cost plan follows the same methodology with the exception that all costs that were excluded solely for OMB compliance, but were reasonable for the full plan, were made allowable and included in the allocation. See Table B-1 for additional details for the full cost plan.
After implementing the iterative allocation methodology, all allocable central service costs have been distributed to the operating departments and funds. Table 1 in the Executive Summary of this report summarized the distribution of the total allocable cost of $7,986,804 to each recipient department for the OMB compliant CAP. Table 2 summarized the distribution of the total allocable cost of 9,481,246 to each recipient department for the full cost CAP.
W WILLDAN 18 Cost Allocation Plan
02/24/2025 City Council Agenda 151
m
Appendix A
Appendix A lists theta blesdetailing the allocation methodology performed in allocating central service costs for the OMB compliant cost allocation plan.
W WILLDAN
02/24/2025 City Council Agenda
19 Cost Allocation Plan
152
0 Table A -la: Initial Allocation Percentages (OMB Compliant CAP) First Iteration
Central
Service Departments
Central Service/Operating Departments
100:
100: City
100: City
100:
100: General
Governmental
100:
100: Human
100: Non- 100: Parks &
Accounting
Council
Manager
Finance
Svcs/City Clerk
Resources
Departmental Facilities
Maint.
Affairs
100: Accounting
0.7%
4.5%
4.5%
2.4%
4.5%
1.9%
6.4%
1.9%
1.3%
100: City Council
1.5%
0.4%
0.4%
0.4%
0.4%
0.4%
0.6%
0.4%
0.1%
100: City Manager
3.3%
2.9%
2.9%
2.3%
2.9%
2.7%
4.4%
2.7%
0.6%
100: Finance
2.3%
3.6%
3.6%
2.5 %
3.6%
1.6%
4.9%
1.6%
1.0%
100: General Svcs1Cdy Clerk
1.9%
2.4%
2.4%
2.1 %
2.4%
1.8%
3.1 %
1.8%
0.6%
100: Governmental Affairs
1.6%
2.4%
2.4%
1.9%
2.4%
2.1 %
2.9%
2.1 %
0.5%
100: Hunan Resources
1.2%
1.7%
1.7%
1.3%
1.7%
0.9%
2.7%
0.9%
0.5%
100: Non -Departmental
4.5%
0.4%
0.4%
1.4 %
0.4%
0.8%
0.1%
0.8%
0.0%
100: Parks & Facilities Maint.
13.9%
11.4%
11.4%
10.3%
11.4%
7.3%
12.8%
7.3%
6.9%
100: Community Development
3.1%
9.5%
9.5%
6.4%
9.5%
6.5%
11.3%
6.5%
2.3%
100: Community Services
26.8%
18.2%
18.2%
19.3%
18.2%
15.3 %
27.1 %
15.3%
65.6%
100: Economic Development
0.7%
1.0%
1.0%
0.8%
1.0%
0.8%
1.2%
0.8%
0.2%
100: Engineering
1.9%
6.1 %
6.1 %
3.9 %
6.1 %
3.0%
8.5%
3.0%
1.7%
100: Mobilehome Rent Stabilization
0.6%
1.0%
1.0%
0.8%
1.0%
0.7%
1.5%
0.7%
0.0%
100: Public Works
0.0%
0.1%
0.1%
0.1%
0.1%
0.2%
0.0%
0.2%
0.0%
101: General I'd Capital Replacement
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
110: Fire
7.8%
0.0%
0.0%
2.8%
0.0%
0.0%
0.0%
0.0%
0.0%
111! Fire Capital Replacement
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
140: Specific Plan
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
201: Public Safety
0.0%
24.7%
24.7%
23.5%
24.7%
45.4%
3.4%
45.4%
18.7%
202: RMRA
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
204: Gas Tax Fund
7.8%
6.6%
6.6%
5.4%
6.6%
2.9%
8.3%
2.9%
0.0%
206: Measure 1
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
207: Measure I - 2010-2040
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
224: Asset Forfeiture Fund
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
225: Misc. Special Revenue
0.1%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
229: Household Hazardous Waste
0.1%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
230: CalRecycle
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
235: ARPA -American Rescue Plan Act
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
236: CalTrans
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
237: AQMD Special Revenue
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
239: CDBG Special Revenue
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
0.1%
0.0%
240: PEG Video
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
250: Energy Independence Prog. Fund
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
260: Drainage DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
261: Traffic DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
262: Public Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
263: Fire Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
264: Park Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
270: State Law Enforce. Grant
0.2%
0.1%
0.1%
0.1%
0.1%
0.2%
0.0%
0.2%
0.0%
291: OTS Grant
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
301: LLMD - Zone A
0.6%
0.1%
0.1%
0.4%
0.1%
0.1%
0.0%
0.1%
0.0%
302: LLMD - Zone B
0.9%
0.4%
0.4%
0.8%
0.4%
0.7%
0.0%
0.7%
0.0%
303: LLMD - Zone C
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
304: LLMD - Zone D
0.5%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
305: LLMD-Zone E
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
306: LLMD - Zone F
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
307: LLMD - Zone G
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
308: LLMD - Zone H
0.7%
0.0%
0.0%
0.3%
0.0%
0.1%
0.0%
0.1%
0.0%
309: LLMD - Zone I
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
310: LLMD - Zone J
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
311: LLM D - Zone K
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
312: LLMD - Zone L
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
313: LLMD - Zone M
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
314: LLMD - Zone N
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
315: LLMD - Zone 0
0.5%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
316: LLMD - Zone P
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
317: LLMD - Zone Q
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
318: LLMD - Zone R
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
319: LLMD - Zone S
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
320: LLMD - Zone T
0.6%
0.1%
0.1%
0.4%
0.1%
0.1%
0.0%
0.1%
0.0%
321: LLM D - Zone U
0.3%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
322: LLMD - Zone V
0.6%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
323: LLMD - Zone W
0.5%
0.0%
0.0%
0.2%
0.0%
0.1%
0.0%
0.1%
0.0%
324: LLM D -Zone X
0.5%
0.0%
0.0%
0.2%
0.0%
0.1%
0.0%
0.1%
0.0%
325: LLM D - Zone Y
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
326: LLMD - Zone Z
0.5%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
327: LLMD - Zone AA
0.3%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
328: LLMD - Zone BB
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
329: LLMD - Zone CC
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
330:LLMD - Zone DD
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
331:LLMD - Zone EE
0.0%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
332: LLMD - Zane FF
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
try WILLDAN 20 Cost Allocation Plan
02/24/2025 City Council Agenda
153
0 Table A -lb: Initial Allocation Percentages (OMB Compliant CAP) -
continued
First Iteration
Central
Service Departments
Central Service/Operating Departments
100:
100: City
100: City
100:
100: General
100:
Governmental
100: Human
100: Non-
100: Parks &
Amounting
Council
Manager
Finance
Sva/CityClerk
Departmental Facilities Maint.
AffairsResources
333:LLMD - Zone GG
0.7%
0.1%
0.1%
0.5%
0.1%
0.2%
0.0%
0.2%
0.0%
334:LLMD - Zone HH
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
335:LLMD - Zone ll
0.5%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
336:LLMD - Zone JJ
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
337:LLMD - Zone KK
0.4%
0.0%
0.0%
0.1%
0.0%
0.01/.
0.0%
0.0%
0.0%
338: LLMD-ZoneLL
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
340: LLMD - Zone NN
0.3 %
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
341: LLMD - Zone 00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
342: LLMD - Zone PP
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
344: LLMD - Zone RR
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
345: LLMD - Zone SS
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
346: LLMD - Zone TT
0.5%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
348:LLMD -Zone W
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
349: LLMD - Zone W W
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
351: LLMD -Zone YY
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
352:LLMD - Zone ZZ
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
354: LLMD - Zone BBB
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
355: LLMD - Zone CCC
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
356:LLMD - Zone DDD
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
357:LLMD - Zone EEE
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
500: Street Maint. Fund
0.6%
0.0%
0.0%
0.6%
0.0%
0.0%
0.0%
0.0%
0.0%
510: Drainage Facilities
0.9%
0.0%
0.0%
0.8%
0.0%
0.0%
0.0%
0.0%
0.0%
520: Traffic Facilities
1.4 %
0.0%
0.0%
0.8%
0.0%
0.0%
0.0%
0.0%
0.0%
530: Public Facilities
0.9%
0.0%
0.0%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
540: Fire Facilities
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
550: Park Facilities
0.4%
0.0%
0.0%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
560: Park Capital Replacement Fund
0.1%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
570: Air Quality Improv.
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
590: Low Water Crossings
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
600: CDBG - Capital
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
610: Capital Projects Fund
0.9%
0.9%
0.9%
1.8%
0.9%
1.8%
0.0%
1.8%
0.0%
620: General Capital Projects
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
720: CFD 98-1 Chapman Heights
0.1%
0.5%
0.5%
0.5%
0.5%
1.0 %
0.0%
1.0%
0.0%
810: RDA- Low Inc Housing Auth (HA)
0.7%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
826: RDA Successor Debt Service
1.2%
0.4%
0.4%
0.4%
0.4%
0.2%
0.6%
0.2%
0.0%
* W I LLDAN
02/24/2025 City Council Agenda
21 Cost Allocation Plan
154
Table A-2a: Final Allocation Percentages (OMB Compliant CAP) lepartments
500:
100: City
500: City
300: General
100:
100: Human
100: Non-
300: Parks &
Central Service/Operating Departments
100: Finance
Governmental
Departmenta
Facilities
Accounting
Council
Manager
Svcs/City Clerk
Affairs
Resources
I
Maint.
1GO: Accounting
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: City Council
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: City Manager
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Finance
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: General Svcs/City Clerk
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Governmental Affairs
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Human Resources
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Non -Departmental
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Parks & Facilities Maint.
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100: Community Development
5.1%
11.5%
11.5%
8.0%
11.5%
7.9%
13.9%
7.9%
2.9%
100: Community Services
42.1 %
32.7%
32.7%
31.5%
32.7%
24.5 %
45.2%
24.5%
72.2%
100: Economic Development
1.0%
1.3%
1.3%
1.0%
1.3%
0.9%
1.5%
0.9%
0.3%
100: Engineering
3.1%
7.4%
7.4%
4.9%
7.4%
3.9%
10.2%
3.9%
2.1%
100: Mobilehome Rent Stabilization
0.8%
1.2 %
1.2 %
0.9%
1.2 %
0.8%
1.8 %
0.8 %
0.1%
100: Public Works
0.0%
0.1%
0.1%
0.1%
0.1%
0.2%
0.0%
0.2%
0.0%
101: General I'd Capital Replacement
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
110: Fire
8.0%
0.5%
0.5%
3.2%
0.5%
0.3%
0.8%
0.3%
0.2%
111: Fire Capital Replacement
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
140: Specific Plan
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
201: Public Safety
9.1 %
32.0%
32.0%
30.0%
32.0%
50.8%
12.7%
50.8%
21.3%
202: RMRA
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
204: Gas Tax Fund
8.9%
8.0%
8.0%
6.4%
8.0%
3.8%
10.3%
3.8%
0.4%
206: Measure 1
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
207: Measure I - 2010-2040
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
224: Asset Forfeiture Fund
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
225: M isc. Special Revenue
0.1%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
229: Household Hazardous Waste
0.1%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
230: CalRecycle
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
235: ARPA -American Rescue Plan Act
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
236: Carl-rans
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
237: AQMD Special Revenue
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
239: CDBG Special Revenue
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
0.1%
0.0%
240: PEG Video
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
250: Energy Independence Prog. Fund
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
260: Drainage DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
261: Traffic DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
262: Public Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
263: Fire Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
264: Park Facilities DIF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
270: State Law Enforce. Grant
0.3%
0.1%
0.1%
0.2%
0.1%
0.2%
0.0%
0.2%
0.0%
291: OTS Grant
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
301: LLMD - Zone A
0.6%
0.1%
0.1%
0.4%
0.1%
0.1%
0.1%
0.1%
0.0%
302: LLMD - Zone B
1.0%
0.5%
0.5%
0.9%
0.5%
0.8%
0.2%
0.8%
0.0%
303: LLMD - Zone C
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
304: LLMD - Zone D
0.6%
0.0%
0.0%
0.2%
0.0%
0.0%
0.1%
0.0%
0.0%
305: LLMD - Zone E
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
306: LLMD - Zone F
0.4%
0.0%
0.0%
0.2%
0.00/0
0.0%
0.0%
0.0%
0.0%
307: LLMD - Zone G
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
308: LLMD - Zone H
0.8%
0.1%
0.1%
0.3%
0.1%
0.1%
0.1%
0.1%
0.0%
309: LLMD - Zone 1
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
310: LLMD - Zone J
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
311: LLMD - Zone K
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
312: LLMD - Zone L
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
313: LLMD - Zone M
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
314: LLMD - Zone N
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
315: LLMD - Zone 0
0.6%
0.0%
0.0%
0.2%
0.0%
0.0%
0.1%
0.0%
0.0%
316: LLMD - Zone P
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
317: LLMD - Zone Q
0.00/0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
318: LLMD - Zone R
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0°A
0.0%
319: LLMD - Zone S
0.0%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
320: LLMD - Zone T
0.6%
0.1%
0.1%
0.4%
0.1%
0.1%
0.1%
0.1%
0.0%
321: LLMD - Zone U
0.3%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
322: LLM D -Zone V
0.6%
0.1%
0.1%
0.2%
0.1%
0.0%
0.1%
0.0%
0.0%
323: LLMD - Zone W
0.5%
0.1%
0.1%
0.2%
0.1%
0.1%
0.1%
0.1%
0.0%
324: LLMD - Zone X
0.6%
0.1%
0.1%
0.2%
0.1%
0.1%
0.1%
0.1%
0.0%
325: LLMD -Zone Y
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.01A
0.0%
326: LLMD - Zone Z
0.6%
0.0%
0.0%
0.2%
0.0%
0.0%
0.1%
0.0%
0.0%
327: LLMD - Zone AA
0.3%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
328: LLMD - Zone BB
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
329: LLMD - Zone CC
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
330: LLMD - Zone DD
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
331:LLMD - Zone EE
0.0%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
332:LLMD - Zone FF
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
Wry VVILLDAN
22 Cost Allocation Plan
02/24/2025 City Council Agenda 155
Table A-2b: Final Allocation Percentages (OMB Compliant CAP) - continued
Central
Service Departments
100:
100: Non- 100: Parks &
Central Service/Operating Departments
100:
100: City
100: city
100: Finance
100: General
Governmental
100: Human
Departmenta
Facilities
Accounting
Council
Manager
Svcs/City Clerk
Resources
Affairs
I
Maint.
333: LLMD - Zone GG
0.7 %
0.2%
0.2%
0.5 %
0.2%
0.3%
0.1%
0.3%
0.0%
334: LLMD - Zone HH
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
335: LLMD - Zone II
0.5%
0.1%
0.1%
0.2%
0.1%
0.1%
0.1%
0.1%
0.0%
336: LLMD- ZoneJJ
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
337:LLMD - Zone KK
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
338: LLMD - Zone LL
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
340: LLMD - Zone NN
0.3%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
341: LLMD - Zone 00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
342:LLMD-Zone PP
0.4%
0.1%
0.1%
0.2%
0.1%
0.1%
0.0%
0.1%
0.0%
344: LLMD - Zone RR
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
345:LLMD -Zone SS
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
346: LLMD - Zone TT
0.6%
0.0%
0.0°/6
0.2%
0.0%
0.0%
0.1%
0.0%
0.0%
348: LLM D - Zone W
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
349:LLMD - Zone WW
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
351: LLMD - Zone YY
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
352: LLMD -Zone ZZ
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
354: LLMD - Zone BBB
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
355:LLMD - Zone CCC
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
356:LLMD - Zone DDD
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
357: LLMD - Zone EEE
0.0%
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
500: Street Maint. Fund
0.6%
0.1%
0.1%
0.7 %
0.1%
0.0%
0.1%
0.0%
0.0%
510: Drainage Facilities
1.0%
0.1%
0.1%
0.8%
0.1%
0.0%
0.1%
0.0%
0.0%
520: Traffic Facilities
1.4%
0.1%
0.1%
0.8%
0.1%
0.1%
0.2%
0.1%
0.0%
530: Public Facilities
1.0%
0.1%
0.1%
0.4%
0.1%
0.0%
0.1%
0.0%
0.0%
540: Fire Facilities
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
550: Park Facilities
0.4%
0.0%
0.0%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
560: Park Capital Replacement Fund
0.1%
0.0°/.
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
570: Air Quality Improv.
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
590: Low Water Crossings
0.1%
0.0/0
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
600: CDBG - Capital
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
610: Capital Projects Fund
1.1%
1.1%
1.1%
2.0%
1.1%
1.9%
0.3%
1.9%
0.1%
620: General Capital Projects
0.0%
0.00/0
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
720: CFD 98-1 Chapman Heights
0.3%
0.6%
0.6%
0.6%
0.6%
1.1%
0.1%
1.1%
0.0%
810: RDA- Low Inc Housing Auth (HA)
0.7 %
0.0%
0.0%
0.1%
0.0%
0.0%
0.1%
0.0%
0.0%
826: RDA Successor Debt Service
1.3%
0.5 %
0.5 %
0.5 %
0.5 %
0.3%
0.8%
0.3%
0.0%
W WILLDAN 23 Cost Allocation Plan
02/24/2025 City Council Agenda
156
Table A-3a: Final Allocation Amounts (OMB Compliant CAP) Department Classificstl- Department
Operating Department
100: Community Development
Operating Departmert
100: Corr, ty Senices
Operating DeparlZrt
100: Economic Development
Operating Department
100: Engineering
Operating Department
100: MobileMme Rent Stabilization
Operating Del rtmert
100: Public Works
Operating Department
101: General Id Capital Replacement
Operating DepartmeM
110: Fire
Operating Department
111: Fire Capital Replacement
Operatirg Department
140. Specific Plan
Operating Department
201: Pudic Safety
Operating Department
202: RMRA
Operating Department
204: Gaa Taz Fud
Operating Department
206: Me
Operating Department
-
207. Measure - 20142040
Operating Department
224: Asset Forfeiture Fund
Operating Department
225: Mist. Special Revenue
Operating Deparlmart
229: Household Hazardous Waste
Operating DepartmeM
230: CalRecycle
Operating Department
m 235: ARPA-Aerican Rescue Plan Act
Operating Department
236: CalTrans
Operating Department
237: AOMD Special Revenue
Operating Department
239: CDBG Special Revenue
Operating Department
240: PEG Video
Operating Department
250: Energy Independence Prog. Fund
Operating Department
260: Drainage DIF
Operating Department
261: Traffic DIF
Operating Department
262: Pudic Facilities DIF
Operating Department
263: Fire Facilities OF
Operating Department
264: Park Facilfties OF
Operating Department
270: State Law Enforce. Grant
Operating Department
291: OTS Grant
Operating Department
301: LLMD - Zone A
Operating Department
302, LLMD - Zone B
Operating Department
303. LLMD - Zone C
Operating Department
304: LLMD-Zone D
Operating Department
305: LLMD-ZoneE
Operating Department
306: LLMD - Zone F
Operating Departmentnt
307: LLMD-Zane G
me Operating Departnt
308. LLMD-Zone H
Operating DepartmeM
MR LLMD-Zone I
Operatirg Department
310: LLMD-Zone)
Operating Department
311: LLMD-Zone K
Operating Department
312: LLMD-Zone L
Operating Departmert
313: LLMD-Zone M
Operating Department
314: LLMD-Zone N
Operating Department
315: LLMD-Zone O
Operating Departmert
316: LLMD-Zone P
Operating Department
317: LLMD-Zone O
Operating Department
318: LLMD - Zone R
nr WILLDAN
100: 100: City 100: City
100: General 1�'
Aaountlng Council Manager 100: Finance SIONCity Clerk Govemmenta Affeln
945,496 0
1,345,817
798,591
510,909 0
48509 -
154,616
63,647
58,687
397:594 -
440.642
251,918
167,280
9, 173 -
17.369
8,096
6.594
29,576 -
99.585
39.025
37,805
7,597 -
16.280
7,417
6,180
258 -
1.761
1,040
668
277 -
69 716
26 75.429 -
7,227
25.399
2,744
1.043 -
145
1.008
55 85,877
431.050
239,877
163.638
84403 -
107,497
51,412
40,809
766 -
76 292
29 941 -
186
1,703
70 636 -
890
772
338
666 -
208
586
79 335 -
472
929
179
2,386 -
1,774
1,258
673 -
93 -
638
373
242 -
6,011 -
1,452
3,249
551 -
9,314 -
6,786
7,454
2,576 -
0 3
2 1
5,234 -
637
1,435
242 -
0 3
2 1
4.100 -
579
1,309
220 -
1 9
5 3
7.220 -
1.285
2,608
488 -
1 6
4 2
2 10
6 4
4 28
17 11
1 7
4 3
0 3
2 1
2 14
8 5
5.242 -
658
1.663
250 -
3 23
13 9
0 3
2 1
1 7
4 3
24 100: Human
100: Non-
100: Parks &
Total
Resources
Departmental
Facilities Maint.
Allocation
469,369
301,30D
3,63S,322
7,986AN
62,674
23.707
106,545
518,395
203,265
73.929
2,624,485
4,159,113
6,895
2,831
11,577
62,536
46,034
11,732
76.904
340,661
8,150
2.520
1,846
49,991
123
712
178
4.741
32 7
55 1,184
3.412
763
5,789
120.763
68 15
116
2,450
57,094
152,935
773,333
1,903,805
46,070
11,511
13,517
355.218
36 8
61 1,266
86 20
148
3,154
85 343
130
3,193
47 59
78 1,724
60 171
95 2,241
196
664
304
7.255
44 258
64 1,713
349
403
579
12,594
829
2,480
1.307
30,747
0 1
0 9
234
117
394
8,292
0 1
0 9
192
121
323
6.845
1 4
1 25
360
319
601
12.880
0 2
1 16
1 4
1 28
2 12
3 76
0 3
1 18
0 1
0 8
1 6
1 39
242
121
407
8,582
2 9
2 60
0 1
0 9
0 3
1 18
Cost Allocation Plan
02/24/2025 City Council Agenda
157
Table A-3b: Final Allocation Amounts (OMB Compliant CAP) - continued Department Classification
Department
100: 100: City
100: City
100: Finance IDII: General 100.
Gove�m'�ntal
100: Human
100: Non- 100: parks &
Total
Accounting Council
Manager
S_/City Clerk
Resources
Departmental
Fadlities Maint.
Alincatlon
945,4% 0
1,345,817
798,591
510,909 0
449,369
301,300
3,635,322
7,986,804
Operating Department
319: LLMD • Zone S
360 -
754
458
266 -
61 299
90 2,309
Operating Department
320: LLMD -ZoneT
6.019 -
1,509
3,272
573 -
353
426
584
12,736
Operating Department
321: LLMD - Zone U
2,694 -
364
1.061
138 -
131
68 221
4,677
Operating Department
322: LLMD - Zone V
5,504 -
739
1,717
280 -
255
147
429
9,072
Operating Department
323: LLMD -ZoneW
5,158 -
968
1,665
368 -
254
253
422
9,088
Operating Department
324: LLMD -ZoneX
5.318 -
1.212
1,771
460 -
274
350
452
9,837
Operating Department
325: LLMD -ZaneV
1, 154 -
162
414
61 -
55 33
93 1,973
Operating Department
326: LLMD -ZoZZ
5,229 -
607
1,4D6
230 -
232
105
390
8,199
Operating Department
327: LLMD-Zone AA
2.550 -
273
794
104 -
115
39 194
4,070
Operating Department
328: LLMD-Zone BB
3.972 -
521
1,470
198 -
190
96 320
6,767
Operating Department
329: LLMD-Zone CC
3,962 -
491
1,2307
186 -
182
89 306
6,453
Operating Department
330 LLMD -Zona DO
1,266 -
114
169
43 -
50 15
84 1,741
Operating Department
331: LLMD - Zone EE
155 -
1,058
618
402 -
74 428
107
Z841
Operating Department
332: LLMD-Zone FF
3,964 -
542
1,062
205 -
180
114
301
6,369
Operating Department
333: LLMD-Zone GG
6.808 -
2,590
4,187
983 -
455
843
741
16,608
Operating Depanmerf
334: LLMD - Zone F01
171 -
315
193
120 -
26 124
39 989
Operating Department
335: LLMD -Zona 11
5.132 -
799
1,510
303 -
241
186
403
8,574
Operating Department
336: LLMD - Zone JJ
3,838 -
489
1,260
186 -
179
90 307
6,342
Operating Department
337: LLMD Zone KK
3,560 -
370
753
140 -
150
58 253
5.263
Operating Department
338: LLMD - Zone LL
1,400 -
173
212
66 -
58 36
97 2,041
Operating Department
340: LLMD - Zona NN
2,696 -
421
867
160 -
129
97 215
4,586
Operating Department
341: LLMD - Zone 00
2 11
6 4 -
1 4
1 28
Operating Department
342:LLMD -Zone PP
3,992 -
696
1,357
264
196
172
327
7,004
Operating Department
344: LLMD - Zone RR
8 -
54 32
21 -
4 22
5 146
Operating Department
345: LLMD-Zone SS
16 -
112
65 42 -
8 45
11 300
Operating Department
346: LLMD - Zone TT
5,229 -
639
1,232
242 -
228
122
384
8,075
Operating Department
348: LLMD - Zone W
4,227 -
516
1,701
196
204
84 345
7,273
Operating Department
349: LLMD-Zone WW
12 -
85 49
32 -
6 34
9 227
Operating Department
351: LLMD-Zone YY
1 -
10 6
4 -
1 4
1 26
Operating Department
352: LLMD-Zone ZZ
19 -
129
75 49 -
9 52
13 346
Operating Department
354: LLMD - Zone BBB
13 -
90 53
34 -
6 36
9 242
Operating Department
355: LLMD-Zone CCC
1 -
9 5
3 -
1 4
1 24
Operating Department
356: LLMD-Zone DOD
1,270 -
139
183
53 -
51 25
86 1,807
Operating Department
357: LLMD-Zone EEE
109 -
743
434
282 -
52 301
75 1,995
Operating Department
500: Street Maim. Fund
5,732 -
793
5,465
301 -
371
84 633
13,378
Operating Department
510: Drainage Facilities
9,296 -
1,127
6.557
428 -
529
120
900
18.955
Operating Department
520: Traffic Facilities
13,578 -
1,440
6,597
547 -
678
152
1,153
24,145
Operating Department
530: Pudic Facilities
9.055 -
885
3,304
336 -
418
93 709
14,801
Operating Department
540: Fire Facilities
- -
-
-
- -
_
_
_
_
Operating Department
550. Park Facilities
3.756 -
479
Z991
182 -
224
51 383
81066
Operating Department
560: Park Capital Replacement Fund
933 -
169
1,478
64 -
79 18
135
2,877
Operating Department
570. Air Quality Impray.
382 -
37 127
14 -
17 4
29 610
Operating Department
590: Lout Water Crossings
909 -
120
780
45 -
56 13
96 Z018
Operating Department
6D0: CDBG - Capital
893 -
87 318
33 -
41 9
69 1,450
Operating Department
610: Capital Projects Fund
10,531 -
15,308
16,064
5,812 -
1,524
5.861
2,348
57,438
Operating Department
620: General Capital Projects
411 -
95 944
36 -
44 10
76 1,616
Operating Department
720: CFD 98.1 Chapman Heights
2,455 -
8,225
4,918
3,122 -
614
3,297
903
23,534
Operating Department
810: RDA. Low Inc Wising Ruth (KA)
6,7D4 -
548
879
208 -
260
57 439
SD95
Operating Department
826: RDA Successor Debt Service
12,353 -
6,804
3,618
2,583 -
3,521
943
1,290
31,113
*'WILLDAN
25 Cost Allocation Plan
02/24/2025 City Council Agenda 158
Table B-la: Final Allocation Amounts (Full CAP)
Department Classification Department
Operating Department
100: Communtly Development
Operating Department
100: Commtnhy Services
Operating Department
1D0: Economic Development
Operating Department
100: Engineering
Operating Department
100. Mobilehome Rent Stabilization
Operating Department
100: Public Works
Operating Department
101: General Fd Capital Replacement
Operating Department
110: Fire
Operating Department
11 1: Fire Capital Replacement
Operating Department
140: Specific Plan
Operating Department
201: Public Safety
Operating Department
202: RMRA
Operating Department
204: Gas Tax Fund
Operating Departmert
206: Measure I
Operating Department
207: Measure I - 2010-2040
Operating Departmert
224: Asset Forfeiture Fund
Operating Department
225: Misc. Special Revenue
Operating Departmerd
229: Household Hazardous Waste
Operating Department
230: CalRecycle
Operating Department
m 235: ARPA-Aerican Rescue Plan Act
Operating Departniert
236: CalTras
Operating Department
237. AOMD Special Revenue
Operating Department
239: CDBG Special Revenue
Operating Department
240: PEG Vice.
Operating Department
250: Energy Independence Prog. Fund
Operating Department
280: Drainage DIF
Operating Department
251: Traffic DIF
Operating Department
262: Public Facilities DIF
Operating Department
263: Fire Facilities IF
Operating Department
264: Park Facilities DIF
Operating Departmert
270: State Law Enforce. Grant
Operating Department
291: OTS Grant
Operating Department
301: LLMD- ZoneA
Operating Department
302: LLMD- Zone B
Operating Department
303: LLMD- Zone C
Operating Department
304: LLMD- Zone D
Operating Department
305: LLMD- Zone E
Operating Department
306: LLMD- Zone F
Operating Department
307: LLMD- Zone G
Operating Department
308: LLMD- Zone H
Operating Department
309: LLMD- Zone I
Operating Department
310: LLMD- Zone J
Operating Department
311. LLMD- Zone K
Operating Department
312: LLMD-Zone L
Operating Department
313: LLMD- Zone M
Operating Department
314: LLMD- Zone N
Operating Department
316: LLMD- Zone O
Operating Department
316: LLMD- Zone P
Operating Department
317: LLMD- Zone O
Operating Department
318: LLMD- Zone R
fly WILLDAN
300:
Accounting
946,496
48560
398:014
9,183
29.608
7,605
258
277
75,509
1.044
85.968
84,492
766
942
636
667
336
2,388
94 6,017
9,324
0 5,239
0 4.105
1 7.227
1 2
4 1
0 2
5,248
3 0
1 200: City
Council
ielii7:'.
20,229
57,651
2,273
13,029
2,130
230
9 946
19 56,396
14,064
10 24
116
27 62
232
83 190
888
0 83
0 76
1 168
1 1
4 1
0 2
86 3
0 1
100.
100: City 300: General
Manager 300: Finance Sva/City Clerk Governmental
ANairs
1,346,417
799,691
529,209
1,049,564
154,685
63,735
60.799
82,584
440.839
252,265
173,272
257,529
17,377
8,108
6,830
9,861
99,630
39,079
39,159
40,866
16,287
7,427
6.402
8.779
1,762
1.041
692
Z481
59 717
27 26
7,231
25.434
2,842
2,656
145
1,009
57 54
431,242
240,208
169,500
532,741
107,545
51,483
42,271
40,097
76 292
30 28
186
1,7G5
73 69
890
773
350
1,195
208
587
82 207
472
930
186
595
1,775
1.260
698
2,314
638
373
251
899
1,452
3.254
571
1,403
6,789
7,464
2,668
8,639
3 2
1 5
637
1,437
250
407
3 2
1 5
579
1,311
228
423
9 5
4 13
1,286
2.611
505
1.110
6 4
2 9
10 6
4 15
28 17
11 40
7 4
3 9
3 2
1 4
14 8
6 20
658
1,665
259
420
23 13
9 32
3 2
1 4
7 4
3 9
27 100: Human
100: Non-
100: Parks &
Total
Resources
Departmental
Facilities Maint.
Allocation
449,569
542,DD0
3,642,222
9,481,246
62.702
42,647
106,747
642,688
203,355
132,989
2,629,466
4,545.380
6,898
5,092
11,599
77,221
46,054
21,104
77,050
405,579
8,153
4,534
1.850
63,167
123
1,261
179
8,048
32 13
55 1,227
3.413
1,372
5,8G0
125,203
68 28
116
2.540
57.119
275,110
774,801
2,623,085
46.090
20,706
13,543
420,291
36 14
61 1.313
86 36
148
3,269
85 617
130
4.793
47 107
79 2.010
60 307
95 3.043
196 1,195
305
10.361
44 464
65 2,912
349 725
580
14,541
830 4,461
1,310
42,373
0 2
0 15
234 210
395
8.893
0 2
0 15
193 218
324
7.455
1 7
1 42
361 573
602
14,444
0 4
1 28
1 7
1 47
2 21
3 130
0 5
1 30
0 2
0 14
1 11
1 66
242 217
408
9,203
2 16
2 103
0 2
0 14
0 5
1 30
Cost Allocation Plan
02/24/2025 City Council Agenda
159
Table B-lb: Final Allocation Amounts (Full CAP) - continued Department Classification
Departmen[
100:
100: City
100: Oty
Central service Departments
100: General
S00: Finance
200.
Governmental
300: Human
300: Non-
100: Parks &
Total
Accounting
Coundi
Manager
Svn/Clty
Clerk
Affairs
Resaurca
Departmental Facilities
Maint.
Allocation
946A96
176,079
1,346,417
799,691 529,209
1,049,564
449,569
542,000
3,642,222
9,481,246
Operating Department
319: LLMD- Zone S
361
99 754
459
296
1.041
61 538
91 3,699
Operating Department
320: LLMD -ZoneT
6,025
197
1,510
3,276
594
1,485
353
767
585
14,793
Operating Depatment
321: LLMD-Zone U
2,697
48 364
1,062
143
238
131
123
222
5,028
Operating Department
322. LLMD-Zone V
5,509
97 739
1.719
290
513
255
265
430
9,819
Operating Department
323: LLMD - Zone W
5,164
127
989
1,667
381
881
254
455
423
10,321
Operating Department
324:LLMD-Zone X
5,323
159
1,213
1,774
477
1,218
274
629
453
11,519
Operating Department
325: LLMD-Zone Y
1,156
21 162
415
64 114
55 59
93 2,139
Operating Department
326: LLMD-Zone 2
5,234
79 607
1,408
239
365
232
189
391
8,744
Operating Department
327. LLMD - Zone AA
2.553
36 273
795
107
137
115
71 195
4,281
Operating Department
328: LLMD - Zone BB
31976
68 521
1,472
205
335
190
173
321
7,262
Operating Department
329:LLMD-Zone CC
3,966
64 491
1,238
193
309
182
160
307
6,911
Operating Department
330: LLMD - Zone DD
1,258
15 114
169
45 53
50 28
64 1,825
Operating Department
331: LLMD - Zone EE
155
138
1,058
619
416
1,491
74 770
107
4,828
Operating Department
332. LLMD-Zone FF
3,969
71 542
1.064
213
397
180
205
302
6,942
Operating Department
333:LLMD-Zone GG
6,815
339
2,591
4,192
1,019
2,937
456
1,517
743
20,609
Operating Department
334: LLMD - Zone HH
171
41 315
193
124
434
26 224
39 1,568
Operating Department
335: LLMD -Zore II
5.138
105
800
1,512
314
648
241
334
403
9,494
Operating Department
336: LLMD-Zore 11
3,842
64 489
1,262
192
315
179
163
301
6,807
Operating Department
337: LLMD-Zone KK
3.563
48 370
754
145
201
150
104
253
5,588
Operating Department
338: LLMD-Zone LL
1,401
23 173
212
68 125
58 65
97 2,222
Operating Department
340: LLMD-Zone FN
2.699
55 421
869
166
337
129
174
216
5,065
Operating Department
341: LLMD - Zone 00
2 1
11 6
4 15
1 8
1 48
Operating Departmert
342 LLMD-Zone PP
3.996
91 696
1,358
274
599
196
309
328
7,848
Operating Department
344. LLMD - Zone RR
8 7
54 32
21 77
4 40
6 248
Operating Department
345: LLMD - Zone SS
16 15
112
65 44
157
8 81
11 510
Operating Department
346. LLMD - Zone TT
5,234
94 639
1,234
251
425
228
220
384
8,698
Operating Department
348: LLMD -Zone W
4,231
68 516
1 703
203
291
205
150
346
7,713
Operating Department
349: LLMD -Zone WW
12 11
85 50
33 119
6 62
9 386
Operating Department
351: LLMD - Zone YY
1 1
10 6
4 14
1 7
1 44
Operating Department
352: LLMD - Zone ZZ
19 17
129
75 51
182
9 94
13 588
Operating Department
354: LLMD - Zone BBB
13 12
90 53
35 127
6 65
9 411
Operating Department
355:LLMD-Zone CCC
1 1
9 5
4 13
1 7
1 41
Operating Department
356: LLMD- Zone DDD
1,271
18 139
183
55 88
51 45
86 1.937
Operating Department
357: LLMD - Zone EEE
109
97 743
435
292
1.047
52 541
75 3,390
Operating Department
500: Street Maint. Flag
5,
104
793
5,473
312
294
371
152
634
13,870
Operating Department
510: Drainage Facilities
9.305
147
1,127
6,566
443
417
529
215
902
19,652
Operating Department
520: Traffic Facilities
13.592
188
1,441
6,606
566
531
678
274
1,155
25,033
Operating Department
530: Public Facilities
9,065
116
886
3,309
348
326
418
168
710
15,345
Operating Department
540: Fire Facilities
-
-
-
-
-
-
-
-
-
-
Operating Departmert
550: Park Facilities
3,760
63 479
2,995
188
177
224
92 383
8,362
Operating Department
560: Park Capital Replacement Fund
934
22 170
1.480
67 63
79 33
135
2,983
Operating Department
570: Air Quality Imprcv.
383
5 37
127
14 13
17 7
29 633
Operating Department
590: Low Water Crossings
910
16 120
781
47 44
56 23
96 2,092
Operating Department
600: CDBG - Capital
893
11 87
319
34 32
41 16
70 1.503
Operating Department
610: Capital Projects Fund
10,542
2,003
15,315
16.086
6,020
2D,382
1.524
10,526
2,353
64,751
Operating Department
620: General Capital Projects
411
12 95
946
37 36
44 18
76 1,675
Operating Department
720: CFD 98-1 Chapman Heights
Z457
1,076
8,228
4.925
3,234
11,484
615
5,930
905
38,855
Operating Department
810: RDA- Low Inc Housing Auth (FIN)
6.711
72 548
881
215
200
260
103
440
9,430
Operating Department
826: RDA Successor Debt Service
12,366
890
6,807
3,623
2,676
3,285
3.522
1,696
1,293
36,159
"� 28 Cost Allocation Plan
�f�► WILLDAN
02/24/2025 City Council Agenda 160
k
WILLDAN
FINANCIAL SERVICES
27368 Via Industria, Suite 200
Temecula, California 92590-4856
800.755.6864 Fax:888.326.6864
951.587.3500 Fax:951.587.3510
www.willdan.com
ATTACHMENT 5
02/24/2025 City Council Agenda 162
Attachment 2
Cost Allocation Plan Update
Budgetary Impact of Cost Allocation Plan Update
Costs Charged to Funds Other than the General Fund
FY25 Adopted
Budget CAP
FY25 Projected
Budget CAP
Full CAP or OMB
Reporting Fund
(2021 Willdan
Study)
(2025 CAP
Update)
Compliant
Fire Services Fund
$
127,743
Full CAP
Public Safety *
$
738,162
$
2,623,085
Full CAP
Gas Tax Fund
$
142,657
$
355,218
OMB Compliant
Measure 1
$
2,107
OMB Compliant
Asset Forfeiture Fund
$
19 $
1,266
OMB Compliant
PEG Video
$
85 Full CAP
LLMD - Zone A
$
4,299
$
14,541
Full CAP
LLMD - Zone B
$
30,397
$
42,373
Full CAP
LLMD -Zone C
$
17 $
15 Full CAP
LLMD -Zone D
$
857
$
8,893
Full CAP
LLMD -Zone E
$
17 $
15 Full CAP
LLMD -Zone F
$
1,039
$
7,455
Full CAP
LLMD - Zone G
$
47 $
42 Full CAP
LLMD - Zone H
$
3,157
$
14,444
Full CAP
LLMD -Zone 1
$
32 $
28 Full CAP
LLMD - Zone J
$
53 $
47 Full CAP
LLMD -Zone K
$
147
$
130
Full CAP
LLMD - Zone L
$
34 $
30 Full CAP
LLMD - Zone M
$
16 $
14 Full CAP
LLMD - Zone N
$
75 $
66 Full CAP
LLMD - Zone 0
$
883
$
9,203
Full CAP
LLMD -Zone P
$
116
$
103
Full CAP
LLMD -Zone Q
$
16 $
14 Full CAP
LLMD -Zone R
$
34 $
30 Full CAP
LLMD - Zone S
$
3,780
$
3,699
Full CAP
LLMD -Zone T
$
4,601
$
14,793
Full CAP
LLMD -Zone U
$
517
$
5,028
Full CAP
LLMD - Zone V
$
1,198
$
9,819
Full CAP
LLMD - Zone W
$
2,601
$
10,321
Full CAP
LLMD - Zone X
$
3,824
$
11,519
Full CAP
LLMD - Zone Y
$
269
$
2,139
Full CAP
LLMD - Zone Z
$
706
$
8,744
Full CAP
LLMD - Zone AA
$
179
$
4,281
Full CAP
LLMD - Zone BB
$
712
$
7,262
Full CAP
LLMD - Zone CC
$
639
$
6,911
Full CAP
LLMD - Zone DD
$
57 $
1,825
Full CAP
LLMD - Zone EE
$
5,453
$
4,828
Full CAP
LLMD -Zone FF
$
982
$
6,942
Full CAP
LLMD - Zone GG
$
9,818
$
20,609
Full CAP
02/24/2025 City Council Agenda
163
Attachment 2
Cost Allocation Plan Update
LLMD -Zone HH
$
1,572
$
1,568
Full CAP
LLMD -Zone II
$
1,752
$
9,494
Full CAP
LLMD - Zone 1J
$
670
$
6,807
Full CAP
LLMD -Zone KK
$
322
$
5,588
Full CAP
LLMD -Zone LL
$
307
$
2,222
Full CAP
LLMD-ZoneNN
$
900
$
5,065
Full CAP
LLMD -Zone 00
$
55 $
48 Full CAP
LLMD -Zone PP
$
1,698
$
7,848
Full CAP
LLMD -Zone RR
$
281
$
248
Full CAP
LLMD - Zone SS
$
576
$
510
Full CAP
LLMD -Zone TT
$
945
$
8,698
Full CAP
LLMD - Zone W
$
500
$
7,713
Full CAP
LLMD - Zone WW
$
436
$
386
Full CAP
LLMD - Zone YY
$
50 $
44 Full CAP
LLMD - Zone ZZ
$
664
$
588
Full CAP
LLMD -Zone BBB
$
464
$
411
Full CAP
LLMD - Zone CCC
$
46 $
41 Full CAP
LLMD-Zone DDD
$
184
$
1,937
Full CAP
LLMD -Zone EEE
$
3,829
$
3,390
Full CAP
Street Maint. Fund
$
36,317
$
13,378
OMB Compliant
Drainage Facilities
$
59,060
$
19,652
Full CAP
Traffic Facilities
$
105,366
$
25,033
Full CAP
Public Facilities
$
52,962
$
15,345
Full CAP
Fire Facilities
$
135,231
Full CAP
Park Facilities
$
74,592
$
8,362
Full CAP
Park Capital Replacement Fund
$
186
$
2,983
Full CAP
Low Water Crossings
$
3,826
$
2,018
OMB Compliant
Capital Projects Fund
$
4,757
$
84,751
Full CAP
General Capital Projects
$
1,675
Full CAP
CFD 98-1 Chapman Heights
$
64,372
$
38,855
Full CAP
RDA -Low Inc Housing Auth (HA)
$
4,413
$
9,430
Full CAP
RDA Successor Debt Service
$
54,670
$
36,159
Full CAP
$
1,570,605
$
3,643,723
* Assumptions/estimates were made in the FY25 Adopted Budget for the Public Safety CAP costs, as this fund did not exist at the time of the 2021 CAP Study.
02/24/2025 City Council Agenda 164
ATTACHMENT 6
02/24/2025 City Council Agenda 165
Dr YtjrAip,4
Cost Allocation Plan
W I LLDAN
FINANCIAL SERVICES
Table of Contents
Tableof Contents.............................................................................................................................................. i
Listof Tables.................................................................................................................................................... ii
Certification of Cost Allocation Plan................................................................................................................ 1 ExecutiveSummary.......................................................................................................................................... 2 Introduction..................................................................................................................................................... 7 Approach.......................................................................................................................................................... 8 Methodology................................................................................................................................................................ 8 Applications.................................................................................................................................................................. 9 OMB Super Circular and 2 CFR Part 200....................................................................................................................... 9 Central Service Departments......................................................................................................................................10 DistributionBases.......................................................................................................................................................11 Allocable Costs and Distribution Bases..........................................................................................................12 AllocableCosts...........................................................................................................................................................12 Central Service Allocation Methodology....................................................................................................................13 Section 1: Administrative Services......................................................................................................................... 13 Section2: City Council............................................................................................................................................13 Section3: City Manager.........................................................................................................................................14 Section4: Finance..................................................................................................................................................15 Section 5: General Services / City Clerk.................................................................................................................15 Section 6: Information Systems.............................................................................................................................16 Section7: Non Departmental................................................................................................................................16 Section8: Depreciation..........................................................................................................................................17 IterativeAllocation.....................................................................................................................................................18 AppendixA.....................................................................................................................................................19 AppendixB.....................................................................................................................................................23 vv WILLDAN i Cost Allocation Plan
02/24/2025 City Council Agenda
167
M
List of Tables
Table 1a: Allocated Costs to Recipient Departments (OMB Compliant CAP) .................................................. 3 Table 1b: Allocated Costs to Recipient Departments (OMB Compliant CAP) — continued .............................. 4 Table 2a: Allocated Costs to Recipient Departments (Full CAP)......................................................................5 Table 2b: Allocated Costs to Recipient Departments (Full CAP) — continued .................................................. 6 Table 3: Allocable Cost Summary...................................................................................................................12 Table A-1: Initial Allocation Percentages (OMB Compliant CAP)................................................................... 20 Table A-2: Final Allocation Percentages (OMB Compliant CAP).................................................................... 21 Table A-3: Final Allocation Amounts (OMB Compliant CAP)......................................................................... 22 Table B-1: Final Allocation Amounts (Full CAP)............................................................................................. 24 W WILLDAN ii Cost Allocation Plan
02/24/2025 City Council Agenda
Certification of Cost Allocation Plan
This is to certify that I have reviewed the cost allocation plan submitted herewith and to the best of my knowledge and belief:
(1) All costs included in this proposal 6/16/2021 to establish cost allocations or billings for FY 2019-20 are allowable in accordance with the requirements of this Part and the Federal award(s) to which they apply.
Unallowable costs have been adjusted for in allocating costs as indicated in the cost allocation plan. (2) All costs included in this proposal are properly allocable to Federal awards on the basis of a beneficial or causal relationship between the expenses incurred and the Federal awards to which they are allocated in accordance with applicable requirements. Further, the same costs that have been treated as indirect costs have not been claimed as direct costs. Similar types of costs have been accounted for consistently.
I declare that the foregoing is true and correct.
Governmental Unit: City of Yucaipa
Signature:
Name of City Official:
Title:
Date of Execution:
W VVILLDAN
1 Cost Allocation Plan
02/24/2025 City Council Agenda
169
Executive Summary
This cost allocation plan ("CAP") summarizes a comprehensive analysis that has been completed forthe City of Yucaipa, California (the "City") to determine the appropriate allocation of costs from central service departments to the operating departments. The primary objective is to allocate costs from departments that provide services internally to operating departments that conduct the day-to-day operations necessary to serve the community. The internal service costs typically represent (a) incurred for a common or joint purpose benefiting more than one cost objective, and (b) not readily assignable to the cost objectives specifically benefitted, without effort disproportionate to the results achieved. The term "indirect costs," as used herein, applies to costs of this type originating in the central service departments.
To ensure central service department costs are appropriately allocated to the operating departments, Willdan analyzed the City's cost code structure to determine which types costs are allowable versus unallowable in accordance with standard and accepted cost allocation principles. The term "allocable costs" as used herein, applies to costs that are allowable for allocation.
The study is comprised of two separate allocation plans. Table 1 is the summary results of the allocation in compliance with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles). Table 2 that follows is the summary results of the full plan. The report below includes descriptions of the differences between the two plans, their separate purposes, and specific details of when the plans deviate from each other.
W WILLDAN 2 Cost Allocation Plan
02/24/2025 City Council Agenda 170
Table la: Allocated Costs to Recipient Departments
(OMB Compliant CAP)
Allocated Cost Summary Fiscal Year 2020-2021
General Fund
01: Aquatics
01: Building & Safety
01: Camps
01: Code Enforcement
01: Community Center / Gymnasium
01: Community Services Administration
01: Crossing Guards
01: Economic Development
01: Parks & Facilities Maintenance
01: Planning
01: Police Services
01: Previous Year's Appropriations
01: Recreation Programs
01: Senior Services
01: Special Events
01: Sports
01: STARS Kid's Club
01: Street Maintenance
01: Teen Programs
01: YPAC
01: Engineering
01: Mobile Home Rent Stabilization
Business Improvement District
04: Business Improvement District
PEG Franchise Fees
07: PEG Franchise Fees
Household Hazardous Waste
09: Household Hazardous Waste
Gas Tax Fund
10: Gas Tax Fund
LLMD
12: LLMD
Road Maintenance Rehab Account
13: Road Maintenance Rehab Account
Street Maint. Fund
14: Street Maint. Fund
Asset Forfeiture Fund
16: Asset Forfeiture Fund
Vehicle Fines Fund
17: Vehicle Fines Fund
Energy Independence Program
18: Energy Independence Program
CDBG
19: CDBG
Drainage Facilities
21: Drainage Facilities
$4,823,105
$18,371,037
26%
$32,438
$138,240
23%
$80,652
$606,385
13%
$6,616
$92,687
7%
$164,201
$409.104
40%
$44,250
$211,314
21%
$195,526
$287,113
68%
$5,428
$29,130
19%
$156,605
$121,578
129%
$355,097
$1,713,799
21%
$242,391
$269,180
90%
$649,514
$10,289,836
6%
$24, 750
$751, 986
3%
$23,047
$95,483
24%
$102,055
$159,132
64%
$49,516
$250,890
20%
$10,966
$31,789
34%
$59,529
$488,882
12%
$32,262
$1,331
2425%
$4,061
$14,004
29%
-$54
-$2,042
3%
$1,064,598
$1,150,105
93%
$41,016
$263,021
16%
$4,107
$31,365
13%
$80
$3,043
3%
$2,070
$73,125
3%
$142,657
$890,553
16%
$89,332
$387,047
23%
$0
$0
$36,317
$244,090
15%
$18
$673
3%
$0
$0
$104
$0
$20,327
$100,210
20%
$55,910
$676,081
8%
W WILLDAN 3 Cost Allocation Plan
02/24/2025 City Council Agenda
171
Table lb: Allocated Costs to Recipient Departments
(OMB Compliant CAP) - continued
Allocated Cost Summary Fiscal Year 2020-2021
$4,823,105
$18,371,037
26%
Traffic Facilities
22: Traffic Facilities
$99,805
$2,092,089
5%
Public Facilities
23: Public Facilities
$50,077
$104,892
48%
Fire Facilities
24: Fire Facilities
$133,679
$0
Park Facilities
25: Park Facilities
$70,366
$43,171
163%
PCRF
26: PCRF
$177
$6,688
3%
Air Quality Improvement
27: Air Quality Improvement
$4,664
$149,152
3%
Measure 1
30: Measure 1
$2,107
$0
Measure I - 2010-2040
32: Measure I - 2010-2040
$0
$0
Used Oil Block Grant
34: Used Oil Block Grant
$364
$8,539
4%
Capital Projects Fund
35: Capital Projects Fund
$4,515
$170,926
3%
State Law Enforce. Grant
46: State Law Enforce. Grant
$1,810
$68,518
3%
Misc Grants
48: Misc Grants
$1,258
$47,626
3%
Rental Income Trust Fund
52: Rental Income Trust Fund
$1,770
$56,595
3%
Low Water Crossings
55: Low Water Crossings
$3,826
$46,873
8%
Specific Plan
56: Specific Plan
$1,041
$39,402
3%
YPAC
65: YPAC
$55,851
$826,458
7%
Fire (Consolidated w/ GF)
71: Fire (Consolidated w/ GF)
$531,440
$4,196,879
13%
71: Oak Glen
$1,809
$22,754
8%
Fire/Paramedic
72: Fire/Paramedic
$46,723
$1,565,020
3%
Redevelopment Agency
80: Redevelopment Agency
-$629
-$23,811
3%
RDA- Low Income Housing -
81: RDA- Low Income Housing -
$4,207
$21,201
20%
Successor Agency
89: Successor Agency
$51,779
$627,126
8%
CFD 98-1 Chapman Heights
90: CFD 98-1 Chapman Heights
$61,080
$2,226,134
3%
W VVILLDAN, 4 Cost Allocation Plan
02/24/2025 City Council Agenda 172
Table 2a: Allocated Costs to Recipient Departments (Full CAP) Allocated Cost Summary Fiscal Year 2020-2021
$4,960.952
$18.371,037
27%
General Fund
01: Aquatics
S33.400
S138.240
24%
01: Building & Safety
$84.411
S606.385
14%
01: Camps
S6.878
S92.687
7%
01: Code Enforcement
S170.581
$409.104
42%
01: Community Center! Gymnasium
$45.954
S211.314
22%
01: Community Services Administration
S202.626
S287.113
71%
01: Crossing Guards
S5.688
S29.130
20%
01: Economic Development
S162.492
S121.578
134%
01: Parks & Facilities Maintenance
$369,297
$1.713.799
22%
01: Planning
S251.879
$269.180
94%
01: Police Services
S664,929
$10.289.836
6%
01: Previous Year's Appropriations
$25,813
$751.986
3%
01: Recreation Programs
$23.349
S95.483
24%
01: Senior Services
$103.582
$159.132
65%
01: Special Events
$52.088
S250.890
21%
01: Sports
S11.358
$31.789
36%
01: STARS Kid's Club
S61.422
S488.882
13%
01: Street Maintenance
S33.070
S1.331
2485%
01: Teen Programs
S4.152
S14.004
30%
01: YPAC
-S57
-S2.042
3%
01: Engineering
S1.077.759
S1.150.105
94%
01: Mobile Home Rent Stabilization
S42.738
$263.021
16%
Business Improvement District
04: Business Improvement District
S4.185
S31.365
13%
PEG Franchise Fees
07: PEG Franchise Fees
$85
S3.043
3%
Household Hazardous Waste
09: Household Hazardous Waste
S2.175
S73.125
3%
Gas Tax Fund
10: Gas Tax Fund
S148.966
S890.553
17%
LLMD
12: LLMD
S91.823
S387,047
24%
Road Maintenance Rehab Account
13: Road Maintenance Rehab Account
So
so
Street Maint. Fund
14: Street Maint. Fund
S38.432
$244.090
16%
Asset Forfeiture Fund
16: Asset Forfeiture Fund
$19
$673
3%
Vehicle Fines Fund
17: Vehicle Fines Fund
SO
SO
Energy Independence Program
18: Energy Independence Program
S105
so
CDBG
19: CDBG
S21.551
S100.210
22%
Drainage Facilities
21: Drainage Facilities
$59,060
S676.081
9%
yr WILLDA\ 5 Cost Allocation Plan
02/24/2025 City Council Agenda
173
Table 2b: Allocated Costs to Recipient Departments (Full CAP) - continued
Allocated Cost Summary Fiscal Year 2020-2021
$4,960.952
$18.371.037
27%
Traffic Facilities
22: Traffic Facilities
S105.366
S2.092.089
5%
Public Facilities
23: Public Facilities
$52.962
S104.892
50%
Fire Facilities
24: Fire Facilities
S135.231
so
Park Facilities
25: Park Facilities
S74.592
S43.171
173410
PCRF
26: PCRF
S186
S6.688
3%
Air Quality Improvement
27: Air Quality Improvement
$4.883
S149.152
3%
Measure 1
30: Measure 1
$2,241
So
Measure I - 2010-2040
32: Measure I - 2010-2040
so
So
Used Oil Block Grant
34: Used Oil Block Grant
S377
S8.539
4%
Capital Projects Fund
35: Capital Projects Fund
S4.757
S170.926
3%
State Law Enforce. Grant
46: State Law Enforce. Grant
S1.907
S68.518
3%
Misc Grants
48: Misc Grants
S1.326
S47.626
3%
Rental Income Trust Fund
52: Rental Income Trust Fund
S1.850
S56.595
3%
Low Water Crossings
55: Low Water Crossings
S3.920
S46.873
8%
Specific Plan
56: Specific Plan
S1.097
S39.402
3%
YPAC
65: YPAC
$58.602
$826.458
7%
Fire (Consolidated w/ GF)
71: Fire (Consolidated w! GF1
S538.088
$4.196.879
13%
71: Oak Glen
$1.854
$22,754
8%
Fire/Paramedic
72: Fire!Paramedic
S49.110
$1,565,020
3%
Redevelopment Agency
80: Redevelopment Agency
-S663
-S23.811
3%
RDA- Low Income Housing -
81: RDA- Low Income Housing -
S4.413
S21.201
21 %
Successor Agency
89: Successor Agency
$54.670
S627.126
9%
CFO 98-1 Chapman Heights
90: CFO 98-1 Chapman Heights
S64.372
S2.226.134
3%
vY WILLDAN 6 Cost Allocation Plan
02/24/2025 City Council Agenda
174
Introduction
In the early 1970s, the cost allocation plan concept was introduced to many government agencies. The purpose of a typical cost allocation plan is to identify costs related to rendering internal central support services and allocate those costs to operating departments or programs that utilize and benefit from them, in a fair and equitable manner.
Before indirect costs and central support service charges may be claimed for reimbursement by an operating department, there must be some formal means of identifying, accumulating and distributing these types of costs to all benefiting departments. Regardless of whether an agency has a formal comprehensive cost accounting system, the best method of accumulating, identifying, and determining a distribution of indirect costs is a cost allocation plan.
A City is made up of many departments, each with their own specific purposes or functions. Departments whose primary function is to provide support internally to other City departments are called central services.
Examples of central services are Administrative Services, City Manager, Finance, and City Council. Within these groups there are numerous functions performed that provides support to the direct cost centers. The direct cost centers, or departments and funds, that require support from Central Services and provide services directly to the community through their day-to-day operations, are called operating departments.
Examples of operating departments are Building & Safety, Police, Engineering, Economic Development, and Recreation Programs. The Cost Allocation Plan allocates the costs of the central services to the operating departments based on the nature of the functions of each central service, upon which the operating departments depend. This is done to determine the total cost associated with providing direct services. The overall goal of the cost allocation plan process is to allow cities to allocate a portion of the central service costs to the operating departments, thus 1) accounting for "all" costs, direct and indirect, for each operating department, and 2) facilitating the calculation of a fully burdened cost estimate of providing services to the public.
The purpose of this study is to:
■ Identify the central support and operating departments in the City; ■ Identify the functions and services provided by the central departments; ■ Identify allocable and non -allocable costs associated with the City's central service departments; and
■ Distribute those costs to operating entities in a fair and equitable manner.
W VVILLDAN 7 Cost Allocation Plan
02/24/2025 City Council Agenda 175
MR
Approach
Methodology
The way in which each Indirect Service provides support to the operating departments is determined in order to perform allocations in a manner consistent with the nature of that Indirect Service. This ensures that the costs can be allocated to each operating department in a fair and equitable way. The Cost Allocation Plan identifies the functions of each central service department, and then determines a methodology to allocate or spread the central service costs in a manner that best represents the nature of those functions.
The mathematical representations of central service functions used to allocate indirect costs are commonly called distribution bases. A distribution basis is a set of data displayed as the level of measure of each department's participation in a specific activity or City function. This basis is then used to distribute costs that reasonably relate to the activity or City function that the basis represents. Some examples of distribution bases are salary and benefits costs, number of full-time equivalent employees, frequencies of city council agenda items, and number of processed transactions. The data sets associated with these distribution bases for each department is collected to facilitate the allocation of indirect costs.
The methodology used for this Cost Allocation Plan is the iterative method, which is one of the most equitable methods for allocating costs from central services to operating departments. While not used as prevalently as simpler allocation methods, it is widely considered to be the most accurate. The iterative method utilizes a recursive application of central service cost distribution to allocate indirect costs. In the first step, the allocable costs of central service departments are identified and distributed to all departments including the central service departments themselves, based on the appropriate allocation bases that were selected to represent the manner in which central services are utilized. This is repeated ad infinitum until all costs have been distributed to the operating departments, and none remain with the central service departments.
As an example, consider the allocation of central service costs associated with Information Systems. The function of Information Systems is identified, and the appropriate distribution basis is determined to be the total number of IT units (such as computers, printers, and scanners) maintained per department and fund.
The allowable costs are then distributed to all City departments and funds based on their proportional share of IT units, including other central services. The costs allocated from central service to central service in the initial allocation are then allocated out using the same distribution methodology. This function is performed as many times as necessary until all costs for Information Systems has been allocated.
All central service departments are treated equally. That is to say, this method is performed concurrently for the allowable costs in each of the central service departments for each iteration until all costs associated with the central service departments have been allocated to each direct service department. The method is complete when the total amount of allocable costs remaining in the central service departments is equal to zero.
W WILLDAN 8 Cost Allocation Plan
02/24/2025 City Council Agenda 176
0 Applications
Public agencies use cost allocation plans for many purposes such as internal accounting, the justification of user fees, application for reimbursement from federal programs or the determination of administrative effort associated with special districts and/or municipal service activities. In many of these cases, the agency will be required to certify that the costs identified are "reasonable". Per the Code of Federal Regulations, a cost is reasonable if, in its nature and amount, it does not exceed that which would be incurred by a prudent person under the circumstances prevailing at the time the decision was made to incur the cost. The question of reasonableness is particularly important when determining the amount that a public agency should be reimbursed for central service overhead activities associated with a federally funded program. Additionally, public agencies should consider special care to only identify the portion of central service costs that have not been reimbursed through other means (such as grants, user fee revenues, transfers from other departments or internal service funds) to avoid double -counting. These cost reductions are done before the allocation methodologies are used and are detailed within the model itself.
OMB Super Circular and 2 CFR Part 200
This report details the allocations for two separate cost allocation plans. The primary model, presented in text and tables in the below sections and in Appendix A, provides a plan that complies with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles) that are used to determine central overhead costs incurred while carrying out activities associated with Federal awards, cost reimbursement contracts and some other intergovernmental agreements (as required). The secondary model presented in Appendix B of this report is the full cost allocation plan, which the City should use for standard City operations and budgeting. Unless otherwise indicated, the details of this report and Appendix A contain the OMB compliant allocation plan. The Appendix B tables contain the full cost plan, and utilize the same distribution methodology as the OMB Compliant plan. While the overall methodology used for both plans is the same, there are specific guidelines that require additional cost exemptions for OMB Super Circular compliance outside of what was done for the full cost plan. Where such exemptions are done in the methodology has been explained below. Some commonly encountered examples that are usually exempt under OMB Super Circular guidelines are:
■ General Advertising
■ Bad Debt
■ Contingencies
■ Litigation
■ Debt Service
■ Entertainment
■ Capital
■ Lobbying
■ Legislative Body (City Council)
■ Promotional Items
WWILLDAN 9 Cost Allocation Plan
02/24/2025 City Council Agenda 177
Central Service Departments
Eight (8) central service functions were identified for the purposes of this cost allocation plan:
■ Administrative Services
■ City Council
■ City Manager
■ Finance
■ General Services / City Clerk
■ IT Division
■ Non Departmental
■ Depreciation
W JVILLDAN 10 Cost Allocation Plan
02/24/2025 City Council Agenda 178
Distribution Bases
Distribution bases are the allocation factors that may be used to distribute the allocable costs to all departments and funds. As discussed previously, distribution bases are measurable and readily available data that are utilized to represent activities or functions, and which are then used to distribute costs matching that activity or function. Below are the bases that were analyzed in this study and used to allocate Central Services costs to operating departments. ■ Cif Council Agenda Frequency —City Council agendas spanning a 12-month period were used to determine the number of times each department and fund had matters brought before the City Council.
■ Number of FTE Employees — The number of full-time equivalent personnel for each department and fund.
■ Modified Total Direct Cost —The total allowable expenditures for each department and fund for FY19/20 which excludes capital and debt., non -operational transfers, and grant subaward costs greater than $25,000.
■ Number of Cashier Transactions — The number of invoices plus the number of purchase orders processed in the most recent fiscal year for each department and fund. ■ Number of IT Units — The number of computers, printers and scanners allocated to each department and fund.
■ City Hall Square Footage — The square footage of City Hall allocated to each department and fund. ■ Total Salaries & Benefits —The total salary & benefit expenditures for each department and fund forFY19/20.
W WILLDAN 11 Cost Allocation Plan
02/24/2025 City Council Agenda 179
WIIIIIII
Allocable Costs and Distribution Bases
Allocable Costs
Table 3 identifies the allocable cost of each central service department for the OMB compliant allocation plan, with the total allocable costs for this study being $4,823,105. The total expenditures from the central service departments were $5,699,168. However, $876,063 of the expenditures identified as unallowable by the 200 CFR Part 200 and have been excluded from allocation. The primary exclusions were related to City Council, Litigation, City promotion/advertising/lobbying, operating transfers, and capital expenses. The remaining amount was distributed to the operating departments and the central services departments by distribution factor(s) that best represents the functions of each central service department and the demand placed on that central service by all City departments, as previously described in the Methodology section of this report. The allocation methodology for each central service is detailed in the following section of this report.
Table 3: Allocable Cost Summary
Allocable Cost Summary - Central Services
Fiscal Year 2020-2021
Unallocable
Total Cost
Cost
Allocable Cost
Summary $
5,699,168
$ 876,063
$ 4,823,105
Central Service
01: Administrative Services
704,264
337,471
366,793
01: City Council
64,939
64,939
-
01: City Manager
1,046,816
38,417
1,008,399
01: Finance
488,815
9,011
479,804
01: General Services / City Clerk
338,774
68,493
270,281
01: IT Division
621,826
5,152
616,674
01: Non -Departmental
736,470
352,581
383,889
Depreciation
1,697,265
-
1,697,265
vy WILLDAN 12 Cost Allocation Plan
02/24/2025 City Council Agenda
Central Service Allocation Methodology
The first step of the iterative allocation method is to distribute the allocable costs of the central service departments to other central service departments and operating departments based on the distribution methodology and bases that best represent the activity of the central service, and the functions it serves.
The sections below describe each central service and the methodology used to allocate their costs.
Corresponding tables detailing each distribution are attached in the Appendices as tables A-1 through A-3 for the OMB compliant plan and B-1 for the full cost plan.
The Administrative Services Department is primarily an internal service department providing service to all City operating departments.
The department is responsible for finance, budgeting and accounting, risk management, and human resources functions. This department manages various grant programs (including Community Development Block Grants and law enforcement grants) and is responsible for coordinating all external financing, the investment of City funds, and the preparation of the annual operations and capital budgets.
In addition, the department is responsible for the provision of service to the community in the area of Animal Control, in coordination with the General Services Department. The department has taken the lead role in the dissolution of the former Yucaipa Redevelopment Agency.
Allocation Method
Based on the assessment of the functions of the Administrative Services Department, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ A Third (33%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the total number of Council agendas for each department and fund
01: Administrative Services
:Total FTE's 33%
':Total Agendas 33%
Modified Total Direct Cost 33%
4;Ofj;"" I. ham4,
The Yucaipa City Council is the elected governing body that guides the progress of the City of Yucaipa and is comprised of five Councilmembers, each sharing equal voting powers on all items coming before the Council. Councilmembers are elected by district for four-year terms, with elections held in November of even -numbered years.
W WILLDAN 13 Cost Allocation Plan
02/24/2025 City Council Agenda 181
The City Council meets annually to select one of its members to serve as Mayor and another of its members to serve as Mayor Pro Tern for a one-year term. The City Council provides legislative and policy direction to the City Manager, who implements their decisions to direct the activities of the City. The City Council responds to issues and concerns of the community by allocating resources, developing policies, and formulating strategies that support the vitality and economic viability of the City. The City Council also serves as the Board of Directors for the Yucaipa Successor Agency and as Commissioners of the Yucaipa Housing Authority.
Allocation Method
Based on the assessment of the functions of the City Council, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ A Third (33%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the total number of Council agendas for each department and fund
■ For the OMB plan the costs of City Council are not allocated to ensure OMB compliance 01: City Council
Total FTE's 33%
Total Agendas 33%
Modified Total Direct Cost 33%
Section 3: City Manager
The City Manager is the Chief Administrative Officer of the City. Under the direction of the City Council, the City Manager is responsible for the efficient and effective operation of all City functions. This department implements Council policies, programs, and directives and is responsible for the annual presentation of the City's budget document. The City Manager serves as an advisor to the City Council on matters of finance, administration, resource allocation and future needs of the community. In addition, the City Manager serves as the City Treasurer and Executive Director of the Successor Agency.
Allocation Method
Based on the assessment of the functions of the City Manager, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ A Third (33%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the total number of Council agendas for each department and fund
W WILLDAN 14 Cost Allocation Plan
02/24/2025 City Council Agenda
182
pl
01: City Manager
Total FTE's 33%
Total Agendas 33%
Modified Total Direct Cost 33%
The Finance Division of the Administrative Services Department is responsible for the administration of financial record keeping and reporting functions for the City and the Successor Agency to the Yucaipa Redevelopment Agency. Other major functions include budget control, cash management, accounts payable and receivable, payroll, grant administration, capital project accounting and the administration of the City's Business License program. The General Fund and all other funds (i.e., Special Revenue, Debt Service, Capital Projects, Internal Service and Trust Funds) are administered by the Finance Division.
Allocation Method
Based on the assessment of the functions of the Finance Division, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ Twenty five percent (25%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ Fifty percent (50%) of the allocable cost was allocated based on the number of invoices and purchase orders for each department and fund
■ Twenty five percent (40%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
01: Finance
Total FTE's 25%
Number of Transactions 50%
Modified Total Direct Cost 25%
The Department of General Services is responsible for the administration of franchise agreements, solid waste and recycling, project management for the construction of City facilities, Information Systems, Community Activity Grants, special projects (as assigned) and the communication, marketing and promotion of City projects, programs and services through digital media outlets. The Assistant City Manager also provides oversight to the Administrative Services and Community Services Departments and serves as the acting City Manager when designated.
Other Department functions include the implementation of all statutory City Clerk functions; ensuring compliance with federal, state and local statues and regulations; and duties associated with the administration of the City's Mobilehome Rent Stabilization Program and the Annual Mobilehome Permit to Operate.
W �
VVILLDAN 15 Cost Allocation Plan
02/24/2025 City Council Agenda
183
Fr-0
Allocation Method
Based on the assessment of the functions of the General Services / City Clerk Department, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ A Third (33%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund
■ A Third (33%) of the allocable cost was allocated based on the total number of Council agendas for each department and fund
01: General Services / City Clerk
Total FTE's 33%
Total Agendas
Modified Total Direct Cost
33%
33%
Section 6: Wormation Svste"v
The Information Systems Division is responsible for ensuring the City's information technology resources are effectively managed and used as key organizational tools in improving productivity, customer service, and public access to City information. This division is also responsible for developing and implementing long- range goals, policies, and standards for acquiring, maintaining, and achieving full use of information technology resources; and to provide ongoing support, maintenance, and training for computers and related peripherals.
Allocation Method
Based on the assessment of the functions of the Information Systems Division, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ One hundred percent (100%) of the allocable cost was allocated based on the total number of IT Units maintained for each department and fund
01: IT Division
IT Units
100%
Section 7: Non Departmental
The Non -Departmental Division includes items not directly associated with any specific department. These are items such as lease payments, City Hall maintenance, Citywide dues and publications, postage, etc.
Allocation Method
Based on the assessment of the functions of the Non -Departmental Division, it is reasonable to distribute the allocable cost by using the method(s) described below. ■ Sixty Eight percent (68%) of the allocable cost was allocated based on the total City Hall building square footage maintained for each department and fund
W'WILLDAN 16 Cost Allocation Plan
02/24/2025 City Council Agenda
• 9
0 0
■ Thirty two percent (32%) of the allocable cost was allocated based on the total salaries and benefits for each department and fund
01: Non -Departmental
Total Square Footage - City Hall Only 68%
Total Salaries and Benefits 32%
Depreciation is the yearly cost of included depreciable assets for the City that do not have alternative funding mechanisms for replacement. These allocations are included to recover a portion of the cost of eventual replacement for such capital assets. While depreciation is not included in the budget forthe City, it does represent a real cost that will need to be expended in the future as capital replacement is required for proper operations of the City and its departments and funds.
Allocation Method
Based on the assessment of costs of Deprecation, it is reasonable to distribute the allocable cost by using the method(s) described below.
■ Eleven percent (11%) of the allocable cost was allocated based on the total City Hall building square footage maintained for each department and fund
■ Eight nine percent (89%) of the allocable cost was allocated based on the total depreciation for fixed assets per department and fund.
Depreciation
Total Square Footage - City Hall Only 11%
Depreciation 89%
W WILLDAN 17 Cost Allocation Plan
02/24/2025 City Council Agenda
185
Iterative Allocation
The total allocable expenditures of each central service department were allocated to other departments (including both operating departments and other central service departments) based on the individual methodologies outlined above in Sections 1 through 8 of the Allocation Percentages chapter. Any cost allocated from central service to central service is then reallocated out using the same methodology. This operation is done iteratively until all allocable cost is received by the operating departments and funds, and none remain with the central services. After completion of the iterative allocation method, a total combined allocable cost of $4,823,105 was distributed to all departments and funds until the allocable cost remained only in the operating departments and funds, and the amount of allocable costs remaining in central service departments was equal to zero.
The full cost plan follows the same methodology with the exception that all costs that were excluded solely for OMB compliance, but were reasonable for the full plan, were made allowable and included in the allocation. See Table B-1 for additional details for the full cost plan.
After implementing the iterative allocation methodology, all allocable central service costs have been distributed to the operating departments and funds. Table 1 in the Executive Summary of this report summarized the distribution of the total allocable cost of $4,823,105 to each recipient department for the OMB compliant CAP. Table 2 summarized the distribution of the total allocable cost of $4,960,952 to each recipient department for the full cost CAP.
O WILLDAN 18 Cost Allocation Plan
02/24/2025 City Council Agenda 186
M
Appendix A
Appendix A lists theta bles detailing the allocation methodology performed in allocating central service costs for the OMB compliant cost allocation plan.
-A VVILLDA\ 19 Cost Allocation Plan
02/24/2025 City Council Agenda 187
Table A-1: Initial Allocation Percentages (OMB Compliant CAP) ------Central
Service Departments
01:
01: General
Central Service/Operating Departments
Administrative
01: City
Ol: City
01: Finance Services / City
Ol: IT
OS: Non -
Depreciation
Services
Council
Manager
Clerk
Division
Departmental
01: Administrative Services
3.2%
3.2%
3.2%
2.2%
3.2%
3.0%
5.0%
0.6%
01: City Council
5.1%
5.1%
5.1%
0.2%
5.1%
2.3%
3.2%
0.5%
01: City Manager
3.1%
3.1%
3.1%
3.4%
3.1%
3.8%
10.0%
1.1%
01: Finance
3.4%
3.4%
3.4%
3.7%
3.4%
9.1%
6.9%
0.8°%
01: General Services / City Clerk
1.6%
1.6°%
1.6%
1.8°%
1.6%
6.1 %
6.2°%
0.9°%
01: IT Division
3.2°%
3.2%
3.2%
4.4°%
3.2%
5.3%
4.4°%
2.3%
01: Nori-Departmental
0.8%
0.8°%
0.8°%
2.1°%
0.8°%
0.0°%
0.0°%
0.0°%
Depreciation
0.0%
0.0°%
0.0°%
0.0%
0.0°%
0.0°%
0.0°%
0.0°%
01: Aquatics
0.6°%
0.6°%
0.6%
0.8%
0.6%
1.5%
0.5%
0.0%
01: Building & Safety
0.8°%
0.8%
0.8°%
0.6%
0.8%
0.0°%
8.1 °%
1.4%
01: Camps
0.2%
0.2%
0.2°%
0.1%
0.2°%
0.0°%
0.4°%
0.0%
01: Code Enforcement
3.2°%
3.2°%
3.2%
2.5 %
3.2°%
4.5 %
5.8%
0.7%
01: Community Center/ Gymnasium
1.1%
1.1%
1.1%
1.4%
1.1°%
0.8%
1.0%
0.0°%
01: Community Services Administration
4.0%
4.0°%
4.0%
2.7°%
4.0%
8.3°%
2.8°%
0.3°%
01: Crossing Guards
0.2%
0.2°%
0.2°%
0.1%
0.2%
0.0%
0.1°%
0.0%
01: Economic Development
2.8°%
2.8 %
2.8%
0.7%
2.8°%
6.8 %
4.5°%
0.7%
01: Engineering
5.8%
5.8%
5.8°%
5.2%
5.8°%
7.6 %
17.2%
44.9 %
01: Mobile Flome Rent Stabilization
1.1°%
1.1°%
1.1°%
0.9%
1.1%
0.8%
0.7%
0.0°%
01: Parks & Facilities Maintenance
8.6°%
8.6°%
8.6%
16.7 %
8.6°%
1.5%
5.0%
0.5%
01: Planning
4.6°%
4.6%
4.6%
3.1%
4.6%
7.6%
8.1 %
1.2%
01: Police Services
10.2°%
10.2°%
10.2°%
8.1%
10.2°%
1.5°%
0.0°%
20.6°%
01: Previous Year's Appropriations
0.7%
0.7°%
0.7°%
0.5°%
0.7°%
0.0°%
1.2°%
0.0°%
01: Recreation Programs
0.1°%
0.1°%
0.1°%
1.0°%
0.1°%
1.5%
0.3%
0.0%
01: Senior Services
0.6%
0.6%
0.6%
1.7°%
0.6°%
9.1 %
0.7%
0.0°%
01: Special Events
1.7%
1.7°%
1.7°%
1.1°%
1.7°%
0.0°%
0.7°%
0.0°%
01: Sports
0.2%
0.2°%
0.2°%
0.7°%
0.2°%
0.0°%
0.1°%
0.0°%
01: STARS Kid's Club
1.2°%
1.2°%
1.2%
1.6%
1.2%
1.5%
2.2%
0.0%
01: Street Maintenance
0.2°%
0.2°%
0.2%
0.1%
0.2%
2.3%
1.3°%
0.2%
01: Teen Programs
0.0%
0.0%
0.0%
0.4°%
0.0°%
0.0%
0.1%
0.0%
01: YPAC
0.0%
0.0°%
0.0%
0.0%
0.0°%
0.0°%
0.0°%
0.0°%
04: Business Improvement District
0.0%
0.0°%
0.0%
0.5%
0.0°%
0.0°%
0.0°%
0.0°%
07: PEG Franchise Fees
0.0°%
0.0°%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
09: Household Hazardous Waste
0.1°%
0.1%
0.1%
0.1%
0.1%
0.0°%
0.0°%
0.0°%
10: Gas Tax Fund
4.1%
4.1°%
4.1%
6.1°%
4.1°%
0.0%
1.9°%
0.0%
12: LLMD
1.3%
1.3%
1.3%
8.6°%
1.3°%
0.0%
0.0%
0.0%
13: Road Maintenance Rehab Account
0.0°%
0.0%
0.0°%
0.0%
0.0°%
0.0°%
0.0°%
0.0°%
14: Street Maint. Fund
1.4°%
1.4%
1.4°%
0.5%
1.4°%
0.0%
0.0%
0.0%
16: Asset Forfeiture Fund
0.0%
0.0%
0.0°%
0.0%
0.0°%
0.0°%
0.0%
0.0%
17: Vehicle Fines Fund
0.0°%
0.0°%
0.0°%
0.0%
0.0%
0.0°%
0.0°%
0.0%
18: Energy Independence Program
0.0°%
0.0°%
0.0°%
0.0°%
0.0%
0.0°%
0.0°%
0.0°%
19: CDBG
0.8%
0.8%
0.8%
0.2%
0.8°%
0.0°%
0.0°%
0.0°%
21: Drainage Facilities
2.1°%
2.1%
2.1%
1.1%
2.1°%
0.0°%
0.0°%
0.0%
22: Traffic Facilities
3.7%
3.7%
3.7°%
2.1%
3.7°%
0.0%
0.0°%
0.0°%
23: Public Facilities
2.0°%
2.0°%
2.0%
0.8%
2.0°%
0.0°%
0.0°%
0.0°%
24: Fire Facilities
0.4%
0.4%
0.4%
0.0%
0.4%
15.2%
0.0%
0.0%
25: Park Facilities
2.9°%
2.9°%
2.9°%
0.7%
2.9°%
0.0°%
0.0°%
0.0°%
26: PCRF
0.0%
0.0°%
0.0°%
0.0°%
0.0°%
0.0°%
0.0°%
0.0%
27: Air Quality Improvement
0.1°%
0.1%
0.1°%
0.2%
0.1°%
0.0°%
0.0%
0.0°%
30: Measure 1
0.1°%
0.1%
0.1%
0.0°%
0.1°%
0.0°%
0.0%
0.0%
32: Measure I - 2010-2040
0.0°%
0.0°%
0.0%
0.0%
0.0%
0.0%
0.0°%
0.0%
34: Used Oil Block Grant
0.0%
0.0°%
0.0%
0.0°%
0.0%
0.0°%
0.0%
0.0%
35: Capital Projects Fund
0.2°%
0.2°%
0.2%
0.1°%
0.2°%
0.0°%
0.0%
0.0°%
46: State Law Enforce. Grant
0.1°%
0.1%
0.1%
0.0%
0.1°%
0.0°%
0.0%
0.0°%
48: Misc Grants
0.0%
0.0°%
0.0%
0.0%
0.0%
0.0%
0.0°%
0.0°%
52: Rental Income Trust Fund
0.1°%
0.1°%
0.1%
0.0%
0.1°%
0.0°%
0.1°%
0.0%
55: Low Water Crossings
0.0%
0.0°%
0.0%
0.4%
0.0%
0.0°%
0.0%
0.0°%
56: Specific Plan
0.0°%
0.0°%
0.0°%
0.0%
0.0°%
0.0°%
0.0°%
0.0°%
65: YPAC
1.8%
1.8°%
1.8%
1.4%
1.8%
0.0%
1.1°%
0.0%
71: Fire (Consolidated w/ GF)
4.3°%
4.3%
4.3°%
5.2%
4.3%
0.0%
0.1°%
23.3°%
72: Fire/Paramedic
1.6%
1.6°%
1.6%
1.6%
1.6%
0.0%
0.0°%
0.0%
80: Redevelopment Agency
0.0°%
0.0°%
0.0%
0.0%
0.0°%
0.0%
0.0%
0.0%
81:RCA- Low Income Housing -
0.1°%
0.1%
0.1%
0.1%
0.1°%
0.0°%
0.1%
0.0°%
89: Successor Agency
2.0°%
2.0°%
2.0%
0.9 %
2.0%
0.0°%
0.3°%
0.0%
90: CFD 98-1 Chapman Heights
2.2%
2.2%
2.2%
1.6%
2.2%
0.0%
0.0%
0.0%
71: Oak Glen
0.0°%
0.0°%
0.0°%
0.2%
0.0°%
0.0%
0.0%
0.0%
rV WILLDAN 20 Cost Allocation Plan
02/24/2025 City Council Agenda 188
Table A-2: Final Allocation Percentages (OMB Compliant CAP) Service
DepartmentsCentral
01:
01: General
Central Service/Operating Departments
Administrative
01: City
01: City
01:
Services /
ITNon-
Depreciation
Council
Manager
Finance
Division
Division
Departmental
Services
City Clerk
01: Administrative Services
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: City Council
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: City Manager
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: Finance
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: General Services / City Clerk
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: IT Division
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: Non -Departmental
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Depreciation
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
01: Aquatics
0.8%
0.8%
0.8%
0.9%
0.8%
1.8%
0.8%
0.1%
01: Building & Safety
1.1%
1.1%
1.1%
0.9%
1.1%
0.3%
8.5%
1.4%
01: Camps
0.2%
0.2%
0.2%
0.2%
0.2%
0.1%
0.5%
0.0%
01: Code Enforcement
4.1%
4.1%
4.1%
3.3%
4.1%
5.8%
7.3%
1.0%
01: Community Center / Gymnasium
1.4%
1.4%
1.4%
1.6%
1.4%
1.2%
1.5%
0.1%
01: Community Services Administration
5.2%
5.2%
5.2%
3.7%
5.2%
10.0%
4.7%
0.7%
01: Crossing Guards
0.2%
0.2%
0.2%
0.2%
0.2%
0.0°%
0.2%
0.0%
01: Economic Development
3.6%
3.6%
3.6%
1.5%
3.6%
7.9%
5.9%
1.1%
01: Engineering
7.5%
7.5%
7.5%
6.8%
7.5%
9.9%
20.0%
45.4%
01: Mobile Home Rent Stabilization
1.4%
1.4%
1.4%
1.1%
1.4%
1.1%
1.2%
0.1%
01: Parks & Facilities Maintenance
10.9%
10.9%
10.9%
18.6%
10.9%
5.1%
9.2%
1.1%
01: Planning
5.9%
5.9%
5.9°%
4.3%
5.9%
9.4%
10.2%
1.6%
01: Police Services
12.3%
12.3%
12.3%
9.6%
12.3%
4.5%
3.9%
21.1%
01: Previous Year's Appropriations
0.9%
0.9%
0.9%
0.7%
0.9%
0.2%
1.4%
0.0%
01: Recreation Programs
0.2%
0.2%
0.2°%
1.2°%
0.2%
1.7%
0.5°%
0.1°%
01: Senior Services
1.1%
1.1%
1.1%
2.3%
1.1%
10.0%
1.5°%
0.3%
01: Special Events
2.1%
2.1%
2.1%
1.3%
2.1%
0.5%
1.3%
0.1%
01: Sports
0.3%
0.3%
0.3%
0.8%
0.3%
0.1%
0.3%
0.0%
01: STARS Kid's Club
1.5%
1.5%
1.5%
1.9%
1.5%
2.0%
2.8%
0.1%
01: Street Maintenance
0.3%
0.3%
0.3%
0.2%
0.3%
2.5%
1.5°%
0.3%
01: Teen Programs
0.1%
0.1%
0.1%
0.4%
0.1%
0.1%
0.1%
0.0%
01: YPAC
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
04: Business Improvement District
0.1°%
0.1%
0.1%
0.5%
0.1%
0.1°%
0.1%
0.0%
07: PEG Franchise Fees
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
09: Household Hazardous Waste
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.0%
0.0%
10: Gas Tax Fund
5.0%
5.0%
5.0%
6.8%
5.0%
1.5%
3.7°%
0.2%
12: LLMD
1.9%
1.9%
1.9%
9.1%
1.9%
1.2%
1.1%
0.2%
13: Road Maintenance Rehab Account
0.0%
0.0%
0.0°%
0.0%
0.0%
0.0%
0.0%
0.0%
14: Street Maint. Fund
1.7%
1.7%
1.7%
0.7%
1.7%
0.3%
0.5%
0.1%
16: Asset Forfeiture Fund
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0°%
17: Vehicle Fines Fund
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
18: Energy Independence Program
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
19: CDBG
1.0%
1.0%
1.0%
0.3%
1.0%
0.2%
0.3%
0.0%
21: Drainage Facilities
2.5%
2.5%
2.5%
1.4%
2.5%
0.5%
0.7%
0.1%
22: Traffic Facilities
4.4%
4.4%
4.4%
2.6%
4.4%
1.0%
1.3%
0.2%
23: Public Facilities
2.3%
2.3%
2.3%
1.1%
2.3%
0.5%
0.7%
0.1%
24: Fire Facilities
1.1%
1.1%
1.1%
0.8%
1.1%
16.3%
1.0%
0.4%
25: Park Facilities
3.4%
3.4%
3.4%
1.0%
3.4%
0.6%
0.9%
0.1°%
26: PCRF
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
27: Air Quality Improvement
0.2%
0.2%
0.2%
0.2%
0.2%
0.1%
0.1°%
0.0°%
30: Measure 1
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
0.0%
0.0°%
32: Measure I - 2010-2040
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
34: Used Oil Block Grant
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0°%
35: Capital Projects Fund
0.2%
0.2%
0.2%
0.1%
0.2%
0.0°%
0.1%
0.0°%
46: State Law Enforce. Grant
0.1%
0.1%
0.1%
0.1°%
0.1%
0.0%
0.0%
0.0%
48: Misc Grants
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
0.0%
0.0%
52: Rental Income Trust Fund
0.1%
0.1%
0.1%
0.0%
0.1%
0.0%
0.1%
0.0°%
55: Low Water Crossings
0.1%
0.1%
0.1%
0.4%
0.1%
0.1%
0.0%
0.0%
56: Specific Plan
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0°%
65: YPAC
2.2%
2.2%
2.2%
1.7%
2.2%
0.5%
1.8%
0.1°%
71: Fire (Consolidated w/ GF)
5.3%
5.3%
5.3%
5.9%
5.3%
1.4%
1.8%
23.6%
72: Fire/Paramedic
1.9%
1.9%
1.9%
1.8°%
1.9%
0.5%
0.6%
0.1%
80: Redevelopment Agency
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0°%
81: RDA- Low Income Housing -
0.2%
0.2%
0.2%
0.1%
0.2%
0.0%
0.1%
0.0%
89: Successor Agency
2.3%
2.3%
2.3%
1.1%
2.3%
0.5%
1.0%
0.1%
90: CFD 98-1 Chapman Heights
2.6%
2.6%
2.6%
1.9%
2.6%
0.6°%
0.8°%
0.1%
71: Oak Glen
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
*IV WILLDAN
21 Cost
Allocation Plan
02/24/2025 City Council Agenda 189
Table A-3: Final Allocation Amounts (OMB Compliant CAP) 01: 01: General
Ol: City Ol: City OS: IT Ol: Non- Total
Department Classification Department Administrative 01: Finance Services/City Depreciation Services Council Manager Clerk Division Departmental Allocation 366,793 0
1,008,399
479,804
270,281
616,674
383,989
1,697,265
4,823,105
Central Service
01: Administrative Services
- -
-
-
-
-
-
-
Central Service
01: City Council
Central Service
01: City Manager
Central Service
01: Finance
Central Service
01: General Services / City Clerk
Central Service
01: IT Division
Central Service
01: Non -Departmental
Central Service
Depreciation
Operating Department
01: Aquatics
2,772
7,620
4,556
2.042
11,174
3,026
1.247
32,438
Operating Department
01: Building & Safety
4,046
11,122
4,111
2,981
1,596
32,483
24,313
80,652
Operating Department
01: Camps
787
2.163
794
580
310
1,827
156
6,616
Operating Department
01: Code Enforcement
15,208
41,811
15,999
11,207
35,665
27,893
16,418
164,201
Operating Department
01: Community Center / Gymnasium
4,984
13,703
7,682
3,673
7,222
5,582
1.404
44.250
Operating Department
01: Community Services Administration
19,090
52,482
17,890
14,067
61,610
18,159
12,228
195,526
Operating Department
01: Crossing Guards
769
2,115
758
567
301
765
152
5,428
Operating Department
01: Economic Development
13,351
36,705
7,341
9,838
48,898
22,618
17,853
156,605
Operating Department
01: Engineering
27,631
75,964
32,862
20,361
60,821
76.717
770,242
1,064.598
Operating Department
01: Mobile Home Rent Stabilization
5,047
13,877
5,444
3,719
6,963
4,637
1,329
41,016
Operating Department
01: Parks & Facilities Maintenance
40,153
110,390
89,354
29,588
31,693
35.438
18,480
355.097
Operating Department
01: Planning
21,642
59,500
20,827
15,948
57,726
39,241
27,507
242,391
Operating Department
01: Police Services
45,050
123,853
46,224
33,196
27,689
14,814
358,689
649,514
Operating Department
01:Previous Years Appropriations
3,167
8,706
3,164
2,334
1,242
5,511
627
24,750
Operating Department
01: Recreation Programs
807
2,217
5,687
594
10,785
1,982
975
23,047
Operating Department
01: Senor Services
4,151
11,413
11,014
3,059
61,676
5,874
4,867
102,055
Operating Department
01: Special Events
7,570
20,813
6,359
5,578
2,821
4,922
1,452
49.516
Operating Department
01: Sports
1,130
3,106
3,794
832
772
1.007
324
10.966
Operating Department
01: STARS Kid's Club
5,564
15.298
9,348
4.100
12,517
10,827
1,875
59,529
Operating Department
01: Street Maintenance
1,210
3,326
1,088
892
15,260
5.645
4,842
32,262
Operating Department
01: Teen Programs
252
694
2,096
186
326
388
120
4,061
Operating Department
01: YPAC
(8)
(23)
(8)
(6)
(3)
(3)
(2)
(54)
Operating Department
04: Business Improvement District
208
573
2,481
154
362
201
127
4.107
Operating Department
07: PEG Franchise Fees
13 35
12 9
5 4
2 80
Operating Department
09: Household Hazardous Waste
307
843
394
226
131
104
64 2,070
Operating Department
10: Gas Tax Fund
18,425
50.655
32.719
13,577
8,993
14,D99
4,187
142,657
Operating Department
12: LLMD
6,950
19,108
43,721
5.122
7,264
4,401
2,766
89,332
Operating Department
13: Road Maintenance Rehab Account
-
-
-
-
-
Operating Department
14: Street Maint. Fund
6,217
17,092
3.384
4,581
2.090
1.830
1,123
36,317
Operating Department
16: Asset Forfeiture Fund
3 8
3 2
1 1
1 18
Operating Department
17: Vehicle Fines Fund!
-
-
-
-
Operating Department
18: Energy Independence Program
2 7
74 2
10 5
3 104
Operating Department
19: CDBG
3,602
9,902
1,377
2.654
1,139
1,026
629
20,327
Operating Department
21: Drainage Facilities
9,241
25,407
6,609
6,810
3,301
2,814
1,729
55,910
Operating Department
22: Traffic Facilities
16.309
44,837
12,594
12,018
5,941
5,020
3,087
99,805
Operating Department
23: Public Facilities
8.474
23,296
5,085
6,244
2,907
2,522
1.549
50.077
Operating Department
24: Fire Facilities
4,061
11.164
4,062
2,992
100,261
4,026
7,113
133.679
Operating Department
25: Park Facilities
12,437
34,193
4,895
9,165
3.950
3,551
2,176
70,366
Operating Department
26: PCRF
28 76
27 20
11 9
5 177
Operating Department
27: Air Quality Improvement
636
1,749
1,123
469
310
233
144
4,664
Operating Department
30: Measure 1
396
1,088
47 292
112
107
65 2,107
Operating Department
32: Measure I - 2010-2040
-
-
-
-
-
-
-
Operating Department
34: Used Oil Block Grant
39 106
134
29 27
18 11
364
Operating Department
35: Capital Projects Fund
709
1.950
690
523
276
227
140
4,515
Operating Department
46: State Law Enforce. Grant
284
782
277
210
111
91 56
1,810
Operating Department
48: Misc Grants
198
543
192
146
77 63
39 1,258
Operating Department
52: Rental Income Trust Fund
237
653
236
175
93 329
47 1,770
Operating Department
55: Low Water Crossings
256
705
2,048
189
322
188
118
3,826
Operating Department
56: Speck Plan
164
450
159
120
64 52
32 1,041
Operating Department
65: YPAC
8,104
22,279
7,963
5,971
3,162
6,773
1,598
55,851
Operating Department
71: Fire (Consolidated w/ GF)
19,377
53,272
28,402
14,278
8.717
7,094
400,300
531,440
Operating Department
72: Fire/Paramedic
6,969
19,158
8,723
5,135
2,951
2.342
1,445
46,723
Operating Department
80: Redevelopment Agency
(99)
(272)
(96)
(73)
(38)
(32)
(19)
(629)
Operating Department
81: RDA- Low Income Housing -
606
1,666
596
447
237
536
120
4,207
Operating Department
89: Successor Agency
8,504
23,380
5,368
6,267
2,950
3,745
1,564
51,779
Operating Department
90: CFD 98-1 Chapman Heights
9,638
26.497
9,163
7,102
3.723
3,068
1,889
61,080
Operating Department
71: Oak Glen
123
339
959
91 152
89 56
1,809
O WILLDAN 22 Cost Allocation Plan
02/24/2025 City Council Agenda
190
Appendix B
Appendix B provides the table detailing the allocation performed in allocating central service costs for the full cost allocation plan. The methodology for the full plan is the same as for the OMB compliant plan, as it is the most reasonable and represents how indirect support is provided in the City. The difference between the two plans, as has been described in this report, is in the costs that can be allocated.
O VVILLDAN 23 Cost Allocation Plan
02/24/2025 City Council Agenda 191
Table B-1: Final Allocation Amounts (Full CAP)
Department Classification
Department
01:
01: City
Administrative
01: City
01: General
01: Finance Services/ City
01: R
01: Non-
Depredation
Total
Council
Manager
Clerk
Division
Departmental
AllocationServices
366,793
46,548
1,029,730
479,804
321,222
616,674
402,916
1,697,265
4,960,952
Central Service
01: Administrative Services
-
-
-
-
-
-
Central Service
01: City Council
Central Service
01: City Manager
Central Service
01: Finance
Central Service
01: General Services / City Clerk
Central Service
01: IT Division
Central Service
01: Noa-Departmental
Central Service
Depreciation
Operating Department
01: Aquatics
2,771
352
7,779
4,553
2,427
11,174
3,097
1,247
33,400
Operating Department
01: BdIding & Safety
4,053
514
11,379
4,132
3,550
1,600
34,868
24,315
84,411
Operating Department
01: Camps
786
100
2,207
792
688
309
1,840
156
6,878
Operating Department
01: Code Enforcement
15.209
1,930
42,697
16,001
13,319
35,666
29,340
16,418
170.581
Operating Department
01: Community Center / Gymnasium
4,983
632
13,988
7,677
4,364
7,221
5,686
1,403
45,954
Operating Department
01: Community Services Administration
19,090
2,423
53,593
17,891
16,718
61,610
19,074
12,228
202.626
Operating Department
01: Crossing Guards
769
98 2,159
758
674
300
779
152
5,688
Operating Department
01: Economic Development
13,355
1,695
37,493
7,352
11,696
48.900
24,147
17,854
162,492
Operating Department
01: Engineering
27,635
3,507
77,582
32,872
24,201
60,824
80,897
770.243
1,077,759
Operating Department
01: Mobile Home Rent Stabilization
5,046
640
14,167
5,440
4,419
6,962
4,735
1,329
42,738
Operating Department
01: Parks & Facilities Maintenance
40,148
5,095
112,711
89,341
35,160
31,690
36,674
18,479
369,297
Operating Department
01: Planning
21,647
2,747
60,772
20,840
18,958
57,728
41,678
27,508
251,879
Operating Department
01: Police Services
45,051
5,717
126,475
46,226
39,454
27,689
15,628
358,690
664,929
Operating Department
01:PreviousYear's Appropriations
3,165
402
8.884
3,158
2,772
1,241
5,566
626
25,813
Operating Department
01: Recreation Programs
806
102
2,263
5,685
706
10.785
2,027
975
23,349
Operating Department
01: Senior Services
4,150
527
11,652
11,012
3,635
61,676
6,065
4,866
103,582
Operating Department
01: Special Events
7,569
961
21,250
6,356
6,629
2,820
5,051
1,452
52,088
Operating Department
01: Sports
1,130
143
3,171
3,794
989
772
1,035
324
11,358
Operating Department
01: STARS Kid's Club
5,560
706
15,610
9,337
4,870
12,515
10,951
1,874
61,422
Operating Department
01: Street Maintenance
1,211
154
3,400
1,091
1,061
15,261
6,050
4,843
33,070
Operating Department
01: Teen Programs
252
32 708
2,095
221
326
398
120
4,152
Operating Department
01: YPAC
(8)
(1)
(24)
(8)
(7)
(3)
(3)
(2)
(57)
Operating Department
04: Business Improvement District
208
26 585
2,481
183
362
212
127
4,185
Operating Department
07: PEG Franchise Fees
13 2
35 12
11 5
4 2
85 Operating Department
09: Household Hazardous Waste
307
39 861
395
269
131
109
64 2,175
Operating Department
10: Gas Tax Fund
18,422
2,338
51,718
32,710
16,133
8,992
14.468
4,186
148,966
Operating Department
12: LLMD
6,951
882
19,513
43,721
6,087
7,264
4,639
2,766
91,823
Operating Department
13: Road Maintenance Rehab Account
-
-
-
-
-
-
Operating Department
14: Street Maint. Fund
6,217
789
17,454
3,384
5,445
2,090
1,931
1,123
38,432
Operating Department
16: Asset Forfeiture Fund
3 0
8 3
2 1
1 1
19 Operating Department
17: Vehicle Fines Fund
-
-
-
-
-
-
-
-
Operating Department
18: Energy Independence Program
2 0
7 74
2 10
5 3
105
Operating Department
19: CDBG
3,602
457
10,111
1,377
3,154
1,139
1,082
629
21,551
Operating Department
21: Drainage Facilities
9,242
1,173
25,945
6,609
8,093
3,301
2,968
1,729
59,060
Operating Department
22: Traffic Facilities
16,309
2,070
45,786
12,594
14,283
5,941
5,296
3,087
105,366
Operating Department
23: Public Facilities
8,474
1,075
23,790
5,085
7,421
2,907
2,661
1.549
52,962
Operating Department
24: Fire Facilities
4,061
515
11,401
4,063
3,557
100,262
4,259
7,113
135,231
Operating Department
25: Park Facilities
12,437
1,578
34,917
4,895
10,892
3,950
3,746
2.176
74,592
Operating Department
26: PCRF
28 4
78 27
24 11
9 5
186
Operating Department
27: Air Quality Improvement
636
81 1,786
1,123
557
310
246
144
4,883
Operating Department
30: Measure 1
396
50 1,111
47 347
112
112
65 2,241
Operating Department
32: Measure I - 2010-2040
-
Operating Department
34: Used Oil Block Grant
39 5
109
134
34 27
19 11
377
Operating Department
35: Capital Projects Fund
709
90 1,991
690
621
276
239
140
4,757
Operating Department
46: State Law Enforce. Grant
284
36 798
277
249
ill
96 56
1,907
Operating Department
48: Misc Grants
198
25 555
192
173
77 67
39 1,326
Operating Department
52: Rental Income Trust Fund
237
30 666
235
208
93 333
47 1,850
Operating Department
55: Low Water Crossings
256
33 720
2,048
225
322
198
118
3,920
Operating Department
56: Specific Plan
164
21 459
159
143
64 55
32 1,097
Operating Department
65: YPAC
8,102
1,028
22,745
7,958
7,095
3,161
6,915
1,598
58,602
Operating Department
71: Fire (Consolidated w/ GF)
19,377
2,459
54,399
28,402
16,970
8,7W
7,464
400,300
538,088
Operating Department
72: Fire/Paramedic
6,969
884
19,564
8,723
6,103
2,951
2,470
1,445
49,110
Operating Department
80: Redevelopment Agency
(99)
(13)
(277)
(96)
(87)
(38)
(33)
(19)
(663)
Operating Department
81: RDA- Low Income Housing -
606
77 1,701
596
531
236
546
120
4,413
Operating Department
89: Successor Agency
8.504
1,079
23,874
5,367
7,447
2.950
3,884
1,564
54,670
Operating Department
90: CFD 98-1 Chapman Heights
9,638
1,223
27,058
9,163
8,441
3,723
3,237
1,889
64,372
Operating Department
71: Oak Glen
123
16 346
959
108
152
94 56
1,854
24 02/244 5 City o ncil Agenda
192
Cost A
117, J
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i .1, M1.01 I
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TCIAL LLDAN
SERVICES
27368 Via Industria, Suite 200
Temecula, California 92590-4856
800.755.6864 Fax:888.326.6864
951.587.3500 Fax:951.587.3510
www.wilidan.com