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CITY OF CLAREMONO ® CALIFORNIA
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city cou"OL
Jed Leano, Mayor
Ed Reece, Mayor Pro Tern
Corey Calaycay, Councilmember
Sal Medina, Councilmember
Jennifer Stark, Councilmember
city manaoerT--2erit sta-p-p
Adam Pirrie, City Manager
Jamie Earl, Assistant City Manager
Vacant, Finance Director
Brad Johnson, Community Development Director
Aaron Fate, Police Chief
Jeremy Swan, Community Services Director
Melissa Vollaro, Human Services Director
Shelley Desautels, City Clerk
corr2rrrissiorls
Architectural Commission
Community & Human Services Commission
Planning Commission
Police Commission
Traffic & Transportation Commission
Stariairiq corr2rrriiiees
Committee on Aging
Committee on Human Relations
Independence Day Committee
Parks, Hillsides & Utilities Committee
Public Art Committee
Sustainability Committee
Teen Committee
Tree Committee
Youth Sports Committee
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budges Presentation
Award
PRESENTED TO
City of Claremont
California
For the Fi%cal Year Beginning
July 01, 2021
Exrculivc Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented
a Distinguished Budget Presentation Award to the City of Claremont, California for its budget for the
fiscal year beginning July 1, 2021. In order to receive this award, a governmental unit must publish
a budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
We believe our current budget continues to conform to program requirements, and we are submitting
it to the GFOA to determine its eligibility for another award.
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Introduction
CityManager's Message........................................................................................................................1
BudgetDevelopment Timeline................................................................................................................
9
MissionStatement.................................................................................................................................
10
CoreValues...........................................................................................................................................
10
PriorityGoals.........................................................................................................................................
10
OrganizationalChart.............................................................................................................................
11
Summary of Funded Positions by Department.....................................................................................
12
ASlice of Claremont..............................................................................................................................
13
ClaremontParks...................................................................................................................................
16
Claremont General Plan Vision Statement...........................................................................................
17
FiscalPolicies.......................................................................................................................................
20
Departmental Service Levels & Work Plans.........................................................................................
24
Fund Descriptions
FundDescriptions.................................................................................................................................
25
OperatingFunds...................................................................................................................................
26
CapitalProjects Funds..........................................................................................................................29
Enterprise & Internal Service Funds.....................................................................................................
30
DebtService Funds...............................................................................................................................
31
Chartof Accounts..................................................................................................................................
32
Revenues & Expenditures
Descriptionof Revenues.......................................................................................................................33
General Fund Revenue Assumptions...................................................................................................
35
2022-23 City & Agency Revenues........................................................................................................
36
2023-24 City & Agency Revenues........................................................................................................
37
Revenue & Funding Sources by Fund..................................................................................................
38
Historical Revenue Trends - Taxes.......................................................................................................
42
Assessed Value of Taxable Property.....................................................................................................43
General Fund Expenditure Assumptions...............................................................................................45
2022-23 City & Agency Expenditures....................................................................................................
46
2023-24 City & Agency Expenditures....................................................................................................
48
Expenditure Summary Worksheet........................................................................................................
50
Summary of Expenditures by Fund.......................................................................................................
51
2022-23 Revenues, Expenditures & Changes in Fund Balance...........................................................
52
2022-23 Fund Balance Variances.........................................................................................................59
2023-24 Revenues, Expenditures & Changes in Fund Balance...........................................................60
2023-24 Fund Balance Variances.........................................................................................................67
2022-23 Revenues, Expenditures & Changes in Fund Balance Summary ...........................................68
2023-24 Revenues, Expenditures & Changes in Fund Balance Summary ...........................................
70
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General Fund Reserves ..........................
Long -Term Debt ......................................
Appropriations Limit ................................
Appropriations Limit Calculation ..............
Citywide Budget Transfer Schedule........
City Manager's Office
Organizational Chart ...............................
Personnel................................................
Budget Summary ....................................
Goals.......................................................
Service Description, Levels & Work Plan
General Government
Organizational Chart ...............................
Personnel................................................
Budget Summary ....................................
Goals.......................................................
Service Description, Levels & Work Plan
Administrative Services
Organizational Chart ...............................
Personnel................................................
Budget Summary ....................................
Goals.......................................................
Service Description, Levels & Work Plan
Financial Services
Organizational Chart ...............................
Personnel................................................
Budget Summary ....................................
Goals.......................................................
Service Description, Levels & Work Plan
Community Development
Organizational Chart ...............................
Personnel................................................
Budget Summary ....................................
Goals.......................................................
Service Description, Levels & Work Plan
Public Safety
Organizational Chart ...............................
Personnel................................................
72
73
77
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80
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102
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115
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125
137
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BudgetSummary................................................................................................................................
140
Goals...................................................................................................................................................
141
Service Description, Levels & Work Plan............................................................................................
143
Community Services
OrganizationalChart...........................................................................................................................
167
Personnel............................................................................................................................................
168
BudgetSummary................................................................................................................................
169
Goals...................................................................................................................................................
170
Service Description, Levels & Work Plan............................................................................................
171
Human Services
OrganizationalChart...........................................................................................................................
203
Personnel............................................................................................................................................
204
BudgetSummary................................................................................................................................
205
Goals...................................................................................................................................................
206
Service Description, Levels & Work Plan............................................................................................209
Successor Agency
Successor Agency Overview...............................................................................................................
235
OrganizationalChart...........................................................................................................................
237
Personnel............................................................................................................................................
238
BudgetSummary................................................................................................................................
239
Goals...................................................................................................................................................
240
Service Description, Levels & Work Plan............................................................................................
241
Capital Improvement Program
Capital Improvement Program Overview............................................................................................243
FundingSources.................................................................................................................................244
CapitalImprovement Projects.............................................................................................................245
Project Detail & Funding Plan.............................................................................................................
249
UnfundedProjects...............................................................................................................................261
Supplemental Information
Volunteers...........................................................................................................................................
263
Appendix..............................................................................................................................................
273
Glossary...............................................................................................................................................
279
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CITY OF CLAREMONT
INTRODUCTION
CITY MANAGER'S MESSAGE
City of Claremont
Memorandum
TO: CITY COUNCIL
FROM: ADAM PIRRIE, CITY MANAGER
DATE: JUNE 14, 2022
SUBJECT. 2022-24 BUDGET MESSAGE
Introduction
It is with pleasure that City staff present the City of Claremont's Operating and Capital Improvement
Program Budget for 2022-24. Our staff has worked diligently to construct a budget for 2022-24 that
continues to provide the high levels of service expected in Claremont, and that maintains the quality
programs and services that contribute to the quality of life for residents, businesses and visitors to
our City. This budget conservatively estimates the City's revenues, maximizes available resources,
and prudently recommends expenditures to work towards achieving the priorities and objectives
established by the City Council.
I am proud to present a balanced budget that not only meets the operational needs of the City, but
also sets aside funding to address long-term pension liabilities and replenish the City's General Fund
reserve balance.
Revenues
Budgeted revenues for 2022-23 total $59,703,595 and for 2023-24 total $56,542,854 across all City
funds. These revenues include the City's General Fund, as well as a variety of other funds that are
restricted in their uses to specific purposes, such as street maintenance, transportation, sewer, and
sanitation services, to name a few.
General Fund revenues are projected to increase by approximately $2.21 million over 2021-22 levels,
totaling $30,600,506 in 2022-23. In 2023-24, General Fund revenues are expected to amount to
$31,630,963, a further increase of $1.03 million over 2022-23. The sources of increased General
Fund revenue are several.
The projection for sales tax revenue for 2022-23 is $7,180,000, an increase of $1,876,000 or 35.4
percent over the prior year's budget. Sales tax revenues for 2023-24 are estimated at $7,569,000,
an increase of 5.4 percent over 2022-23. Budgeted sales tax revenues consist of two components:
(1) sales tax generated from taxable sales in Claremont and (2) Proposition 172 revenues, which are
State sales tax collections distributed to cities and counties to fund public safety services. Sales tax
projections on the City's one percent share of the 9.5 percent Claremont sales tax rate on taxable
items is projected at $6,725,000 in 2022-23 and $7,100,000 in 2023-24, with Proposition 172 revenues
amounting to $455,000 and $469,000 in 2022-23 and 2023-24, respectively.
Increased sales tax revenue projections from the prior year's budget are the result of three primary
factors: (1) strengthening auto sales, (2) the recovery of local businesses, particularly restaurants,
from the COVID-19 pandemic, and (3) the impact of the allocation of taxable online sales to the City
CITY OF CLAREMONT
INTRODUCTION
via the County pool from sales by online retailers such as Amazon. This increase in revenues from
online sales is the result of changes in State law that require online retailers to collect and remit sales
tax for purchases shipped to California.
Property tax revenues are expected to increase by approximately $481,900 over the current budget,
with additional growth of $496,400 in 2023-24. The City has seen healthy growth in assessed property
values, contributing to higher receipts of property tax revenue over the last several years. The budget
for property tax revenue for 2022-23 is $11,495,600. This figure reflects an increase of approximately
4.4 percent over the prior year's budget of $11,013,700. Property tax revenues in 2023-24 are expected
to grow by an additional 4.3 percent to $11,992,000. The projected increase in property tax revenue
is the result of several factors. First, Proposition 13 provides for the annual increase in the assessed
value of taxable property by the Consumer Price Index (CPI), capped at an increase of 2.0 percent.
Staff estimates that the CPI increase for 2022-23 and 2023-24 will be 2.0 percent. Proposition 13
also permits the reassessment of property at market value when it is sold or transferred to a new
owner, or to account for new construction or the reassessment of properties that had their assessed
values reduced in the past due to appeals. In developing projections for 2022-23 and 2023-24, staff
has assumed an increase in assessed value of 2.3 to 2.4 percent for properties reassessed at market
value.
Utility User Tax (UUT) revenues are budgeted at $4,375,000 in 2022-23, an increase of 5.4 percent
over the 2021-22 budget. UUT revenues are expected to grow by a further 5.0 percent in 2023-24 to
$4,594,000. Utility user tax revenue increases will be the result of increasing utility rates, particularly
in the areas of electricity, gas and water, and despite efforts in conservation.
The end of the COVID-19 pandemic is expected to bring Transient Occupancy Tax (TOT) back to levels
similar to those seen prior to 2020. The budget for 2022-23 includes $1,375,000 in TOT revenues,
an increase of 14.6 percent over the 2021-22 budget. Revenues for 2023-24 are expected to grow to
$1,425,000, a further 3.6 percent increase over 2022-23. TOT revenues are expected to increase as
hotel occupancy and room rates return to levels seen prior to the pandemic.
Other General Fund revenues are expected to see moderate growth over the next two years. In
developing estimates for revenues, staff has taken into account current economic conditions in making
projections for 2022-23 and 2023-24, the most significant of which is the economy's recovery from
the effects of COVID-19.
Expenditures
The City of Claremont, like any other business, has everyday operating costs, such as staffing,
insurance, utilities, and overhead, and is not immune to escalations in these costs.
The City Council concluded negotiations with all six employee associations in mid-2021, securing
multi -year Memoranda of Understanding (MOU) with all represented employees. The Cost of Living
Adjustments (COLA) included in the MOUs have been calculated into estimates for the City's personnel
costs over the next two years. Pension costs are also a significant component of the City's annual
budget. The City is a participant in the California Public Employees' Retirement System (CaIPERS),
and growing unfunded pension liabilities have resulted in increased annual pension contributions. City
employees continue to contribute significantly to their retirement plans, paying the full employee share.
These contributions from employees help assist in managing ongoing increases in personnel costs,
and ensure that there are sufficient resources to provide the quality of service our residents expect.
The annual contributions required by CalPERS to fund both the current cost of service, as well as the
amortized cost of the City's unfunded liabilities have been included in the budgets for 2022-23 and
2023-24 based on projections from CalPERS.
U CITY OF CLAREMONT
INTRODUCTION
Budgeted expenditures total $59,582,203 for 2022-23 and $59,501,032 for 2023-24. These costs
include a Capital Improvement Program (CIP) that is funded in the amount of $4,819,000 in 2022-23
and $7,209,000 in 2023-24, as well as debt service costs of $3,159,369 in 2022-23 and $3,117,368 in
2023-24. The remaining operating expenditures of $51,603,834 in 2022-23 and $49,174,664 in 2023-
24 fund a broad variety of services and programs, including building, planning and engineering, public
safety, sanitation, streets, right-of-way, park maintenance, youth and senior services, and recreation,
as well as the administrative costs of operating these programs and services.
The budget has been developed using realistic estimates for increases in personnel costs, including
increasing employer contribution rates on the City's CalPERS retirement plans, known contractual
increases in costs from the City's vendors, as well as expected increases in costs for utilities, insurance,
and other services and supplies.
General Fund expenditures total $28,098,430 for 2022-23 and $28,913,404 for 2023-24. Expenditures
for the next two fiscal years reflect increases in personnel costs related to rising CalPERS employer
contributions rates and scheduled employee merit increases. Budgeted General Fund expenditures
also include an additional discretionary contribution of $250,000 each year to pay down the unfunded
liability on the City's pension plans, and include more than $500,000 in each year of the budget in
contributions to the City's General Fund Operating and Environmental Emergency Reserve.
American Rescue Plan Act (ARPA) Funding
The City of Claremont will be the recipient of approximately $8.7 million in funding from the Federal
government through the American Rescue Plan Act of 2021. This funding may be used by the City
to provide general government services, and the budget for 2022-24 includes the allocation of
approximately $4.1 million over the next two years to fund a variety of projects and programs. ARPA
funding must be obligated by December 2024 and fully expended by December 2026. The 2022-24
budget includes ARPA funding for the following projects and programs approved by the City Council:
• Installation of traffic calming measures, inventory of the City's regulatory traffic signs and
replacement of signage as necessary.
• Funding for the City's Community -Based Organization (CBO) and Homeless Services
programs.
• Funding for an agreement between the City and the Claremont Chamber of Commerce to
provide visitor services.
• Grant program for the construction of Accessory Dwelling Units (ADU) to increase the City's
available housing stock.
• Development of design standards for ADUs to reduce development costs.
• Funding for the Psychiatric Assessment Care Team (PACT), a team of mental health clinicians
that responds to non-violent calls for services with the Claremont Police Department.
• Technology improvements at the Police Department, including the replacement of PD
dispatch center radio consoles and emergency radios.
• City Hall technology upgrades, including updated servers and network storage, software
upgrades and City website update.
• Grant program for businesses adversely impacted by the COVID-19 pandemic.
• Business license tax rebate program for all in -town businesses.
CITY OF CLAREMONT
INTRODUCTION
• Commuter rebate program to reduce parking demands in the Claremont Village and
greenhouse gas emissions.
The development of projects and programs to be funded by the American Rescue Plan Act was
supported by a public input process that included surveys administered to the community at large, as
well as specifically to the Claremont business community.
Reserves and Contingencies
The City continues to manage its General Fund budget with the goal of maintaining its long-term
financial stability. A large part of securing the City's long-term financial future is the maintenance of
the General Fund's Operating and Environmental Emergency Reserve. The City's Reserve Policy
requires that this reserve maintain a balance of 25 percent of General Fund operating expenditures
and transfers out.
The current reserve balance is $5,977,021, and a budgeted contribution of $509,534 in 2022-23
will take the reserve balance to $6,486,555, representing 21.6 percent of 2022-23 General Fund
expenditures and transfers out. An additional contribution of $505,232 in 2023-24 will take the reserve
balance to $6,991,787, or 22.5 percent of 2023-24 General Fund expenditures and transfers out.
As well as including reserve contributions in the budgets for the next two years, it will also continue to
be a priority for staff and the City Council to allocate other surplus funds in the future, in recognition of
the fact that a significant natural disaster or financial crisis would quickly exhaust the reserve balance.
City Council Priorities
After citizen requests to conduct a more robust priorities setting process with community input prior to
the development of the next budget, staff engaged a facilitator to coordinate a City Council Priorities
process. The process included a community survey, three community focus groups, and a City Council
workshop held on Saturday, February 5, 2022. The goal of the workshop was for the City Council to
discuss priorities for the next three to five years, as well as determine specific objectives related to
each priority.
At the workshop, the City Council reaffirmed the existing priorities developed in 2019 and added a new
priority focused on developing anti -racist, anti -discrimination policies and plans to achieve community
and organizational diversity, equity, and inclusion. In addition to the seven long-term priorities, the City
Council identified a list of objectives that include policies, projects, and programs that staff will work
on over the next two years.
The updated City Council Priorities are listed below:
• Preserve our natural, cultural, and historic resources
• Maintain Financial Stability
• Invest in the maintenance and improvement of our infrastructure
• Ensure the safety of our community through community -based policing and emergency
preparedness
• Increase livability in our neighborhoods and expand opportunities for our businesses
• Promote community engagement through transparency and communication
• Develop anti -racist, anti -discrimination policies and plan to achieve community and
organizational diversity, equity and inclusion
Each department developed a work plan for 2022-24 consisting of projects that will be completed over
the next two budget years. Objectives or projects identified in the department work plans are closely
CITY OF CLAREMONT
INTRODUCTION
aligned with one or more of the City Council Priorities listed above, with the intent that the projects
undertaken each year are reflective of the priorities of the City Council and community. Staff will provide
periodic updates to the City Council on their progress in completing the list of objectives and projects
in the department work plans.
Major Projects
Over the next year, City staff will undertake or continue working on a number of important projects.
Some of these include:
Administrative Services
• Develop policies and a plan for programs to address organizational diversity, equity and
inclusion
• Prepare for the November 2022 municipal election
• Evaluate options for and oversee the implementation of computer network, software and
technology upgrades
• Implement the ARPA-funded Business Grant Program
• Update/redesign the City website
Financial Services
• Conduct a cost allocation plan and develop an updated comprehensive user fee schedule
• Implement the ARPA-funded Business License Tax Rebate Program
• Develop a long-range financial plan focused on long-term General Fund sustainability
Community Development
Pnlira
• Complete the update to the Housing Element of the City's General Plan
• Complete the Towne Avenue Complete Streets project construction
• Develop objective design standards to respond to changes in State law that require a
streamlined review process for qualifying housing projects
• Evaluate the results of traffic studies and facilitate the implementation of recommended
traffic calming measures to improve vehicle and pedestrian safety
• Develop Accessory Dwelling Unit (ADU) design standards and administer the ADU grant
program
• Place a cannabis tax measure on the November 2022 ballot
• Present for City Council consideration a regulatory framework for commercial cannabis
businesses in Claremont
• Increase enforcement of criminal activity in the commercial areas adjacent to the 1-10
Freeway
• Increase the number of personnel assigned to the Traffic Bureau to conduct traffic
enforcement
• Identify funding to complete seismic retrofits to the Police Station
• Continue to utilize the Psychiatric Assessment Care Team (PACT) to respond to non-violent
mental health calls for service
CITY OF CLAREMONT
INTRODUCTION
• Complete upgrades to the Police Department dispatch center consoles and replace
emergency radio equipment
• Continue to recruit and train qualified lateral Police Officers, as well as new Police Recruits
Community Services
• Complete Phase 2 of the expansion of the Oak Park Cemetery
• Complete energy efficiency improvements, including HVAC system replacements, solar
system installations, new roofs, and lighting improvements at City facilities
• Review urban forest policies and procedures and develop education campaigns and
mitigation measures to limit damage caused by City trees
• Complete inventory of regulatory traffic signage and replace signs as necessary
Human Services
• Coordinate the process for the award of funding to Community Based Organizations (CBO)
• Coordinate homeless services and funding programs, including the Community Navigator
program
• Continue to offer virtual recreation programming, and plan for the transition back to in -
person recreation classes and programs as health orders allow
• Offer a full complement of special events, including the July Fourth Celebration, Concert
Series, and Movies in the Park
• Complete the Claremont Hills Wilderness Park user survey
Organizational Changes
Administrative Services
The Administrative Services budget includes the reclassification of a Personnel Services Coordinator
to a Personnel Services Specialist. This change is reflective of the complex nature of the human
resources duties for which the position will be responsible.
Financial Services
The budget for 2022-23 includes the elimination of one vacant full-time Office Assistant position that
serves as the receptionist at City Hall. The full-time position has been replaced with two part-time
Office Assistant positions that provide a greater number of counter service hours to the community
at a lower cost.
Communitv DeveloDment
The Community Development Department's budget includes funding for two new positions, one
Associate Planner and one Community Improvement Coordinator. The addition of these positions is
in response to growing workloads in both the Planning and Community Improvement Divisions, as well
as to improve the responsiveness of our staff to planning and code enforcement issues. The addition
of these positions is a direct response to City Council direction to evaluate staffing levels in the City's
Community Development Department.
Police Department
The Police Department includes the addition of one Police Lieutenant position and the elimination of
a vacant Management Analyst position. The new Police Lieutenant position will allow for enhanced
succession planning as a number of senior Police Department management staff are eligible to retire
CITY OF CLAREMONT
INTRODUCTION
in the next three to five years, and also provide training and supervision to the City's sworn staff,
a large number of which have fewer than two years' experience with the City. Additionally, the City
Council provided direction to staff during its priorities setting process to address crime issues near the
freeway -adjacent hotels and to increase traffic enforcement to improve safety on the City's streets.
The Management Analyst position has been vacant for over a year, and its duties distributed among
other administrative and sworn staff at the Police Department.
Communitv Services
Two Maintenance Craftsworker positions have been added to the Community Services Department
budget for 2022-24. These full-time positions will work to address tree concerns and perform basic
street maintenance activities. Both of these positions will provide services that are in direct response
to City Council direction received during the City Council Priorities setting process, during which the
maintenance of the City's urban forest and street safety were identified as priorities.
Human Services
The Human Services Department budget includes the reclassification of three Site Coordinator
positions to Program Coordinators. This staffing change will bring consistency to the department's
organizational structure, and the Program Coordinators will continue to help oversee the City's Senior,
Youth and Special Events programs.
Conclusion
The focus of the 2022-24 Operating and Capital Improvement Program Budget is to maintain operations
and the high levels of service our residents and businesses have come to expect. This budget will
allow the City to do that, and offers the added benefits of adding to our reserves and paying down
unfunded pension liabilities.
I would like to acknowledge the hard work of each department's budget team and staff that worked
to put this budget together. I would also like to extend special recognition to the Financial Services
Department staff for their excellent work in developing what is likely to be another award winning
budget document.
Respectfully Submitted,
v
Adam Pirrie
City Manager
CITY OF CLAREMONT
INTRODUCTION
CITY OF CLAREMONT
INTRODUCTION
BUDGET DEVELOPMENT TIMELINE
2022-24
The budget development process is a significant undertaking for staff, the City Council, and the
community. The development of the 2022-24 Operating and Capital Improvement Program Budget
began with community outreach to establish City Council Priorities for the next two years. In January
2022, the City began a public engagement campaign to gather community feedback from residents
and businesses on City Council Priorities. Staff and consultants facilitated three community focus
group meetings, and conducted a community survey that asked participants for their opinions on City
programs and services, priorities for the City Council, and suggestions for improving the City and its
operations. To complete the priorities setting process, the City Council held a workshop to reaffirm
existing priorities, add new priorities and provide staff with a list of objectives to achieve over the next
two budget years.
Concurrent with the priorities setting process, staff began the development of department budgets in
January 2022. Staff received general direction from the City Managerforthe preparation of departmental
budgets and after the City Council Priorities Workshop began incorporating City Council direction on
priorities and objectives for the coming years into department budgets. In May, the City Council and
community received an update on the progress of the budget's development, and an opportunity to
see and provide feedback on how the preliminary budget for 2022-24 responded to the City Council
Priorities. The Capital Improvement Program (CIP) budget was presented to the Planning Commission
in early June for the Commission's review and finding that the proposed CIP is consistent with the City's
General Plan. The final step in the budget development process was a public workshop at which staff
presented the proposed budget for 2022-24 to the City Council and community, and requested City
Council adoption of the 2022-24 Operating and Capital Improvement Program Budget.
The timeline for the development of the 2022-24 budget is as follows:
January 5, 2022 .................Community Focus Group — City Council Priorities
January 8, 2022 .................Community Focus Group — City Council Priorities
January 12, 2022................Community Focus Group — City Council Priorities
January 5 - 15, 2022........... Community Survey — City Council Priorities
February 5, 2022................City Council Priorities Workshop — Establishment of City
Council Priorities and Objectives for the 2022-24 Budget
May 10, 2022 ......................Community Budget Presentation — Review of Preliminary
Budget and Discussion of Consistency with City Council
Priorities
June 14, 2022.....................City Council Budget Workshop & Public Hearing —Adoption of
the Operating and Capital Improvement Program Budget for
2022-24
June 21, 2022..................... Planning Commission Meeting — Capital Improvement Program
Budget Review
CITY OF CLAREMONT
INTRODUCTION
MISSION STATEMENT
"We are a vibrant, livable, and inclusive community dedicated to quality services,
safety, financial strength, sustainability, preservation, and progress with
equal representation for our community. "
CORE VALUES
Financial Strength
Inclusion
Livability
Preservation and Progress
Service
Transparency
COUNCIL PRIORITIES
• Preserve our natural, cultural, and historic resources
• Maintain Financial Stability
• Invest in the maintenance and improvement of our infrastructure
• Ensure the safety of our community through community -based policing and emergency
preparedness
• Increase livability in our neighborhoods and expand opportunities for our businesses
• Promote community engagement through transparency and communication
• Develop anti -racist, anti-discriminiation policies and plan to achieve community and
organizational diversity, equity and inclusion
L CITY OF CLAREMONT
INTRODUCTION
ORGANIZATIONAL CHART
ICITIZENS OF CLAREMONT
Advisory
Commissions
City Council
City Manager
• Legislative Support
• Intergovernmental Relations
• Budget
• Economic Development
• Business Assistance & Development
• General Administration
• Priority Project Management
General Government
• Legal Services
• Risk Management
• General Services
• Elections
Administrative Services
• City Clerk
• Personnel
• Community Information
• Technology
Financial Services
• Treasury
• Accounting
• Budget
• Refuse Billing
• Business License
Community Development
• Planning
• Engineering
• Building
• Code Enforcement
• CDBG
• Affordable Housing
City Attorney
Public Safety
• Police
• Disaster Preparedness
• Fire Services Liaison
Community Services
• Sustainability
• Solid Waste
• Motor Fleet
• Utilities
• Sewer
• Maintenance
• Public Transport
• Streets
• Parks
• Cemetery
• Animal Control Liaison
Human Services
• Youth Programs
• Recreation Classes & Facilities
• Citywide Special Events
• Senior Programs & Social Services
• CHWP/Park Ranger Program
CITY OF CLAREMONT
INTRODUCTION
SUMMARY OF FUNDED POSITIONS BY DEPARTMENT
Actual Budgeted Adopted Adopted
Positions 2020-21 2021-22 2022-23 2023-24
City Manager's Office
General Government
City Council
Administrative Services
City Clerk
Personnel
Public Information
Technology Services
Financial Services
Community Development
Administration
Building/Community Improvement
Engineering
Planning
Public Safety
Total Non -Sworn
Total Sworn
Community Services
Administration
Maintenance
Solid Waste/Motor Fleet
Human Services
Administration
Recreation Programs
Youth Programs
Seniors, Social Services and Special
Successor Agency
Administration
Totals
4.50 4.50 4.50 4.50
5.00 5.00 5.00 5.00
1.85
1.85
1.85
1.85
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
2.50
2.50
2.50
2.50
7.35
7.35
7.35
7.35
6.90
6.90
6.05
6.05
1.90
2.90
2.90
2.90
5.00
5.00
6.00
6.00
6.00
6.00
6.00
6.00
3.00
3.00
4.00
4.00
15.90
16.90
18.90
18.90
25.00
25.00
24.00
24.00
39.00
39.00
40.00
40.00
64.00
64.00
64.00
64.00
6.00
6.00
6.00
6.00
8.00
8.00
10.00
10.00
24.15
24.15
24.00
24.00
38.15
38.15
40.00
40.00
4.00
4.00
4.00
4.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
3.00
3.00
3.00
3.00
11.00
11.00
11.00
11.00
1.20
1.20
1.20
1.20
154.00
155.00
158.00
158.00
121
CITY OF CLAREMONT
INTRODUCTION
A SLICE OF CLAREMONT
DEMOGRAPHICS
CITY POPULATION
AREA (Square Miles)
MEDIAN AGE
PERCENT OF POPULATION BYAGE GROUP
Residents of Ages 5 and Under
Residents of Ages 5 to 19 Years
Residents of Ages 20 to 34 Years
Residents of Ages 35 to 44 Years
Residents of Ages 45 to 64 Years
Residents of Ages 65 and Older
TOTAL PERSONS OF WORKING AGE
EMPLOYMENT BY OCCUPATION
Management, Business, Science &Arts
Sales and Office
Service
Natural Resources, Construction & Maint
Production, Transportation & Material Moving
TOTAL EMPLOYED IN CLAREMONT
POPULATION BY INCOME LEVEL
Per Capita Income
Median Family Income
Mean Household Income
POPULATION BY HIGHEST EDUCATION LEVEL
(% of Population 25 Years & Older)
Less Than High School Graduate
High School Diploma
Some College, Less Than 4 Years
Associate's Degree
Bachelor's Degree
Graduate or Professional Degree
2020
37,266
14.14
40.4
4.70%
21.20%
18.70%
11.00%
25.20%
19.30%
30,791
56.61 %
20.81 %
15.45%
3.25%
5.87%
17,380
$47,627
$101,420
$130,399
4.50%
11.70%
19.00%
8.50%
26.40%
30.00%
POPULATION BY RACE
White 50.70%
Asian & Pacific Islander 15.10%
Black or African American 5.00%
Hispanic or Latino (of any race listed above) 23.20%
Other 6.00%
Source: U.S. Census Bureau, American Community Survey
DISTANCES TO CENTERS OF EMPLOYMENT
Pasadena
25 miles
Pomona (Courthouse)
6 miles
San Bernardino (County Seat)
30 miles
Riverside (County Seat)
27 miles
TOP 10 BUSINESS CATEGORIES
Business Type
New Motor Vehicle Dealers
Casual Dining
Service Stations
Grocery Store with Liquor
Auto Lease
Quick Service Restaurants
Medical/Biotech
Specialty Stores
Fast Casual Restaurants
Women's Apparel
Sales ($/Per Capita)
City
Co.
State
8,793
1,957
2,112
2,274
958
982
1,164
1,292
1,455
824
441
484
651
347
232
373
933
809
230
123
359
195
381
335
186
210
202
182
147
117
LOCAL MARKET CHARACTERISTICS
2019 ESTIMATED HOUSEHOLDS BY INCOME
$200,000 or More
18.90%
$150,000 to 199,999
12.90%
$100,000 to 149,999
19.10%
$75,000 to 99,999
12.00%
$50,000 to 74,999
13.50%
$25,000 to 49,999
6.80%
$15,000 to 24,999
5.80%
Under $15,000
4.50%
TOTAL HOUSEHOLDS
11,729
NUMBER OF REGISTERED VOTERS
23,482
NUMBER OF BUSINESSES IN CLAREMONT
1,841
DISTANCE TO REGIONAL TRANSPORTATION HUBS
AIRPORTS
Ontario International
Los Angeles International
John Wayne International
SEAPORTS
Port of Los Angeles
Port of Long Beach
10 miles (southeast)
50 miles (west)
38 miles (south)
50 miles (southwest)
46 miles (southwest)
TRANSPORTATION SERVICES
• Metrolink Rail: Daily commuter rail service stopping at the
Transit Center/Depot.
• Foothill Transit: Fixed route bus service with routes and
connections available to other providers throughout the
region. Foothill Transit has been twice honored as the
Outstanding Transit Operator in North America.
• Amtrak Bus: Daily service from the Transit Center/Depot with
connections to all Amtrak destinations.
• PVTA: Dial -a -Ride and Get About paratransit services.
CITY OF CLAREMONT
INTRODUCTION
EDUCATIONAL RESOURCES
THE CLAREMONT COLLEGES
• Claremont McKenna College
• Harvey Mudd College
• Pitzer College
• Pomona College
• Scripps College
• Claremont Graduate University
• Wm. M. Keck Graduate Institute of Applied Life Sciences
• Claremont School of Theology
• Claremont Lincoln University
COLLEGES LOCATED WITHIN 10 MI. OF CLAREMONT
• California State Polytechnic University, Pomona
• Chaffey Community College
• Citrus Community College
• Western University of Health Sciences
• Mt. San Antonio Community College
• University of La Verne
CLAREMONT UNIFIED SCHOOL DISTRICT
Currently, the District has over 6,744 students in its K-12
program and runs an extensive adult school program.
There are seven unique elementary schools, a school for
the orthopedically handicapped, an intermediate school, a
comprehensive high school, and a continuation school.
PRIVATE SECONDARY SCHOOLS IN CLAREMONT
• Webb School of California
• Vivian Webb School
LOCAL LIBRARIES
Claremont Helen Renwick Library
(909) 621-8372
Honnold Library — Harvey Mudd College
(909) 621-8150
Denison Library — Scripps College
(909) 607-3941
Seeley G. Mudd Science Library
(909) 621-8924
Sprague Library
(909) 621-8920
Stone Center for Children's Books — CGU
(909) 607-3670
COMMUNITY EVENTS
CITY HELD SPECIAL EVENTS
• Arbor Day
• Fourth of July Celebration
• Halloween Spooktacular
• Holiday Promenade /
Tree Lighting
• Kid's Corner
• Arbor Day
OTHER COMMUNITY EVENTS
• Claremont Art Walk
• Claremont Craft Beer Walk
• Claremont Wine Walk
• Earth Day
• Memorial Day Ceremony
• Monday Night Concert Series
• Movies in the Park
• National Night Out
• Spring Celebration
• Memorial Day Ceremony
• Farmers &Artisans Market
• Friday Nights Live
• Village Venture Street Faire
LOCAL GOVERNMENT
FORM & FUNCTION
Claremont is a general law city that uses the Council-manager
form of government. A general law city is one that operates
under laws and rules established by the State of California.
The Council-manager form of government combines the
political leadership of elected officials (the City Council) with the
managerial experience of a City Manager who oversees a team
of professional staff members.
The City Manager is hired by and responsible to the City
Council. It is the responsibility of the manager and City staff to
implement Council policies and ensure the smooth day-to-day
delivery of municipal services.
The City Council also appoints a City Attorney to provide legal
counsel to the City organization.
The City Council is comprised of five members elected at large
for four years. The terms of office are staggered, with three
members elected at one general municipal election and two
at the next. Elections are held the first Tuesday after the first
Monday in November of even -numbered years.
The Mayor and Mayor Pro Tern are elected directly by the City
Council from among its members. The Mayor is the presiding
officer at Council meetings, with the Mayor Pro Tern filling that
role in the Mayor's absence. Both the Mayor and Mayor Pro
Tern have the same voting power as any other Council member.
The City Council regularly meets on the 2nd and 4th Tuesday
of each month at 6:30 p.m. in the City Council Chamber located
at 225 West Second Street. All meetings are open to the public,
except special closed sessions that deal with personnel and
some legal matters.
PUBLIC SAFETY
Claremont operates its own Police Department and is part of
the L.A. Co. Fire Protection District. Therefore, fire services are
provided by the L.A. Co. Fire Department.
The following table shows the seven-year incidence of Part I
Crimes in Claremont: murder, forcible rape, robbery, aggravated
assault, burglary, larceny -theft, motor vehicle theft, and arson:
NUMBER OF PART I CRIMES
2015 2016 2017 2018 2019 2020 2021
1,050 1,029 1,018 989 826 762 792
CITY OF CLAREMONT
INTRODUCTION
QUALITY OF LIFE
CLIMATE
Annual Avg. Temp Hi 91 °F; Mid 67.5°F; Lo 44°F
Annual Avg. Rainfall 17.3 inches
Elevation 1,150 ft. above sea level
PHYSICAL ENVIRONMENT
Nestled at the base of the San Gabriel Mountains, Claremont
is a community unlike any other in So. California. Its well -
maintained neighborhoods, 21 City parks and streets enhanced
by over 24,000 City -owned trees, historic buildings, a 2,500-
acre wilderness area, and the campuses of the Claremont
Colleges combine to create a physical environment that is
reminiscent of an Ivy League college community.
MEDICAL FACILITIES WITHIN 5 MI. OF CLAREMONT
• Casa Colina Hospital for Rehabilitative Medicine
• Kaiser Permanente Clinic
• Pomona Valley Hospital Medical Center
• San Antonio Community Hospital
QUALITY OF LIFE
PitzerArboretum (909) 607-3608
Rancho Santa Ana Botanic Garden (909) 625-8767
PARKS
The Claremont community enjoys 21 City parks (map follows
this page), 13 of which offer the sports facilities or amenities
listed below:
PARKS WITH ATHLETIC FIELDS
• Blaisdell Park —Softball Field, Basketball Court,
Tennis Court, Tot Lot
• Cahuilla Park —Softball Fields (2), Baseball Field, Tot Lot
• College Park —Baseball Fields (3), Tot Lot
• El Barrio Park —Basketball Court, Tot Lot
• Griffith Park —Soccer Field, Baseball Field, Tot Lot
• Jaeger Park —Soccer Field, Tot Lot
• June Vail Park —Soccer Field, Softball Field, Equestrian
Ring, Tot Lot
• La Puerta Park —Soccer Fields (2), Softball Fields (2)
• Larkin Park —Softball Field, Soccer Fields (2), Tot Lot
• Lewis Park —Soccer Field, Basketball Courts (2), Tot Lot
• Memorial Park —Softball Field, Basketball Court, Tennis Court,
Tot Lot, Volleyball Court
• Padua Avenue Park —Soccer Fields (2)
• Wheeler Park —Softball Field, Pickleball Courts, Basketball
Court, Tot Lot
POOCH PARKS
• College Park —Off Leash Dog Park
• Rancho San Jose Park —Dog Run
BIKING AND HIKING TRAILS
• Claremont Hills Wilderness Park (CHWP)—Hikers,
Bicyclists, Horseback Riders, and Dog Walkers are Welcome
• Thompson Creek Trail —Hikers, Bicyclists, Horseback
Riders, and Dog Walkers are Welcome
ARTS
THEATERS AND AUDITORIUMS
• Albrecht Auditorium —Graduate Univ.
(909) 621-8285
• Balch Auditorium —Scripps College
(909) 607-3860
• Bridges Auditorium
(909) 621-8032
• Bridges Hall of Music
(909) 621-8023
• Seaver Theatre —Pomona College
(909) 621-8525
• Laemmle Theater
(909) 621-5500
PERFORMING ARTS
• Karousel Kids (909) 626-5437
• Claremont Young Musicians Orchestra (909) 624-9553
• Claremont Symphony Youth Orchestra (909) 593-5620
MUSEUMS
• Claremont Museum of Art
(909) 621-3200
• Clark Humanities Museum at Scripps
(909) 607-3606
College
• Fiske Musical Instrument Museum at
(909) 621-8307
Bridges Auditorium
• Petterson Museum —Pilgrim Place
(909) 399-5544
• Pomona College Planetarium
(909) 621-8724
• Raymond M. Alf Museum of
(909) 624-2798
Paleontology —Webb School
GALLERIES
• Artist Trait
(909) 625-2533
• Claremont Community Foundation
(909) 398-1060
• Claremont Fine Arts
(909) 624-5078
• Claremont Graduate University
(909) 621-8071
• First Street Gallery & Art Center
(909) 626-5455
• Ruth Chandler Williamson Gallery at
(909) 607-3941
Scripps College
• Pomona College Museum of Art
(909) 621-8283
• Lang Art Studios —Scripps College
(909) 607-2973
Sources: American Survey of 2020; CA Dept. of Finance
CITY OF CLAREMONT
INTRODUCTION
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CITY OF CLAREMONT
INTRODUCTION
CLAREMONT GENERAL PLAN VISION STATEMENT
We Are Claremont
Nestled at the base of the San Gabriel Mountains, Claremont is a residential community and home to
the renowned Claremont Colleges. Its unique characteristics and environment are a result of careful
and deliberate planning that has produced our City's:
• Distinct neighborhoods
• Safe environment
• Status as a leading center of learning, with excellent public and private primary and
secondary schools
• Feeling of being a village within a metropolis
• Pedestrian -friendly surroundings
• Strong historic preservation efforts
• Tree -lined streets, well -planned parks, and open spaces
• Small, thriving commercial and industrial clusters
• Community of passionate and active volunteers
We treasure Claremont, and this vision statement identifies ideals we work toward
1�i�1 iT�Ta�i�la RRP
Claremont distinguishes itself through its cohesive collection of distinct, well -maintained, and safe
neighborhoods, and by our character as a diverse residential, college, and business community.
Designed to human scale, our buildings promote the aesthetic enhancement of public spaces
through design. These features contribute to the pedestrian experience and the livability of our City.
Transportation gateways create strong entry statements, reflecting the character of our City.
How We Preserve Our Heritage
New development and redevelopment build on our history with appropriate and compatible design
to renew and reinvigorate neighborhoods and business districts. Our commitment has led to stable,
well -maintained residential neighborhoods, a thriving commercial Village, and other commercial
centers, attractive landscaped environments, campuses, outstanding public art, and vibrant retirement
communities. Through quality architectural design and landscape integrity, we encourage new
development to respond to and enhance the surrounding physical environment.
How We Maintain Our Diversity
We maintain our vitality, sense of community, and tradition. We attract a diverse population by fostering
an inclusive, multi -generational, economically, and ethnically diverse city. We achieve diversity through
public/private partnerships, programs, and policies.
Residents have varied housing needs, reflective of all stages in life and income levels; our City's
land use policies facilitate many housing types throughout the City to meet these needs. To improve
neighborhoods, our City encourages the repair and use of the existing housing stock.
CITY OF CLAREMONT
INTRODUCTION
How We Provide for Our Needs
Our City achieves balance with sustainable economic development and redevelopment initiatives that
support the tax base required for current and future needs. We encourage a diversity of commercial
and industrial businesses that allow individuals to both live and work in Claremont. Because of the
important relationship and interaction between the City and the Claremont Colleges, we have embraced
these institutions of higher learning as an economic resource that attracts clean, safe, and diverse
knowledge industries. Claremont uses its limited land resources strategically for the benefit of current
and future residents and businesses. We encourage mixed -use development where appropriate and
the reuse of developed properties, balancing our respect for nature, sustainability, and private property
rights. Through collaborations, involvement, and cooperation with internal and external resources,
Claremont is adequately prepared to meet and address public safety issues. Police, fire, and other
emergency response services are excellent.
How We Nurture the Individual
Claremont takes advantage of the will and spirit of its residents to collaborate and partner with all
community groups. This cooperative spirit produces a rich variety of parks, recreational opportunities,
cultural activities, and public art, which are inclusive, accessible, and innovative. These efforts build
and sustain our community while meeting the diverse needs of individuals, families, and groups. We
foster life-long growth, learning, and the well-being of community members of all ages. Our excellent
library facility helps promote this learning.
How We Protect Our Natural Environment
The City leads the region in creating a legacy of natural and built open space for future generations.
The irreplaceable natural resources and view -sheds, including the hillsides, serve as a distinguishing
community feature. The continued existence of natural open space within our City is crucial to the
distinctive character of Claremont, to its sense of place, and to providing visual relief from the built
environment. Natural open spaces create beauty, recreational and educational value, provide refuge
for native plants, animals, and their ecosystems, and sustain our cultural and environmental history.
Claremont values developed open spaces that enhance the City's visual character and provide
opportunities for mental and physical recreation. Located throughout the entire community, developed
open space areas include easily accessible parks and walking/bicycle paths and trails. Campuses
and a network of greenways and view corridors link our open spaces.
How We Get Around
Traffic flows smoothly throughout the community, and traffic -calming measures work to create
safe streets in our neighborhoods. Development accommodates transit needs in the design of the
built environment. Universally accessible transit connects our neighborhoods, schools, parks, and
commercial and industrial areas. Convenient public transit and pedestrian connections provide that,
once someone arrives in Claremont, use of the automobile becomes an option ratherthan a requirement.
Our City has appropriate parking to meet the needs of commercial and institutional uses. We recognize
that Claremont is interconnected to the region and is easily accessible to regional, national, and
international land, sea, and air transportation systems. Our City engages in cooperative planning with
surrounding cities and counties to solve circulation problems arising from regional growth. Regional
rail transit influences land use in Claremont and has had a positive, significant effect on development
patterns for housing, public spaces, and commercial and industrial areas in the City.
CITY OF CLAREMONT
INTRODUCTION
How We Sustain Our Community
Claremont recognizes its long-term obligations to future residents by simultaneously promoting
ecological health, economic vitality, and social well-being. Claremont has embraced sustainable
"green" principles and promotes and encourages developments that conserve natural resources. New
development includes environmentally sustainable construction and landscaping that is integrated into
the established network of parks, trails, and schools that unites neighborhoods. Through planning and
land -use practices, we protect groundwater, watersheds, and mineral deposits. The City conserves its
limited natural habitats and the diverse native plant and animal communities within them. Claremont's
long-standing tradition of planting street trees and maintaining our urban forest sets our City apart
from others.
Community governance sustains our traditions of open participatory government and cooperation
among local, State, and national bodies. We have achieved the balance between our shared
community values and the respect for private property rights. We have developed new governance
and information technology models to ensure participation, inclusion, and accountability. Residents
are informed, active, and constructive in collaborating to resolve common issues. Governing bodies
listen, respond appropriately, and provide creative leadership.
How do we Imagine the Claremont of Tomorrow?
As part of the General Plan program, the City undertook a substantial public outreach program to
understand community values and to establish a new General Plan policy foundation based on those
values. The outreach effort arose from Claremont's long-standing practice of involving its citizenry in
important policy discussions.
Approved 2004
CITY OF CLAREMONT
INTRODUCTION
FISCAL POLICIES
The budget document allocates City resources such as personnel, materials, and equipment in tangible
ways to achieve the general goals of the community. It is prudent, therefore, for the City to have in
place adopted fiscal policies to guide the City Manager and City Council through the budget decision -
making process. These policies are:
Operational Efficiencies
• To implement internal operating efficiencies wherever possible.
• To utilize private contractors when the same or higher level of service can be obtained at
lower total cost.
• To staff each department according to adopted service levels, and to utilize consultants
and temporary help instead of hiring staff for special projects or peak workload periods.
• To develop agreements with the Claremont Unified School District to combine certain
operations and provide program assistance where appropriate.
• To enter into joint operating arrangements with other agencies so as to provide services
more cost effectively.
• To increase the use of volunteers.
Voter Approved Revenues
• To utilize revenues derived from the Utility Users Tax (UUT) and Landscape and Lighting
District (LLD), both of which were ratified in the March 1997 municipal election, to fund
programs and services that are important to the community.
• To use the LLD assessments to sustain the current level of maintenance and street lighting
Citywide and not to add new services or projects.
• To use the Consumer Price Index as a guide for determining increases in LLD assessments.
In no case will the annual increase exceed 10 percent.
Reserves
• To develop a balanced budget that preserves existing reserves and provides the opportunity
to commit additional funds to reserves when budget surpluses are identified. A balanced
budget is defined as one where the outflow of funds from expenditures is met or exceeded
by the inflow of funds from revenues.
• To maintain an amount equal to 25 percent of the General Fund operating expenditures in
an Operating and Environmental Emergency Reserve account by annually committing the
funds necessary to achieve this objective.
• To maintain a Maintenance of Operations Reserve account to address City Council -directed
projects, capital projects, liability costs not covered by City insurance, unanticipated
increases in PERS or other benefit costs, cyclical revenue downturns or temporary operating
cost increases, and other municipal purposes deemed necessary by the City Council.
CITY OF CLAREMONT
INTRODUCTION
• To maintain an Equipment and Facility Revolving Reserve account to fund renovation
projects pertaining to City buildings, replacement and refurbishment of furniture and other
equipment, safety equipment, emergency response equipment, and recreation facilities
equipment.
• To have sufficient revenues in the Enterprise Funds for current operation and equipment
replacement.
Infrastructure
• To provide sufficient routine maintenance each year to avoid a deferred maintenance
backlog.
Employee Development
• To attract and retain competent employees by providing a professional work environment,
safe working conditions, adequate training opportunities, and competitive salaries.
Economic Development
• To aggressively pursue new developments and businesses that add to the City's economic
base, particularly those that generate sales tax.
• To promote a mix of businesses that contributes to a balanced community.
• To develop programs that enhance and retain existing businesses.
New Services
• To add new services only when a need has been identified and a permanent funding source
developed.
• To provide money to community -based organizations offering to provide needed services
to the community and not to become the primary funding source.
• To require agreements for specific services and monitor effectiveness on an ongoing basis.
Fiscal Management
• To generate additional revenue by marketing City services to other agencies on a contract
basis.
• To maximize revenues by utilizing grants from other agencies to the fullest extent possible.
• To charge fees for services that reflect the true cost of providing such services and to review
fee schedules on a regular basis.
• To fully account for the cost of enterprise operations to avoid any subsidy by the General
Fund, and to charge Enterprise Funds their fair share of the cost of City support services.
• To maintain accurate accounting records to keep the City Manager and City Council
informed of the financial condition of the City at all times.
CITY OF CLAREMONT
INTRODUCTION
• To file a quarterly report of investments that adheres to both State law and City policy, and
which follows reasonable and prudent guidelines for investment of the City's investable
cash.
• To provide service level performance indicators for prior years.
Investments
• To manage all public funds and securities belonging to or under the control of the City
and for the deposit and investment of those funds in accordance with principles of sound
treasury management and with applicable laws and ordinances.
• To accurately monitor and forecast expenditures and revenues, thus enabling the City to
invest funds to the fullest extent possible.
• To maintain the level of investment of all funds as near to 100 percent as possible through
current and projected cash flow management.
• To submit within 30 days of the close of each quarter, a written Investment Report to the
City Council at a regularly scheduled Council meeting.
• To seek safety and liquidity in all investments; yield is a secondary criterion for selecting
investments.
Capital Improvement Management
• To establish a five-year plan that systematically plans, schedules, and finances capital
projects to ensure cost-effectiveness as well as conformance with established policies.
• To designate a project manager who will prepare the project proposal, ensure that required
phases are completed on schedule, authorize all project expenditures, ensure that all
regulations and laws are observed, and periodically report project status.
• To maintain a committee that will review project proposals, determine project phasing,
recommend project managers, review and evaluate the draft CIP budget document, and
report CIP projects progress on an ongoing basis.
• To plan for new facilities only if construction and maintenance costs will not adversely
impact the operating budget.
Debt Management
• To consider the use of debt financing only for one-time capital improvement projects and
only under the following circumstances:
1. When the project's useful life will exceed the term of the financing.
2. When project revenues or specific resources will be sufficient to service the long-term
debt.
• To carefully monitor the City's level of general-purpose debt.
• To obligate the General Fund to secure long-term financings only when marketability can
be significantly enhanced.
CITY OF CLAREMONT
INTRODUCTION
• To prepare an internal feasibility analysis for each long-term financing which analyzes the
impact on current and future budgets for debt service and operations. This analysis will
also address the reliability of revenues to support debt service.
• To generally conduct financing on a competitive basis. However, negotiated financings may
be used due to market volatility or the use of an unusual or complex financing or security
structure.
• To monitor all forms of debt annually in conjunction with the City's Financial Plan preparation
and review process and report concerns and remedies, if needed, to the Council.
• To diligently monitor compliance with bond covenants and ensure the City adherence to
Federal arbitrage regulations.
• To maintain good, ongoing communications with bond rating agencies about the City
condition.
CITY OF CLAREMONT
INTRODUCTION
DEPARTMENTAL SERVICE LEVELS & WORK PLANS
The 2022-24 budget is a public policy document presented in both financial and work plan terms. Work
plans have been developed for each function of City government based on policy direction provided
by the City Council. Detailed departmental work plans define the service level for each budget year,
as well as the cost of providing those levels of service.
Routine Tasks and Special Projects
Each departmental work plan is organized by the goals that have been set forth for each department.
A departmental work plan includes both routine tasks and special projects required to deliver the
agreed upon level of service for a particular function. Certain functions require 100 percent of available
staff hours to be spent on routine, ongoing tasks in order to provide the defined service level. Other
functions are designed to require fewer available staff hours for ongoing tasks, freeing up the remainder
for special and unanticipated projects.
to CITY OF CLAREMONT
FUND DESCRIPTIONS
FUND DESCRIPTIONS
The budgeting and accounting system of the City of Claremont is organized on the basis of funds.
A fund is an independent fiscal and accounting entity with a self -balancing set of accounts. Funds
maintain independent records of cash and/or resources together with all related liabilities, obligations,
reserves, and equities. The purpose of a fund is to carry out specific activities or attain certain objectives
in accordance with special financial regulations, restrictions, or limitations.
The largest single fund is the General Fund. Money in the General Fund can be used for any legal
purpose —to underwrite operating expenditures or to fund capital improvement projects —and is the
most flexible of all City funds.
Other funds are restricted in their use by law or by City Council action. This means that these funds may
only be used for designated activities. Some funds, such as the Traffic Offender Fund, are restricted
by City policy to certain activities.
The City's accounting and budgeting systems are in compliance with the Generally Accepted Accounting
Principles (GAAP). This means that the modified accrual basis of accounting is used for governmental
fund types and that the accrual basis of accounting is used for proprietary fund types. The modified
accrual basis of accounting recognizes revenues when they are measurable and available, and
expenditures when they are incurred. The accrual basis of accounting recognizes expenses when
they are incurred and revenues when they are earned and payable to the City.
The budget is prepared on a line -item basis by department and fund and presented in this document
in a program format.
CITY OF CLAREMONT
FUND DESCRIPTIONS
OPERATING FUNDS
Operating Funds account for the revenues and expenditures associated with the City's ongoing
operations. Revenues in the operating funds are received from a variety of sources, and may be
unrestricted in use, as in the General Fund, or restricted by law or policy in other special revenue
funds, including those listed below:
• General Fund —this is the main Operating Fund for the City. All general tax revenues and
other receipts not allocated by law or contractual agreement to other funds are accounted
for in this fund. The General Fund is the most flexible of all City funds. The major General
Fund revenue sources are: property tax, sales tax, utility user tax, franchise tax, transient
occupancy tax, business tax, building permit fees, building plan check fees, and development
review fees. The General Fund is used for daily operating expenditures such as: public
safety, planning, community improvement, youth and senior program administration, street
repair, building maintenance, and City administration.
• American Rescue Plan Act (ARPA) Fund —this fund is used to account for revenues
received by the City from the Federal government to provide funding for assistance
programs to address the impacts of the COVID-19 pandemic on individuals, businesses
and non-profit organizations.
• Narcotic Asset Forfeiture Fund —this fund is used to account for the revenues from the
seizure of property related to drug crimes. Narcotics Asset Forfeiture revenues are used
for the prevention of drug abuse and drug enforcement programs.
• Supplemental Law Enforcement Services (SLES) Fund —this fund is used to account
for the front-line police activity of the Citizen's Option for Public Safety (COPS) Program
established by AB 3229.
• Traffic Offender Fund —this fund is used to account for revenues generated by the vehicle
impound lot and expenditures relating to traffic safety and enforcement programs.
• Wilderness Park Parking Lot Fund —this fund is used to account for the revenues
generated from the Claremont Hills Wilderness Park (CHWP) parking lot meters and annual
permit sales, and expenditures related to the CHWP and associated parking lot operations.
• State Gas Tax Fund —this fund is used to account for receipts and expenditures of monies
apportioned to the City under Sections 2103, 2105, 2106, 2107, and 2107.5 of the California
Streets and Highway Code, and under the Road Repair and Accountability Act of 2017.
• Measure R Fund —this fund is used to account for receipts and expenditures of monies
apportioned to the City under Measure R, a voter approved retail transactions and use tax
at the rate of one-half percent (0.5%). This money is restricted to expenditures that maintain
and improve City streets and for transportation services.
• Drainage Fund —this fund is used to account for revenues received from developers to
fund drainage projects.
• Measure W Fund —this fund is used to account for receipts and expenditures of monies
apportioned to the City under Measure W, a voter approved parcel tax that provides funding
for projects that serve to improve water quality and increase the capture of stormwater.
CITY OF CLAREMONT
FUND DESCRIPTIONS
• Measure M Fund —this fund is used to account for receipts and expenditures of monies
apportioned to the City under Measure M, a voter approved transactions and use tax at a
rate of one-half percent (0.5%). This funding is restricted in its use for the maintenance of
streets and to provide and maintain transportation infrastructure.
• Proposition A Fund —this fund is used to account for the financial activity related to the
City's share of Proposition A monies. Proposition A increased sales tax in Los Angeles
County by one-half percent (0.5%) and is used for transportation related purposes.
• Proposition C Fund —this fund is used to account for the financial activity related to the
City's share of Proposition C monies. Proposition C increased sales tax in Los Angeles
County by one-half percent (0.5%) and is used for transportation related purposes.
• Landscape and Lighting District Fund —this fund is used to account for financial
activity relating to the Citywide 1972 Act, Landscaping and Lighting District. Revenues
include assessment to property owners within the district and expenditures related to the
maintenance and upkeep of the system.
• Air Quality Management District (AQMD) Fund —this fund is used to account for clean
air fees collected by the State and distributed by the Southern California Air Quality
Management District (SCAQMD) for clean air projects.
• Transportation Development Act (TDA) Article 3 Fund —this fund is used to account
for bikeway grants revenues and expenditures. These grants are provided by the State to
Metro (formerly MTA) for local and regional bikeways.
• Nutrition Fund —this fund is used to account for financial activity related to the senior
citizen nutrition program. Revenues include the senior citizen nutrition grant, a USDA
Federal grant, and donations.
• Community Development Block Grant (CDBG) Fund —this fund is used to account for
grant revenue received from the Department of Housing and Urban Development. The
funds will be used for housing rehabilitation, senior case management and job creation
programs, as well as capital projects when funding is available.
• Federal Gas Tax Fund —this fund is used to account for Federal funds that are used to
upgrade and maintain roadways.
• Foothill Relinquishment Fund —this fund is used to account for funds received from
Caltrans as part of the relinquishment of Foothill Boulevard to the City of Claremont. The
funds will be used for the maintenance and improvements of Foothill Boulevard.
• Park Dedication Fund —this fund is used to account for revenues and expenditures
relating to park improvements and construction. Revenues include park dedication fees
resulting from new development. These funds finance the acquisition, construction, and
improvement of parks within the City.
• Public Art Fund —this fund is used to account for development fee revenues collected to
fund the installation of public art in Claremont.
• Perpetual Care Reserve Fund—thisfund establishes an endowment for future maintenance
of the Oak Park Cemetery.
CITY OF CLAREMONT
FUND DESCRIPTIONS
• Successor Agency Administration Fund —this fund is used to account for the
administrative costs of winding down the affairs of the former Claremont Redevelopment
Agency.
• Successor Housing —this fund is used to account for the development of low and moderate
income housing after the dissolution of the Claremont Redevelopment Agency.
CITY OF CLAREMONT
FUND DESCRIPTIONS
CAPITAL PROJECT FUNDS
Capital Projects Funds account for the acquisition or construction of major capital facilities not
accounted for in other funds. Capital Projects Funds include the following:
• General Capital Projects Fund —this fund is used to account for major capital improvement
projects not financed by other special funds.
• Capital Projects Grants Fund —this fund is used to account for the portion of major capital
improvement projects financed by grant revenue.
• Hillside Fund —this fund is used to account for revenues and expenditures associated with
the acquisition and preservation of hillside open space.
CITY OF CLAREMONT
FUND DESCRIPTIONS
ENTERPRISE & INTERNAL SERVICE FUNDS
Enterprise Funds provide services that are financed through user charges. Enterprise Funds include
the following:
• Transportation Fund —this fund is used to account for revenues and expenditures related
to the operation of the City's Dial -a -Ride service.
• Sewer Fund —this fund is used to account for financial activity related to replacement,
upgrade, maintenance, and repair of the sanitary sewer system. Revenues for the fund
consist of sewer connection fees from new development and sewer service fees on existing
development.
• Sanitation Fund —this fund is used to account for activities related to commercial and
residential refuse collection, street sweeping, recycling, and bin rentals.
• Cemetery Fund —this fund is used to account for sales, marketing, maintenance, and
interment operations of the Oak Park Cemetery. The City took over the privately -run
cemetery in March 1978.
Internal Service Funds are funds with the sole purpose of providing service to other City departments
and outside agencies. Internal Service Funds include the following:
• Motor Fleet Fund —this fund is used to account for activities involved in rendering motor
fleet services to departments within the City, in addition to several outside agencies. Costs
of materials used and services rendered are accumulated in this fund and charged to the
user as such goods are delivered or services rendered.
• Technology Fund —this fund is used to account for activities involved in providing
technological services to departments within the City. Costs of equipment and services
used are accumulated in this fund and are charged to the user departments on a monthly
basis.
CITY OF CLAREMONT
FUND DESCRIPTIONS
DEBT SERVICE FUNDS
Debt Service Funds account for financial activity associated with the issuance of debt, and the
accumulation of resources for, and the payment of outstanding obligations on City and Successor
Agency long-term debt, as described below:
• Debt Service Fund —this fund is used to account for the City's debt service payments.
• Successor Agency Debt Service Fund —this fund is used to account for the repayment
of obligations of the former Claremont Redevelopment Agency.
CITY OF CLAREMONT
FUND DESCRIPTIONS
CHART OF ACCOUNTS
FUND NO. FUND NAME
110
General Fund
114
American Rescue Plan Act (ARPA) Fund
115
Narcotics Asset Forfeiture
116
Supplemental Law Enforcement Services (SLES)
117
Traffic Offender
118
Wilderness Park Parking Lot
121
State Gas Tax
122
Measure R
123
Drainage
125
Measure W
126
Measure M
127
Proposition A
128
Proposition C
129
Landscape and Lighting District (LLD)
130
Air Quality Management District (AQMD)
131
Transportation Development Act (TDA) Article 3
133
Nutrition
134
Community Development Block Grant (CDBG)
135
Federal Gas Tax
136
Foothill Relinquishment Fund
140
General Capital Projects
141
Park Dedication
143
Capital Projects Grants
145
Public Art
148
Hillside
151
Debt Service
310
Transportation
311
Sewer
312
Sanitation
313
Cemetery
320
Motor Fleet
321
Technology
413
Perpetual Care Reserve
710
Successor Agency Administration
750
Successor Agency Debt Service
760
Successor Housing
321
CITY OF CLAREMONT
REVENUES & EXPENDITURES
DESCRIPTION OF REVENUES
City revenues are derived from a variety of sources. Some revenues such as property tax, sales tax
and business tax are generated locally. Other sources of revenue are sent to the State of California
or County of Los Angeles and remitted to the City at a later time. These monies are received by the
City Treasurer and distributed to the appropriate fund.
The following list summarizes the most significant sources of City revenues:
Property Tax, at a rate of 1.00 percent of current market value, is imposed on all real and
tangible personal property located within the City limits. The tax is collected by the Los Angeles
County Tax Collector and a portion is remitted to the City. The City receives 11.42 percent of
collected property taxes.
Other Taxes are collected locally, which include:
• Business License Tax that is collected from businesses for conducting business
within the City. The tax rates are adjusted every April by a cost of living factor.
• Franchise Fees that are paid by electric and gas public utility companies, as well
as the private cable television provider for the use of City right-of-way and for wear
and tear to the City's streets.
• Real Property Transfer Tax, at a rate of $1.10 per $1,000, is collected by the
County Tax Collector. The amount collected is based upon the value of the property
transferred. One-half (0.50) of this tax is remitted to the City.
• Sales Tax, at the current rate of 9.50 percent, is levied on all retail goods sold within
City limits and is collected and distributed by the State Board of Equalization as
follows: State of California 6.25 percent; Proposition A 0.50 percent; Proposition C
0.50 percent; Measure R 0.50 percent; Measure M 0.50 percent, Measure H 0.25
percent and point of sale (Claremont) 1.00 percent.
• Utility Users Tax, at a rate of 5.50 percent, is levied on telephone (both land and
mobile), gas, electric, water, and cable television bills. The tax rate was approved
by the voters in the March 1997 municipal election.
• Transient Occupancy Tax, at a rate of 10.00 percent, is collected from the operators
of hotels and motels located within Claremont City limits. The tax is imposed on
guests who are temporary users of City services while occupying a room in a
lodging facility located in the City. The City Council approved an additional 2.00
percent Claremont Tourism Business Improvement District (CTBID) assessment.
These funds are not City revenues.
Landscaping and Lighting District (LLD) Assessments provide funding to install, maintain,
and service public landscaping and lighting. The revenue to pay for these improvements comes
from the collection of special assessments on the land benefiting from the improvements. In
fiscal year 2021-22, a typical residential assessment was $188.00 per year. The City Council
sets the assessment each year after a public hearing and collects the assessment through the
County property tax bill. The assessment district was affirmed in the March 1997 municipal
election.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
License and Permit Fees are charged by the City to cover the costs of regulating various
activities. This includes building permit fees, which are required for the construction of most
structures. In addition, the City charges fees for business permits, grading permits, and public
works permits.
Fines and Forfeitures are revenues derived from penalties charged for violations of California
law and City ordinances. Included in this category are court and Department of Motor Vehicles
(DMV) fines; false alarm penalties; and traffic, parking, and code enforcement citations.
Use of Money and Property is the interest earned on idle cash and from the lease of space
in City -owned buildings.
Revenue from Other Agencies is received and includes:
• State Gas Tax is received monthly on a per capita basis and a fixed annual amount
based on population. The County shares its gasoline tax revenues with the City to
maintain City streets, which serve as County thoroughfares.
• Proposition A Local Return, Proposition C Local Return, Measure R Local
Return and Measure M Local Return each impose a 0.50 percent sales tax,
which is used to improve public and rapid transit, and to fund street and roadway
maintenance. Claremont is allocated a share of these funds based on population.
• Measure W imposes a parcel tax of 2.50 per square foot of impermeable area
to fund programs and projects to improve and protect water quality; capture rain/
stormwater to increase safe drinking water supplies and prepare for future drought;
protect public health and marine life by reducing pollution, trash, toxins and plastics
entering Los Angeles County waterways, bays and beaches.
Charges for Current Services are fees charged for specific services rendered by the City,
and include:
• Development Review Fees from project developers in order to pay for costs
directly related to the processing and review of the required documents to complete
development projects.
• Police Impound Lot Fees charged for the processing and storage of vehicles
impounded by the Claremont Police Department. These vehicles are typically
impounded for drivers not in possession of a valid driver's license or driving with a
suspended or revoked license.
• Recreation Fees include registration and course fees for a wide variety of programs,
including youth and adult sports, facility rentals, and numerous special interest and
self-improvement classes.
• Sanitation and Sewer Fees are charged for residential and commercial refuse
collection, bin rental, sewer, and street sweeping services.
Ki CITY OF CLAREMONT
REVENUES & EXPENDITURES
GENERAL FUND REVENUE ASSUMPTIONS
Revenue estimates are determined by looking at multi -year trends, as well as other factors that may
impact future revenues. Assumptions used in developing the 2022-23 revenue budget are listed below:
• Property Tax —revenues have increased steadily over the past several years. In projecting
revenues for 2022-234, staff has used an estimate of 4.4 percent growth in 2022-23,
with an additional increase of 4.3 percent in 2023-24. This is in line with recent increases
in assessed value for the City. This growth is expected due to the annual increase in
assessed value by a cost of living factor, as well as from reassessments that take place
when properties in Claremont are sold.
• Sales Tax —revenues for 2022-23 are expected to be 35.4 percent or $1,876,000 higher
than budgeted revenues for 2021-22. This is due primarily to the significant increase in auto
sales, the recovery of businesses from the COVID-19 pandemic, and the recent changes
in the allocation of sales tax revenues to cities from online sales. Sale tax revenues in
2023-24 are expected to grow by a further 5.4 percent.
• Transient Occupancy Tax (TOT) —The COVID-19 pandemic significantly impacted hotel
occupancy rates over the last two years. The next two years are expected to see a return
to normal occupancy rates, and the budget for TOT revenue for 2022-23 includes an
increase of 14.6 percent over the 2021-22 budget. An additional increase of 3.6 percent
is expected in 2023-24.
• Utility Franchises —revenue for 2022-23 is expected to increase by approximately 1.6
percent over budgetary estimates for 2021-22, primarily as a result of increased franchise
fees related to the electric, gas and cable television utilities that service the City. An
additional increase in franchise fee revenues in 2023-24 is anticipated to amount to 3.5
percent.
• Business License —revenue for 2022-23 is expected to be 2.9 percent higher in
comparison with the budget for 2021-22. Budgetary estimates for the prior year were
reduced in anticipation of businesses reporting lower gross receipts due to COVID-19,
however, the actual impacts have not been as severe as initially assumed. It is expected
that 2023-24 business license revenues will include an increase of 3.3 percent.
• Utility User Tax (UUT) —revenues for 2022-23 are expected to increase by approximately
5.4 percent over 2021-22 budgetary estimates, driven by increasing water, gas and electric
utility rates. Revenues in 2023-24 are expected to grow by a further 5.0 percent.
• Development Review, Building Permit, and Building Plan Check Fees —revenues
are estimated at $1,150,000 in 2022-23, reflecting the assumption that commercial and
residential development activities will continue at similar levels to those seen over the last
several years. The budget for 2023-24 includes a slight increase in these revenues to
$1,200,000.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 CITY & AGENCY REVENUES
TOTAL REVENUES*
(All Funds)
$59,703,595
Landscape & Lightning District Fund
$3,064,551: 5.1 %
Enterprise Funds
$10,120,281: 17.0%
Special Revenue Funds
$11,313,344: 18.9%
GENERAL FUND REVENUES*
$30,600,506
Business License Tax
$900,0
Licenses & Pe
$945,500: 3.1
Charges for Service:
$1,246,950: 4.1 %
Transient Occupancy tax
$1,375,000: 4.5%
Miscellaneous Revenues
$1,464,386: 4.8%
Utility Users Tax
$4,375,000: 14.3%
Sales & Use Tax
$7,180,000: 23.5%
*Does not reflect transfers in.
Internal Service Funds
$2,261,575: 3.8%
f Successor Agency
24,038: 2.9%
Capital Projects Funds
$619,300: 1.0%
General Fund
$30,600,506: 51.3%
Franchise Tax
$720,000:2.4%
=orfeitures
): 1.8%
Cher Taxes
?00,000: 0.7%
Intergovernmental Revenues
$138,070: 0.5%
Property Tax
$11,495,600: 37.6%
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 CITY & AGENCY REVENUES
TOTAL REVENUES*
(All Funds)
$56,542,854
Landscape & Lightning District Fund
$3,154,947: 5.6%
Special Revenue Funds
$7,054,312: 12.5%
Enterprise Funds
$10,376,870: 18.4%
GENERAL FUND REVENUES*
$31,630,963
Business License Tax
$930,000: 2.9%
Licenses & Permits
$945,500: 3.0%
Miscellaneous Revenues
$1,222,891: 3.9%
Charges for Services
$1,296,950: 4.1 %
Transient Occupancy tax
$1,425,000: 4.5%
Utility Users Tax
$4,594,000: 14.5%
Sales & Use Tax
$7,569,000: 23.9%
*Does not reflect transfers in.
Internal Service Funds
$2,296,445: 4.1 %
Successor Agency
107,667: 2.5%
Capital Projects Funds
$621,650: 1.1 %
General Fund
$31,630,963: 55.9%
Franchise Tax
$745,000: 2.4%
Fines & Forfeitures
$560,000: 1.8%
_.. Other Taxes
$210,000: 0.7%
Intergovernmental Revenues
$140,622: 0.4%
Property Tax
$11,992,000: 37.9%
CITY OF CLAREMONT
REVENUES & EXPENDITURES
REVENUE & FUNDING SOURCES
Actual Budgeted
2020-21 2021-22
BY FUND
Adopted
2022-23
Adopted
2023-24
General Fund
Property Tax
$ 10,937,494
$ 11,013,700
$ 11,495,600 $
11,992,000
Sales & Use Tax
6,867,585
5,304,000
7,180,000
7,569,000
Transient Occupancy Tax
1,052,461
1,200,000
1,375,000
1,425,000
Franchise Tax
704,970
709,000
720,000
745,000
Business License Tax
922,098
875,000
900,000
930,000
Utility Users Tax
4,367,505
4,150,000
4,375,000
4,594,000
Other Taxes
295,564
240,000
200,000
210,000
Licenses and Permits
1,882,367
933,002
945,500
945,500
Fines & Forfeitures
599,748
564,000
560,000
560,000
Intergovernmental Revenues
577,094
373,190
138,070
140,622
Charges for Services
1,078,389
1,584,232
1,246,950
1,296,950
Miscellaneous Revenues
1,531,151
1,441,504
1,464,386
1,222,891
Total General Fund
$ 30,816,426
$ 28,387,628
$ 30,600,506 $
31,630,963
Special Revenue Funds
American Rescue Plan Act (ARPA) Fund
Intergovernmental Revenues
-
-
4,337,799
-
Narcotic Asset Forfeiture Fund
Miscellaneous Revenues
208
300
300
300
Supplemental Law Enforcement
Services Fund
Other Taxes
156,727
100,000
160,000
160,000
Miscellaneous Revenues
2,247
4,000
2,000
2,000
Traffic Offender Fund
Charges for Services
49,281
67,000
73,700
73,700
Miscellaneous Revenues
10
-
150
150
Wilderness Park Parking Lot Fund
Fines & Forfeitures
19,325
25,000
65,000
65,000
Charges for Services
413,594
470,000
500,000
500,000
Intergovernmental Revenues
58,516
75,000
55,000
60,000
Miscellaneous Revenues
492
500
500
500
State Gas Tax Fund
Intergovernmental Revenues
1,420,641
1,641,351
1,849,726
1,905,037
Miscellaneous Revenues
27,190
45,000
10,000
10,000
Measure R Fund
Intergovernmental Revenues
457,630
449,847
541,938
558,196
Miscellaneous Revenues
9,301
11,000
5,000
5,000
38'
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Special Revenue Funds (continued)
Drainage Fund
Charges for Services
Miscellaneous Revenues
Measure W Fund
Intergovernmental Revenues
Miscellaneous Revenues
Measure M Fund
Intergovernmental Revenues
Miscellaneous Revenues
Proposition A Fund
Intergovernmental Revenues
Miscellaneous Revenues
Proposition C Fund
Intergovernmental Revenues
Miscellaneous Revenues
Landscape & Lighting District Fund
Other Taxes
Intergovernmental Revenues
Miscellaneous Revenues
Air Quality Management District
(AQMD) Fund
Intergovernmental Revenues
Miscellaneous Revenues
TDAArticle 3 Fund
Intergovernmental Revenues
Nutrition Grant Fund
Intergovernmental Revenues
Miscellaneous Revenues
Community Develop Block Grant
(CDBG) Fund
Intergovernmental Revenues
Foothill Relinquishment Fund
Intergovernmental Revenues
Revenue Funding Sources by Fund (Cont.)
Actual Budgeted Adopted Adopted
2020-21 2021-22 2022-23 2023-24
47,134
150,941
70,000
70,000
4,811
8,000
5,000
5,000
577,168
570,000
570,000
570,000
301
-
1,000
1,000
518,512
509,826
614,197
632,623
5,572
10,000
5,000
5,000
734,605
723,104
871,136
897,270
15,863
20,000
10,000
10,000
609,329
599,796
722,584
744,262
11,498
17,000
8,000
8,000
2,765,041
2,814,915
3,013,201
3,103,597
37,698
-
-
-
40,769
51,850
51,350
51,350
46,756
1,849
260,549
6,956
321,437
47,000
45,000
45,000
2,500
1,000
1,000
26,235
33,622
34,631
106,501
175,824
175,824
18,000
16,500
16,500
162,765 154,768
154,768
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Special Revenue Funds (continued)
Park Dedication Fund
Charges for Services
Miscellaneous Revenues
Perpetual Care Reserve Fund
Changes for Services
Miscellaneous Revenues
Public Art Fund
Charges for Services
Miscellaneous Revenues
Successor Housing
Miscellaneous Revenues
Total Special Revenue Funds
Capital Projects Funds
General Capital Projects Fund
Charges for Services
Miscellaneous Revenues
Capital Projects Grants Fund
Intergovernmental Revenues
Hillside Fund
Other Taxes
Miscellaneous Revenues
Total Capital Projects Funds
Enterprise & Internal
Service Funds
Transportation Fund
Intergovernmental Revenues
Charges for Services
Sewer Fund
Charges for Services
Miscellaneous Revenues
Revenue Funding Sources by Fund (Cont.)
Actual Budgeted Adopted Adopted
2020-21 2021-22 2022-23 2023-24
426,800
100,000
250,000
250,000
5,939
10,000
2,000
2,000
97,691
55,000
75,000
75,000
7,985
13,000
2,000
2,000
-
31,000
3,000
3,000
1,810
3,000
500
500
76,612 76,100 76,100 11,051
$ 9,237,847 $ 9,015,531 $ 14,377,895 $ 10,209,259
69,335 40,000 114,000 114,000
648,145 - - -
474,391
3,406
502,050
4,000
504,300
1,000
506,650
1,000
$ 1,195,277 $
546,050 $
619,300 $
621,650
362,838 308,900
376 30,000
1,175,120 980,000
25,099 35,000
326,462 326,462
30,000 30,000
1,025,200 1,051,000
20,000 20,000
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Enterprise & Internal
Service Funds (continued)
Sanitation Fund
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenues
Cemetery Fund
Charges for Services
Miscellaneous Revenues
Motor Fleet Fund
Charges for Services
Miscellaneous Revenues
Technology Fund
Charges for Services
Miscellaneous Revenues.
Total Enterprise & Internal
Service Funds
Debt Service Funds
Debt Service Fund
Miscellaneous Revenues
Total Debt Service Funds
Successor Agency
Administration
Property Tax
Debt Service
Property Tax
Miscellaneous Revenues
Total Successor Agency
Grand Total
Revenue Funding Sources by Fund (Cont.)
Actual Budgeted Adopted Adopted
2020-21 2021-22 2022-23 2023-24
5,102
10,000
5,000
5,000
6,864,932
7,724,849
7,989,620
8,196,412
17,952
10,000
20,000
20,000
1,048,755
679,608
699,999
723,996
5,350
8,000
4,000
4,000
1,527,598
1,523,739
1,522,283
1,546,305
6,791
10,000
2,000
2,000
750,441 728,215 736,792 747,640
1,086 - 500 500
$ 11,791,440 $ 12,048,311 $ 12,381,856 $ 12,673,315
108 - - -
$ 108 $
250,000
250,000 250,000
1,378,584 1,479,102 1,474,038 1,157,667
173 - - -
$ 1,378,757 $ 1,729,102 $ 1,724,038 $ 1,407,667
$ 54,419,855 $ 51,726,622 $ 59,703,595 $ 56,542,854
CITY OF CLAREMONT
REVENUES & EXPENDITURES
12.5M
10M
Cn 7.5M
m
0
5M
2.5 M
0
HISTORICAL REVENUE TRENDS - TAXES
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Property Tax — Sales & Use Tax Occupancy Tax
Business License Tax — Franchise Tax — Utility Users Tax
Property Sales & Use Occupancy Business Franchise Utility Users
Period Tax Tax Tax License Tax Tax Tax
2012-13
$7,841,574
$3,724,579
$1,076,884
$774,811
$539,166
$4,610,214
2013-14
$7,459,855
$3,927,626
$1,147,537
$821,272
$566,306
$4,717,174
2014-15
$8,172,972
$3,957,760
$1,283,893
$823,944
$597,793
$4,548,155
2015-16
$8,670,124
$4,076,065
$1,333,844
$836,155
$581,811
$4,235,629
2016-17
$9,117,597
$4,191,543
$1,398,333
$871,522
$531,664
$4,151,019
2017-18
$9,515,630
$4,275,676
$1,459,374
$877,650
$593,493
$4,338,814
2018-19
$9,972,316
$4,541,409
$1,476,518
$936,287
$577,638
$4,116,015
2019-20
$10,548,385
$4,356,709
$1,259,834
$938,675
$675,579
$4,122,118
2020-21
$10,937,494
$6,470,137
$1,052,461
$922,098
$704,970
$4,367,505
Source: City of Claremont Financial Services Department
Vj CITY OF CLAREMONT
REVENUES & EXPENDITURES
ASSESSED VALUE OF TAXABLE PROPERTY
2021-22 5,838,053,595
2020-21 5,602,125,232
2019-20 5,383,146,516
2018-19 5,144,709,983
2017-18 4,864,900,083
2016-17 4,622,821,124
2015-16 4,395,307,050
2014-15 4,161,457,927
2013-14 3,894,756,989
2012-13 3,779,924,163
2011-12 3,699,615,907
2010-11 3,620,010,120
ii
2009-10 3,556,075,501
2008-09 3,636,315,371
2007-08 3,467,165,303
2006-07 3,135,229,207
2005-06 2,793,545,536
2004-05 2,559,591,702
2003-04 2,460,290,876
2002-03 2,252,334,388
2001-02 2,103,946,844
2000-01 1,956,370,568
0 2.513 513 7.513
Dollars
Source: 2020-21 HDL Property Tax Report
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Lu CITY OF CLAREMONT
REVENUES & EXPENDITURES
GENERAL FUND EXPENDITURE ASSUMPTIONS
Expenditures are determined by looking at trend information and analyzing other factors that will impact
future expenditures. The following projected expenditure assumptions have been used in developing
the budgets for 2022-23:
• Employee Compensation —Employees will continue to be compensated based on their
level of performance. The City offers a competitive salary and benefit program to attract
and retain qualified employees. Estimates for employee salaries include (i) projected merit
increases based on historical trend information, and (ii) negotiated cost of living increases
that were included in multi -year Memoranda of Understanding with the City's six employee
bargaining units, approved by the City Council in 2021. Benefit estimates have been
calculated based on current projections of increases in their costs in 2022-23 and 2023-24.
• Employee Retirement —The City contributes to the California Public Employees Retirement
System (CaIPERS). Costs related to the City's participation in CalPERS are based on the
most recent actuarial valuations for the City's plans for miscellaneous and safety employees.
Employer contribution rates for 2022-23 have been established at 40.5 percent of payroll
for miscellaneous employees, 66.1 percent for tier one safety employees, 62.9 percent for
tier two safety employees, and 55.1 percent for tier three safety employees. In 2023-24
contribution rates are estimated at 41.5 percent for miscellaneous employees, 67.0 percent
for tier one safety employees, 63.8 percent for tier two safety employees, and 56.0 percent
for tier three safety employees. These contribution rates include payment for the current
cost of funding employee pensions, as well as payment on the unfunded pension liabilities.
• Insurance —The City obtains its General Liability, Workers Compensation and Property
Insurance through the California Joint Powers Insurance Authority (CJPIA). Annual
contributions are actuarially determined based on the claims activity of the insurance pool.
In 2022-23, the City's total cost for insurance coverage through CJPIA is approximately
$3.1 million, with insurance costs estimated to increase to $3.2 million in 2023-24.
• Landscape and Lighting District —In 2022-23, a General Fund contribution of $1,167,127
to the Landscape and Lighting District (LLD) has been budgeted. A 7.39 percent increase
in the LLD assessment for 2022-23 has been included in the budget, based on the current
Consumer Price index. A further increase of 3.0 percent has been included for 2023-24.
The General Fund contribution for the Landscape and Light District in 2023-24 is estimated
at $1,104,817.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 CITY & AGENCY EXPENDITURES
TOTAL EXPENDITURES*
$59, 582, 203
Operating Expenses
(General Fund)
$28,098,430:
47.2%
Debt Service
$3,159,369:
5.3%
Capital Improveme
$4,819,000:
8.1 %
"Does not reflect transfers out.
Operating Expenses
(All Other Funds)
$23,505,404:
39.5%
W. CITY OF CLAREMONT
REVENUES & EXPENDITURES
TOTAL OPERATING*
$51,603,834
Operating Expenses
(General Fund)
$28,098,430
Human Services
$2,552,375:
9.1 %
General Governmen
$3,137,431:
11.2%
Community
Development
$3,758,996:
13.4%
Operating Expenses
(All Other Funds)
$23,505,404
Financial Seri
$200,000:
0.9%
Successor Agency
$250,000:
1.1%
Community Development
$649,665:
2.8%
Human Services
$1,050,998:
4.5%
Public Safe
$1,402,465
6.0 %
Admin.!
& City N— luyj-
$1,986,213:
8.5%
"Does not reflect transfers out.
Admin Services & City Manager
$2,111,764:
7.5%
;ommunity Services
;1,967,756:
1.0%
Financial Services
$920,752:
3.3%
iblic Safety
3,649,356:
aoi
Community
Services
$17,966, 064:
76.4%
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 CITY & AGENCY EXPENDITURES
TOTAL EXPENDITURES*
$59,501,032
Operating Expenses
(General Fund)
$28,913,404:
48.6%
Debt Service
$3,117,368:
5.2%
Capital Improvem
$7,209,000:
12.1%
"Does not reflect transfers out.
Operating Expenses
(All Other Funds)
$20,261,259:
34.1 %
CITY OF CLAREMONT
REVENUES & EXPENDITURES
TOTAL OPERATING*
$49,174,663
Operating Expenses
(General Fund)
$28,913,404
Human Services
$2,660,752:
9.2%
General Governmen
$3,177,611:
11.0%
Community
Development
$3,757,837:
13.0%
Operating Expenses
(All Other Funds)
$20,261,260
Successor Agenc.
$250,000:
1.2%
Public Safety
$410,108:
2.0%
Community Development
$499,665:
2.5%
Admin. Services
& City Manager
$874,062:
4.3%
Human S,
$1,072,2�..
5.3 %
"Does not reflect transfers out.
Admin Services & City Manager
$2,129,493:
7.4%
;ommunity services
;2,068,342:
'.2%
Financial Services
$907,857:
3.1 %
iblic Safety
4,211,512:
•r,).2%
Community
Services
$17,155,198:
84.7%
CITY OF CLAREMONT
REVENUES & EXPENDITURES
EXPENDITURE SUMMARY WORKSHEET
No. of Full -Time Employees
Operating Budgets
Expenditures
City Manager
Administrative Services
Financial Services
General Government
Community Development
Public Safety
Community Services
Human Services
Successor Agency
Total Operating Budget
Capital Projects
Debt Service
City
Successor Agency
Grand Total
Actual Budgeted Adopted Adopted
2020-21 2021-22 2022-23 2023-24
154.00 155.00 158.00 158.00
$ 921,879
$ 929,569 $
1,572,067
$ 1,159,257
1,783,746
1,780,040
2,525,909
1,844,299
884,989
875,894
1,120,752
907,857
2,598,170
2,595,009
3,137,431
3,177,611
3,168,154
3,529,289
4,408,661
4,257,502
13,124,897
13,704,730
15,051,821
14,621,619
16,116,756
18,497,852
19,933,820
19,223,540
2,279,486
3,018,777
3,603,372
3,732,980
248,353
250,000
250,000
250,000
$ 41,126,430
$ 45,181,160 $
51,603,834
$49,174,664
$ 2,996,902 $ 5,163,946 $ 4,819,000 $ 7,209,000
1,494,792 1,515,649 1,685,331 1,959,701
520,934 1,479,102 1,474,038 1,157,667
$ 46,139,058 $ 53,339,857 $ 59,582,203 $59,501,032
CITY OF CLAREMONT
REVENUES & EXPENDITURES
SUMMARY OF EXPENDITURES BY FUND
General Fund - Operating
Special Revenue Funds
American Rescue Plan Act (ARPA) Fund
Narcotics Asset Forfeiture
Supplemental Law Enforcement Services
Traffic Offender
Wilderness Park Parking Lots
State Gasoline Tax
Measure R
Drainage
Measure W
Measure M
Proposition A
Proposition C
Landscape & Lighting District
Air Quality Management District (AQMD)
TDA Article 3
Nutrition Grant
Community Development Block Grant (CDBG)
Federal Gasoline Tax
Foothill Relinquishment
Park Dedication
Public Art
Successor Housing
Total Special Revenue Funds
Capital Projects Funds
Capital Projects Grants
Total Capital Projects Funds
Enterprise & Internal Service Funds
Transportation
Sewer
Sanitation
Cemetery
Motor Fleet
Technology
Total Enterprise & Internal Service Funds
Debt Service Fund
Successor Agency Funds
Grand Total
Actual Budgeted Adopted Adopted
2020-21 2021-22 2022-23 2023-24
$25,258,016 $ 26,193,714 $ 28,098,430 $28,913,404
- 3,549,650 581,650
22,379
-
-
-
91,734
104,000
162,000
162,000
60,429
64,721
70,465
73,108
466,342
563,200
615,337
631,092
66,951
2,500,000
3,400,000
4,600,000
748,754
600,000
600,000
600,000
96,132
-
-
729,000
141,344
323,000
170,000
1,130,000
75
1,056,945
220,000
300,000
440,249
435,082
446,683
457,046
549,717
312,040
286,096
289,187
3,496,832
3,882,526
4,226,153
4,254,240
1,151
3,600
3,600
3,600
-
22,250
2,250
22,250
286,625
197,357
246,058
251,533
146,775
162,765
154,768
154,768
141,129
-
-
-
106,370
-
-
-
92,870
-
-
-
17,298
4,700
27,200
27,200
17,237
13,000
13,000
13,000
6,990,393
10,245,186
14,193,260
14,279,672
208,730 - - -
208,730 - - -
442,176 733,341 726,142 729,992
1,284,087 1,413,740 1,380,282 1,048,819
6,786,900 7,778,224 8,291,413 7,841,124
668,633 1,264,686 701,962 707,303
1,502,056 1,707,386 2,018,332 1,839,487
733,988 758,829 763,013 773,862
11,417,840 13,656,206 13,881,144 12,940,588
1,494,792 1,515,649 1,685,331 1,959,701
769,287 1,729,102 1,724,038 1,407,667
$46,139,058 $ 53,339,857 $ 59,582,203 $ 59,501,032
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 REVENUES, EXPENDITURES
CHANGES IN FUND BALANCE
Special Revenue
American
Supplemental
Rescue
Narcotics Law
General Plan Act
Assets Enforcement Traffic
Fund (ARPA)
Forfeiture Services Offender
Estimated Fund Balance At June 30, 2022 $11,500,000 $ 3,825,000 $ 14,000 $ 450,000 $ -
Revenues:
Property Tax
Sales & Use Tax
Transient Occupancy Tax
Franchise Tax
Business License Tax
Utility Users Tax
Other Taxes
Licenses & Permits
Fines & Forfeitures
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenues
Total Revenues
Expenditures:
Salaries & Benefits
Supplies & Services
Capital Outlay/Depreciation
Capital Projects
Debt Service
Total Expenditures
11,495,600 - - - -
7,180,000 - - - -
1,375,000 - - - -
720,000 - - - -
900,000 - - - -
4,375,000 - - - -
200,000 - - 160,000 -
945,500 - - - -
560,000 - - - -
138,070 4,337,799 - - -
1,908,450 - - - 73,700
802,886 - 300 2,000 150
30,600,506 4,337,799 300 162,000 73,850
20,750,741 - - - 34,712
7,292,692 1,681,650 - 162,000 35,753
54,997 1,618,000 - - -
- 250,000 - - -
28,098,430 3,549,650 - 162,000 70,465
Revenues Over (Under) Expenditures 2,502,076
Other Financing Sources (Uses):
Transfers In -
Transfers Out (1,992,542)
Total Other Financing Sources (Uses) (1,992,542)
Changes in Fund Balance 509,534
788,149 300 - 3,385
788,149 300 - 3,385
Ending Fund Balance at June 30, 2023 $12,009,534 $ 4,613,149 $ 14,300 $ 450,000 $ 3,385
ri CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 Revenues, Expenditures & Changes in Fund Balance (Continued)
Special Revenue
Wilderness State
Park Gasoline
Parking Lot Tax Measure R Drainage Measure W Measure M Proposition A
$ 100,000 $ 5,500,000 $ 1,500,000 $ 720,000 $ 930,000 $ 1,200,000 $ 2,200,000
65,000 - - - - - -
55,000 1,849,726 541,938 - 570,000 614,197 871,136
500,000 - - 70,000 - - -
500 10,000 5,000 5,000 1,000 5,000 10,000
620,500 1,859,726 546,938 75,000 571,000 619,197 881,136
227,559 - -
- - - 176,466
387,778 - -
- 170,000 - 270,217
- 3,400,000 600,000
- - 220,000 -
615,337 3,400,000 600,000
- 170,000 220,000 446,683
5,163 (1,540,274) (53,062)
75,000 401,000 399,197 434,453
(313,325) (232,166)
- - - - - (313,325) (232,166)
5,163 (1,540,274) (53,062) 75,000 401,000 85,872 202,287
$ 105,163 $ 3,959,726 $ 1,446,938 $ 795,000 $ 1,331,000 $ 1,285,872 $ 2,402,287
CITY OF CLAREMONT
REVENUES & EXPENDITURES
I Revenue
Landscape Air
Proposition and Lightning Quality TDA
C District Improvement Article 3
Estimated Fund Balance At June 30, 2022 $ 2,000,000 $ - $ 350,000 $ -
Revenues:
Property Tax - 3,013,201 - -
Sales & Use Tax - - - -
Transient Occupancy Tax - - - -
Franchise Tax - - - -
Business License Tax - - - -
Utility Users Tax - - - -
Other Taxes - - - -
Licenses & Permits - - - -
Fines & Forfeitures - - - -
Intergovernmental Revenues 722,584 - 45,000 33,622
Charges for Services - - - -
Miscellaneous Revenues 8,000 51,350 1,000 -
Total Revenues 730,584 3,064,551 46,000 33,622
Expenditures:
Salaries & Benefits
171,834 407,132 - -
Supplies & Services
114,262 3,810,021 3,600 2,250
Capital Outlay/Depreciation
- 9,000 - -
Capital Projects
- - - -
Debt Service
- - - -
Total Expenditures
286,096 4,226,153 3,600 2,250
Revenues Over (Under) Expenditures 444,488 (1,161,602) 42,400 31,372
Other Financing Sources (Uses):
Transfers In - 1,258,127 - -
Transfers Out - (96,525) - -
Total Other Financing Sources (Uses) - 1,161,602 - -
Changes In Fund Balance 444,488 - 42,400 31,372
Ending Fund Balance at June 30, 2023 $ 2,444,488 $ - $ 392,400 $ 31,372
La CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 Revenues, Expenditures & Changes in Fund Balance (Continued)
Special Revenue
Federal
Nutrition Gasoline Foothill Park Perpetual
Grant CDBG Tax Relinquishment Dedication Care Reserve Public Art
$ - $ - $ - $ 1,200,000 $ 1,200,000 $ 1,336,000 $ 250,000
175,824
16,500
-
154,768
-
-
- -
- -
- -
-
250,000
2,000
-
75,000
2,000
-
3,000
500
192,324
154,768
- -
252,000
77,000
3,500
94,058
152,000
-
154,768
- -
- -
-
-
-
-
-
27,200
246,058
154,768
- -
-
-
27,200
(53,734)
-
- -
252,000
77,000
(23,700)
53,734
-
-
-
- -
- (91,000)
-
-
-
-
-
-
53,734
-
- (91,000)
-
-
-
-
$ - $
-
- $
- (91,000)
- $ 1,109,000 $
252,000
1,452,000 $
77,000
1,413,000 $
(23,700)
226,300
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Estimated Fund Balance At June 30, 2022
Revenues:
Property Tax
Sales & Use Tax
Transient Occupancy Tax
Franchise Tax
Business License Tax
Utility Users Tax
Other Taxes
Licenses & Permits
Fines & Forfeitures
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenues
Total Revenues
Expenditures:
Salaries & Benefits
Supplies & Services
Capital Outlay/Depreciation
Capital Projects
Debt Service
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources (Uses):
Transfers In
Transfers Out
Total Other Financing Sources (Uses)
Changes In Fund Balance
Ending Fund Balance at June 30, 2023
Special
Revenue Capital Projects
General Capital
Successor Capital Projects
Housing Projects Grants Hillside
$ 6,750,000 $ 1,300,000 $ - $ 500,000
- -
76,100 114,000
- -
- 504,300
- -
- 1,000
76,100 114,000
- 505,300
13,000 -
- -
13,000 -
- -
63,100 114,000
- 505,300
(503,800)
(503,800)
63,100 114,000 - 1,500
$ 6,813,100 $ 1,414,000 $ - $ 501,500
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 Revenues, Expenditures & Changes in Fund Balance (Continued)
Debt Internal
Service Enterprise Service
Debt
Service Transportation Sewer Sanitation Cemetery Motor Fleet Technology
$ - $ 420,000 $ 9,700,000 $ 5,800,000 $ 1,000,000 $ 2,000,000 $ 350,000
326,462 - - - - -
30,000 1,025,200 7,989,620 699,999 1,522,283 736,792
- 20,000 25,000 4,000 2,000 500
356,462 1,045,200 8,014,620 703,999 1,524,283 737,292
- 49,148
462,970
2,312,428
240,984
602,169
394,705
- 525,223
322,723
4,839,648
374,932
812,240
300,359
- 151,771
245,589
1,139,337
86,046
603,923
67,948
- -
349,000
-
-
-
-
1,685,331 -
-
-
-
-
-
1,685,331 726,142
1,380,282
8,291,413
701,962
2,018,332
763,013
(1,685,331) (369,680)
(335,082)
(276,793)
2,037
(494,049)
(25,721)
1,685,331 232,166 - - - - -
1,685,331 232,166 - - - - -
(137,514) (335,082) (276,793) 2,037 (494,049) (25,721)
$ - $ 282,486 $ 9,364,918 $ 5,523,207 $ 1,002,037 $ 1,505,951 $ 324,279
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Successor Agency
Successor Successor
Agency Agency
Administration Debt Service Total
Estimated Fund Balance At June 30, 2022 $ - $ - $ 62,095,000
Revenues:
Property Tax
250,000 1,474,038 16,737,139
Sales & Use Tax
- - 7,180,000
Transient Occupancy Tax
- - 1,375,000
Franchise Tax
- - 720,000
Business License Tax
- - 900,000
Utility Users Tax
- - 4,375,000
Other Taxes
- - 360,000
Licenses & Permits
- - 945,500
Fines & Forfeitures
- - 625,000
Intergovernmental Revenues
- - 10,436,126
Charges for Services
- - 15,090,644
Miscellaneous Revenues
- - 959,186
Total Revenues
250,000 1,474,038 59,703,595
Expenditures:
Salaries & Benefits
198,856 - 26,123,763
Supplies & Services
51,144 - 21,503,460
Capital Outlay/Depreciation
- - 3,976,611
Capital Projects
- - 4,819,000
Debt Service
- 1,474,038 3,159,369
Total Expenditures
250,000 1,474,038 59,582,203
Revenues Over (Under) Expenditures - - 121,392
Other Financing Sources (Uses):
Transfers In - - 3,229,358
Transfers Out - - (3,229,358)
Total Other Financing Sources (Uses) - - -
Changes in Fund Balance - - 121,392
Ending Fund Balance at June 30, 2023 $ - $ - $ 62,216,392
W. CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 FUND BALANCE VARIANCES
(+/- 10%)
1. American Rescue Plan Act (ARPA) Fund: Accumulated funds will be used to fund projects
and programs to support the recovery of the City, individuals and businesses from the COVID-19
pandemic.
2. State Gas Tax Fund: Accumulated funds will be used for street improvement and maintenance
projects.
3. Drainage Fund: Funds will accumulate in this fund for future drainage improvement projects.
4. Measure W Fund: Funds will accumulate in this fund for future stormwater improvement
projects.
5. Proposition C Fund: Funds will accumulate in this fund to finance capital projects and operations
related to public transit.
6. Air Quality Improvement Fund: Funds will accumulate in this fund to finance future projects
related to the reduction of air pollution.
7. Park Dedication Fund: Funds will accumulate in this fund for the future acquisition, construction,
or improvement of the City's park system.
8. Transportation Fund: Accumulated funds will be used to support the operation of the City's
Dial -a -Ride program.
9. Motor Fleet Fund: Accumulated Funds will be used to finance the replacement of vehicles.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 REVENUES, EXPENDITURES
CHANGES IN FUND BALANCE
Special Revenue
American
Supplemental
Rescue
Narcotics
Law
General Plan Act
Assets
Enforcement Traffic
Fund (ARPA)
Forfeiture
Services Offender
Estimated Fund Balance At June 30, 2023 $12,009,534 $ 4,613,149
$ 14,300
$ 450,000 $ 3,385
Revenues:
Property Tax
11,992,000
-
- -
-
Sales & Use Tax
7,569,000
-
- -
-
Transient Occupancy Tax
1,425,000
-
- -
-
Franchise Tax
745,000
-
- -
-
Business License Tax
930,000
-
- -
-
Utility Users Tax
4,594,000
-
- -
-
Other Taxes
210,000
-
- 160,000
-
Licenses & Permits
945,500
-
- -
-
Fines & Forfeitures
560,000
-
- -
-
intergovernmental Revenues
140,622
-
- -
-
Charges for Services
1,698,253
-
- -
73,700
Miscellaneous Revenues
821,588
-
300 2,000
150
Total Revenues
31,630,963
-
300 162,000
73,850
Expenditures:
Salaries & Benefits
21,642,217
-
- -
37,019
Supplies & Services
7,216,190
581,650
- 162,000
36,089
Capital Outlay/Depreciation
54,997
-
- -
-
Capital Projects
-
-
- -
-
Debt Service
-
-
- -
-
Total Expenditures
28,913,404
581,650
- 162,000
73,108
Revenues Over (Under) Expenditures
2,717,559
(581,650)
300 -
742
Other Financing Sources (Uses):
Transfers In
-
-
- -
-
Transfers Out
(2,212,327)
-
- -
-
Total Other Financing Sources (Uses)
(2,212,327)
-
- -
-
Changes in Fund Balance
505,232
(581,650)
300 -
742
Ending Fund Balance at June 30, 2024 $12,514,766 $ 4,031,499 $ 14,600 $ 450,000 $ 4,127
1 CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 Revenues, Expenditures & Changes in Fund Balance (Continued)
Special Revenue
Wilderness State
Park Gasoline
Parking Lot Tax Measure R Drainage Measure W Measure M Proposition A
$ 105,163 $ 3,959,726 $ 1,446,938 $ 795,000 $ 1,331,000 $ 1,285,872 $ 2,402,287
65,000 - - - - - -
60,000 1,905,037 558,196 - 570,000 632,623 897,270
500,000 - - 70,000 - - -
500 10,000 5,000 5,000 1,000 5,000 10,000
625,500 1,915,037 563,196 75,000 571,000 637,623 907,270
237,926 -
- - - -
186,427
393,166 -
- - 170,000 -
270,619
- 4,600,000
600,000 729,000 960,000 300,000
-
631,092 4,600,000
600,000 729,000 1,130,000 300,000
457,046
(5,592) (2,684,963)
(36,804) (654,000) (559,000) 337,623
450,224
(308,825) (232,166)
(308,825) (232,166)
(5,592) (2,684,963) (36,804) (654,000) (559,000) 28,798 218,058
$ 99,571 $ 1,274,763 $ 1,410,134 $ 141,000 $ 772,000 $ 1,314,670 $ 2,620,345
CITY OF CLAREMONT
REVENUES & EXPENDITURES
I Revenue
Landscape Air
Proposition and Lightning Quality TDA
C District Improvement Article 3
Estimated Fund Balance At June 30, 2023 $ 2,444,488 $ - $ 392,400 $ 31,372
Revenues:
Property Tax - 3,103,597 - -
Sales & Use Tax - - - -
Transient Occupancy Tax - - - -
Franchise Tax - - - -
Business License Tax - - - -
Utility Users Tax - - - -
Other Taxes - - - -
Licenses & Permits - - - -
Fines & Forfeitures - - - -
Intergovernmental Revenues 744,262 - 45,000 34,631
Charges for Services - - - -
Miscellaneous Revenues 8,000 51,350 1,000 -
Total Revenues 752,262 3,154,947 46,000 34,631
Expenditures:
Salaries & Benefits
178,770 423,033 - -
Supplies & Services
110,417 3,822,206 3,600 2,250
Capital Outlay/Depreciation
- 9,000 - -
Capital Projects
- - - 20,000
Debt Service
- - - -
Total Expenditures
289,187 4,254,239 3,600 22,250
Revenues Over (Under) Expenditures 463,075 (1,099,292) 42,400 12,381
Other Financing Sources (Uses):
Transfers In - 1,195,817 - -
Transfers Out - (96,525) - -
Total Other Financing Sources (Uses) - 1,099,292 - -
Changes In Fund Balance 463,075 - 42,400 12,381
Ending Fund Balance at June 30, 2024 $ 2,907,563 $ - $ 434,800 $ 43,753
La CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 Revenues, Expenditures & Changes in Fund Balance (Continued)
Special Revenue
Federal
Nutrition Gasoline Foothill Park Perpetual
Grant CDBG Tax Relinquishment Dedication Care Reserve Public Art
$ - $ - $ - $ 1,109,000 $ 1,452,000 $ 1,413,000 $ 226,300
175,824
16,500
-
154,768
-
-
- -
- -
- -
-
250,000
2,000
-
75,000
2,000
-
3,000
500
192,324
154,768
- -
252,000
77,000
3,500
99,533
152,000
-
154,768
- -
- -
-
-
-
-
-
27,200
251,533
154,768
- -
-
-
27,200
(59,209)
-
- -
252,000
77,000
(23,700)
59,209
-
-
-
- -
- (91,000)
-
-
-
-
-
-
59,209
-
- (91,000)
-
-
-
-
$ - $
-
- $
- (91,000)
- $ 1,018,000 $
252,000
1,704,000 $
77,000
1,490,000 $
(23,700)
202,600
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Special
Revenue
Capital Projects
General
Capital
Successor
Capital
Projects
Housing
Projects
Grants
Hillside
Estimated Fund Balance At June 30, 2023
$ 6,813,100
$ 1,414,000
$ - $
501,500
Revenues:
Property Tax
-
-
-
506,650
Sales & Use Tax
-
-
-
-
Transient Occupancy Tax
-
-
-
-
Franchise Tax
-
-
-
-
Business License Tax
-
-
-
-
Utility Users Tax
-
-
-
-
Other Taxes
-
-
-
-
Licenses & Permits
-
-
-
-
Fines & Forfeitures
-
-
-
-
Intergovernmental Revenues
-
-
-
-
Charges for Services
11,051
114,000
-
-
Miscellaneous Revenues
-
-
-
1,000
Total Revenues
11,051
114,000
-
507,650
Expenditures:
Salaries & Benefits
-
-
-
-
Supplies & Services
13,000
-
-
-
Capital Outlay/Depreciation
-
-
-
-
Capital Projects
-
-
-
-
Debt Service
-
-
-
-
Total Expenditures
13,000
-
-
-
Revenues Over (Under) Expenditures
(1,949)
114,000
-
507,650
Other Financing Sources (Uses):
Transfers In
-
-
-
-
Transfers Out
-
-
-
(506,050)
Total Other Financing Sources (Uses)
-
-
-
(506,050)
Changes In Fund Balance
(1,949)
114,000
-
1,600
Ending Fund Balance at June 30, 2024
$ 6,811,151
$ 1,528,000
$ - $
503,100
La CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 Revenues, Expenditures & Changes in Fund Balance (Continued)
Debt Internal
Service Enterprise Service
Debt Motor
Service Transportation Sewer Sanitation Cemetery Fleet Technology
$ - $ 282,486 $ 9,364,918 $ 5,523,207 $ 1,002,037 $ 1,505,951 $ 324,279
326,462 - - - - -
30,000 1,051,000 8,196,412 723,996 1,546,305 747,640
- 20,000 25,000 4,000 2,000 500
356,462 1,071,000 8,221,412 727,996 1,548,305 748,140
- 52,756
477,961
2,389,767
248,824
617,203
405,508
- 525,465
325,269
4,902,020
372,433
811,361
300,406
- 151,771
245,589
549,337
86,046
410,923
67,948
1,959,701 -
-
-
-
-
-
1,959,701 729,992
1,048,819
7,841,124
707,303
1,839,487
773,862
(1,959,701) (373,530)
22,181
380,288
20,693
(291,182)
(25,722)
1,959,701 232,166 - - - - -
1,959,701 232,166 - - - - -
(141,364) 22,181 380,288 20,693 (291,182) (25,722)
$ - $ 141,122 $ 9,387,099 $ 5,903,495 $ 1,022,730 $ 1,214,769 $ 298,557
CITY OF CLAREMONT
REVENUES & EXPENDITURES
Successor Agency
Successor Successor
Agency Agency
Administration Debt Service Total
Estimated Fund Balance At June 30, 2023 $ - $ - $ 62,216,392
Revenues:
Property Tax
250,000 1,157,667 17,009,914
Sales & Use Tax
- - 7,569,000
Transient Occupancy Tax
- - 1,425,000
Franchise Tax
- - 745,000
Business License Tax
- - 930,000
Utility Users Tax
- - 4,594,000
Other Taxes
- - 370,000
Licenses & Permits
- - 945,500
Fines & Forfeitures
- - 625,000
Intergovernmental Revenues
- - 6,244,695
Charges for Services
- - 15,106,857
Miscellaneous Revenues
- - 977,888
Total Revenues
250,000 1,157,667 56,542,854
Expenditures:
Salaries & Benefits
206,456 - 27,203,399
Supplies & Services
43,544 - 20,395,653
Capital Outlay/Depreciation
- - 1,575,611
Capital Projects
- - 7,209,000
Debt Service
- 1,157,667 3,117,368
Total Expenditures
250,000 1,157,667 59,501,032
Revenues Over (Under) Expenditures - - (2,958,178)
Other Financing Sources (Uses):
Transfers In - - 3,446,893
Transfers Out - - (3,446,893)
Total Other Financing Sources (Uses) - - -
Changes in Fund Balance - - (2,958,178)
Ending Fund Balance at June 30, 2024 $ - $ - $ 59,258,214
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 FUND BALANCE VARIANCES
(+/- 10%)
1. American Rescue Plan Act (ARPA) Fund: Accumulated funds will be used to fund projects
and programs to support the recovery of the City, individuals and businesses from the COVID-19
pandemic.
2. State Gas Tax Fund: Accumulated funds will be used for street improvement and maintenance
projects.
3. Drainage Fund: Accumulated funds will be used to fund infrastructure projects that address
drainage and stormwater issues.
4. Measure W Fund: Accumulated funds will be used to fund infrastructure projects that address
drainage and stormwater issues.
5. Proposition C Fund: Funds will accumulate in this fund to finance capital projects and operations
related to public transit.
6. Air Quality Improvement Fund: Funds will accumulate in this fund to finance future projects
related to the reduction of air pollution.
7. Park Dedication Fund: Funds will accumulate in this fund for the future acquisition, construction,
or improvement of the City's park system.
8. Transportation Fund: Accumulated funds will be used to support the operation of the City's
Dial -a -Ride program.
9. Motor Fleet Fund: Accumulated Funds will be used to finance the replacement of vehicles.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2022-23 REVENUES, EXPENDITURES
& CHANGES IN FUND BALANCE SUMMARY
Estimated Fund Balance At June 30, 2022
Revenues:
Property Tax
Sales & Use Tax
Transient Occupancy Tax
Franchise Tax
Business License Tax
Utility Users Tax
Other Taxes
Licenses & Permits
Fines & Forfeitures
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenues
Total Revenues
Expenditures:
Salaries & Benefits
Supplies & Services
Capital Outlay/Depreciation
Capital Projects
Debt Service
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources (Uses):
Transfers In
Transfers Out
Total Other Financing Sources (Uses)
Changes in Fund Balance
Ending Fund Balance At June 30, 2023
Special Capital
General Revenue Project Debt
Fund Funds Funds Service
$ 11,500,000 $ 29,525,000 $ 1,800,000 $
11,495,600
3,013,201
504,300 -
7,180,000
-
- -
1,375,000
-
- -
720,000
-
- -
900,000
-
- -
4,375,000
-
- -
200,000
160,000
- -
945,500
-
- -
560,000
65,000
- -
138,070
9,971,594
- -
1,908,450
988,200
190,100 -
802,886
103,800
1,000 -
30,600,506
14,301,795
695,400 -
20,750,741
1,111,761 - -
7,292,692
6,971,499 13,000 -
54,997
1,627,000 - -
-
4,470,000 - -
-
- - 1,685,331
28,098,430
14,180,260 13,000 1,685,331
2,502,076 121,535 682,400 (1,685,331)
- 1,311,861 - 1,685,331
(1,992,542) (733,016) (503,800) -
(1,992,542) 578,845 (503,800) 1,685,331
509,534 700,380 178,600 -
$ 12,009,534 $ 30,225,380 $ 1,978,600 $ -
W. CITY OF CLAREMONT
REVENUES & EXPENDITURES
Internal
Budget
Enterprise Service
Successor All Fund
Funds Funds
Agency Types
$ 16,920,000 $ 2,350,000
$ - $ 62,095,000
326,462 -
9,744,819 2,259,075
49,000 2,500
10,120,281 2,261,575
3,065,531 996,874
6,062,526 1,112,599
1,622,743 671,871
349,000 -
11,099,800 2,781,344
(979,519) (519,769)
1,724,038 16,737,139
- 7,180,000
- 1,375,000
- 720,000
- 900,000
- 4,375,000
- 360,000
- 945,500
- 625,000
- 10,436,126
- 15,090,644
- 959,186
1,724,038 59,703,595
198,856 26,123,763
51,144 21,503,460
- 3,976,611
- 4,819,000
1,474,038 3,159,369
1,724,038 59,582,203
121,392
232,166 - - 3,229,358
- - - (3,229,358)
232,166 - - -
(747,353) (519,769) - 121,392
$ 16,172,647 $ 1,830,231 $ - $ 62,216,392
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2023-24 REVENUES, EXPENDITURES
& CHANGES IN FUND BALANCE SUMMARY
Estimated Fund Balance At June 30, 2023
Revenues:
Property Tax
Sales & Use Tax
Transient Occupancy Tax
Franchise Tax
Business License Tax
Utility Users Tax
Other Taxes
Licenses & Permits
Fines & Forfeitures
Intergovernmental Revenues
Charges for Services
Miscellaneous Revenues
Total Revenues
Expenditures:
Salaries & Benefits
Supplies & Services
Capital Outlay/Depreciation
Capital Projects
Debt Service
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources (Uses):
Transfers In
Transfers Out
Total Other Financing Sources (Uses)
Changes in Fund Balance
Ending Fund Balance At June 30, 2024
Special Capital
General Revenue Project Debt
Fund Funds Funds Service
$ 12,009,534 $ 30,288,480 $ 1,915,500 $
11,992,000
3,103,597
506,650 -
7,569,000
-
- -
1,425,000
-
- -
745,000
-
- -
930,000
-
- -
4,594,000
-
- -
210,000
160,000
- -
945,500
-
- -
560,000
65,000
- -
140,622
5,777,611
- -
1,698,253
988,200
125,051 -
821,588
103,800
1,000 -
31,630,963
10,198,208
632,701 -
21,642,217
1,162,706 - -
7,216,190
5,885,965 13,000 -
54,997
9,000 - -
-
7,209,000 - -
-
- - 1,959,701
28,913,404
14,266, 671 13,000 1,959,701
2,717,559 (4,068,463) 619,701 (1,959,701)
- 1,255,026 - 1,959,701
(2,212,327) (728,516) (506,050) -
(2,212,327) 526,510 (506,050) 1,959,701
505,232 (3,541,953) 113,651 -
$ 12,514,766 $ 26,746,527 $ 2,029,151 $ -
h CITY OF CLAREMONT
REVENUES & EXPENDITURES
Internal
Budget
Enterprise Service
Successor All Fund
Funds Funds
Agency Types
$ 16,172,647 $ 1,830,231
$ - $ 62,216,392
326,462 -
10,001,408 2,293,945
49,000 2,500
10,376,870 2,296,445
1,407,667 17,009,914
- 7,569,000
- 1,425,000
- 745,000
- 930,000
- 4,594,000
- 370,000
- 945,500
- 625,000
- 6,244,695
- 15,106,857
- 977,888
1,407,667 56,542,854
3,169,309
1,022,711
206,456
27,203,399
6,125,187
1,111,767
43,544
20,395,653
1,032,743
478,871
-
1,575,611
-
-
-
7,209,000
-
-
1,157,667
3,117,368
10,327,239
2,613,349
1,407,667
59,501,031
49,631 (316,904)
- (2,958,177)
232,166 - - 3,446,893
- - - (3,446,893)
232,166 - - -
281,797 (316,904) - (2,958,178)
$ 16,454,444 $ 1,513,327 $ - $ 59,258,214
CITY OF CLAREMONT
REVENUES & EXPENDITURES
GENERAL FUND RESERVES
The City's goal is to maintain a minimum balance of equal to or greater than 25 percent of the General
Fund operating budget in the Operating and Environmental Emergency Reserve. The current reserve
balance of $5,977,021 represents 19.9 percent of 2022-23 General Fund operating expenditures and
transfers out. Over the next two budget years, staff proposes to allocate approximately $1 million to
the Operating and Environmental Emergency Reserve, bringing its balance at the close of 2023-24 to
$6,991,787, representing 22.5 percent of General Fund expenditures and transfers out. A multi -year
comparison of this reserve balance is shown below:
Budgeted
2023-24 $6,991,787
2022-23 $6,486,555
2021-22 $5,977,021
2020-21
$5,392,021
I
2019-20
$5,204,134
2018-19
$5,285,541
2017-18
$5,544,043
2016-17
$7,461,063
2015-16
$8,000,000
R
v
�
2014-15
$7,379,099
LL
I
2013-14
$6,814,334
I I
2012-13
$6,277,652
I
2011-12
$5,677,312
2010-11
u
$4,937,441
I
2009-10
$4,937,441
2008-09 $4,937,441
2007-08 $4,619,093
2006-07 $4,619,093
9
3M
Dollars
N.0
Eva
Wj CITY OF CLAREMONT
REVENUES & EXPENDITURES
LONG-TERM DEBT
2006 PENSION OBLIGATION BONDS
To pay off the California Public Employees Retirement System (CaIPERS) Safety Side Fund, the City
issued pension obligation bonds in the amount of $6.06 million on January 26, 2006. Full bond
maturity is scheduled during 2026-27.
Source of Funds: General Fund and Traffic Offender Fund
Beginning Principal Interest Ending
Year Balance Due Due Balance
2022-23 $ 2,520,000 $ 490,000 $ 130,234 $ 2,030,000
2023-24 $ 2,030,000 $ 535,000 $ 104,597 $ 1,495,000
2013 TAX ALLOCATION REFUNDING BONDS
To refund the 2001 Tax Allocation Bonds, the Agency issued Tax Allocation Refunding Bonds in the
principal amount of $5.20 million on December 24, 2013. Full bond maturity is scheduled during
2023-24.
Source of Funds: Redevelopment Property Tax Trust Fund (RPTTF)
Beginning Principal Interest Ending
Year Balance Due Due Balance
2022-23 $ 1,295,000 $ 630,000 $ 49,000 $ 665,000
2023-24 $ 665,000 $ 665,000 $ 16,625 $ -
2014 TAX ALLOCATION REFUNDING BONDS
To refund the 2004 Tax Allocation Bonds, the Agency issued Tax Allocation Refunding Bonds, in the
principal amount of $3.38 million on July 17, 2014. Full bond maturity is scheduled during 2025-26.
Source of Funds: Redevelopment Property Tax Trust Fund (RPTTF)
Beginning Principal Interest Ending
Year Balance Due Due Balance
2022-23 $ 1,425,000 $ 330,000 $ 63,000 $ 1,095,000
2023-24 $ 1,095,000 $ 350,000 $ 46,000 $ 745,000
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2016 GENERAL OBLIGATION REFUNDING BONDS
To refund the 2007 General Obligation Bonds, the City issued bonds on March 16, 2016. The 2007
G.O. Bonds were originally issued to finance the acquisition of approximately 180 acres of hillside
open space known as Johnson's Pasture. Final maturity of the 2016 General Obligation Refunding
Bonds is scheduled during 2036-37.
Source of Funds: Hillside Fund
Beginning
Principal
Interest
Ending
Year Balance
Due
Due
Balance
2022-23 $ 5,830,000
$ 255,000
$ 246,800
$ 5,575,000
2023-24 $ 5,575,000
$ 270,000
$ 234,050
$ 5,305,000
2017 GOLDEN STATE WATER COMPANY LEGAL FEE SETTLEMENT
On October 1, 2017, the City Council authorized the execution of a settlement agreement with the
Golden State Water Company in the eminent domain case to acquire the Claremont water system.
Under the terms of the settlement, the City made an initial payment of $2 million in December 2018
and must make annual interest only payments at a rate of 4 percent of $234,040 for a period of 12
years. After these payments have been made, the remaining principal balance of $5.85 million will
be forgiven provided that the City does not take further action to acquire the local water system by
eminent domain during this 12-year period.
Source of Funds: General Fund
Beginning Principal Interest Ending
Year Balance Due Due Balance
2022-23 $ 5,851,000 $ - $ 234,040 $ 5,851,000
2023-24 $ 5,851,000 $ - $ 234,040 $ 5,851,000
2018 TOTAL ROAD IMPROVEMENT PROGRAM CERTIFICATES OF PARTICIPATION
On May 24, 2018, the City issued $3.33 million in Certificates of Participation (COPs) as part of
the California Statewide Communities Development Authority's (CSCDA) Total Road Improvement
Program (TRIP). This debt issuance provided funding for the proposed improvements to Foothill
Boulevard that were outlined in the Foothill Boulevard Master Plan. The COPs will be repaid over a
period of 15 years, with a final maturity date of June 1, 2033.
Source of Funds: Debt Service Fund — Measure M Fund
Year
Beginning Principal Interest Ending
Balance Due Due Balance
2022-23 $ 2,655,000 $ 190,000 $ 121,325 $ 2,465,000
2023-24 $ 2,465,000 $ 195,000 $ 111,825 $ 2,270,000
CITY OF CLAREMONT
REVENUES & EXPENDITURES
2019 SOUTHERN CALIFORNIA EDISON STREET LIGHT ACQUISITION
On March 30, 2019, Zions Bank Corporation loaned the City $814,551 for the acquisition and retrofit
of approximately 1,200 street lights formerly owned by Southern California Edison. The term of the
loan is 10 years, with the final debt service payment scheduled in 2027-28. Funds for payments on
the outstanding loan will come from energy cost savings associated with the replacement of obsolete
lighting infrastructure with energy efficient fixtures.
Source of Funds: Landscape and Lighting District Fund
Beginning
Principal
Interest
Ending
Year Balance
Due
Due
Balance
2022-23 $ 506,164
$ 76,329
$ 20,196
$ 429,835
2023-24 $ 429,835
$ 79,375
$ 17,150
$ 350,460
2021 LEASE AGREEMENT - ENERGY CONSERVATION PROJECT
On September 30, 2021, Sterling Bank loaned the City $6,495,000 for the cost of replacing aging
HVAC systems and various City facility roofs, replace and install new energy effecient lights throughout
various City facilities. Installation of solar panels at the City Yard, Alexander Hughes Center and Youth
Activity Center and Police Facilities, which would generate electricity to offset a substantial amount
of the City's facilities annual energy use. The term of the lease agreeement is 20 years, with the final
payment due October 1, 2041. Funds for the payments on the outstanding loan will come from energy
cost savings with the replacement of obsolete systems and the addition of energy producing solar
panels, along with reduced maintenance costs.
Source of Funds: General Fund
Beginning Principal Interest Ending
Year Balance Due Due Balance
2022-23 $ 6,495,000 $ - $ 134,447 $ 6,495,000
2023-24 $ 6,495,000 $ 265,000 $ 131,704 $ 6,230,000
LEGAL DEBT LIMIT
The City is subject to a legal general bonded debt limit equal to 3.75 percent of the total assessed
value of property in Claremont. The City's total assessed property value is approximately $5.84
billion, resulting in a legal general bonded debt limit of $218.9 million. The 2016 General Obligation
Bonds are subject to this limit and with an outstanding balance at July 1, 2022, of $5,830,000,
the City's general bonded debt is well below this limit.
CITY OF CLAREMONT
REVENUES & EXPENDITURES
W. CITY OF CLAREMONT
REVENUES & EXPENDITURES
APPROPRIATIONS LIMIT
Resolution 2022-31 adopted May 24, 2022, updates the City of Claremont's appropriations limit as
required by Proposition 4 (November 1979) and Proposition 111 (June 1990). The appropriations
limit imposed by these propositions creates a restriction on the amount of revenue that a public
agency can appropriate in any fiscal year. The limit is based on actual appropriations during the base
1978-79 fiscal year, with an increase in subsequent years based on a formula comprised of population
estimates and cost of living factors. There are no financial impacts from calculating the appropriations
limit unless the amount of revenues received from "proceeds of taxes" comes close to or exceeds the
City's appropriations limit.
The appropriations limit calculation for the City of Claremont is shown on the adjoining page. For 2022-
23, the appropriations limit is $48,599,694. This amount is $14,372,012 or 42 percent higher than the
projected proceeds of taxes.
$48,599,694
2022-23
$34,227,682
$45, 511,129
2021-22
$30,640,589
$43,247,934
2020-21
L)
N
LL $41,738,706
2019-20
$28,896,438
14
2018-19
2017-18
$25,375,404
12M 24M 36M 48M 60M
Dollars
CITY OF CLAREMONT
REVENUES & EXPENDITURES
APPROPRIATIONS LIMIT CALCULATION
CLAREMONT POPULATION LOS ANGELES POPULATION
DATE
1-1-78
1-1-79
ORIGINAL
28,137
REVISED
27,087
28,367
LAST REV.
29,815
ORIGINAL
REVISED
LAST REV.
1-1-80
29,815
30,245
30,245
1-1-81
30,245
32,956
33,123
1-1-82
33,123
33,733
1-1-83
33,257
33,582
1-1-84
33,589
34,248
1-1-85
34,213
34,362
1-1-86
34,362
35,060
8,228,477
1-1-87
35,060
35,996
8,385,319
8,400,370
1-1-88
35,996
36,932
36,741
8,536,807
8,555,937
1-1-89
36,530
36,530
36,516
8,632,069
8,650,337
1-1-90
36,530
36,800
36,595
8,749,615
8,769,994
8,812,192
1-1-91
32,503
31,965
32,166
8,964,736
8,988,754
1-1-92
32,559
32,556
9,065,427
9,087,399
9,052,040
1-1-93
32,719
32,724
9,139,357
9,158,425
9,139,766
1-1-94
33,178
33,140
9,208,731
9,199,383
1-1-95
33,632
33,900
9,229,730
9,312,421
1-1-96
34,028
34,042
9,356,784
9,361,333
1-1-97
34,405
34,345
9,476,976
9,459,681
1-1-98
34,722
34,668
9,590,909
9,574,918
1-1-99
35,413
35,269
9,744,931
9,702,280
1-1-00
35,968
34,215
9,871,788
9,630,608
1-1-01
35,255
34,942
9,790,152
9,641,223
1-1-02
35,551
35,524
9,811,918
9,805,750
1-1-03
36,098
36,060
9,968,146
9,979,618
1-1-04
36,337
36,349
10,092,305
10,096,795
1-1-05
36,636
36,448
10,216,040
10,155,951
1-1-06
36,612
36,732
10,235,632
10,246,513
1-1-07
37,141
36,963
10,320,321
10,263,866
1-1-08
37,242
37,057
10,352,128
10,289,936
1-1-09
37,780
37,660
10,382,451
10,344,319
1-1-10
37,608
34,946
10,430,366
9,811,390
1-1-11
35,053
35,021
9,848,442
9,836,718
1-1-12
35,300
35,315
987,436
9,879,254
1-1-13
35,749
35,768
9,947,906
9,953,626
1-1-14
35,920
35,932
10,031,664
10,044,719
1-1-15
36,282
36,022
10,126,867
10,145,677
1-1-16
36,218
36,165
10,231,861
10,173,616
1-1-17
36,225
36,293
10,231,933
10,221,926
1-1-18
36,446
36,479
10,274,346
10,245,275
1-1-19
36,511
35,872
10,244,542
10,175,203
1-1-20
35,807
35,877
10,163,868
10,127,550
1-1-21
35,707
37,364
10,037,774
9,923,635
1-1-22
37,072
9,861,224
*Option Chosen
CITY OF CLAREMONT
REVENUES & EXPENDITURES
EXHIBIT
POPULATION FACTOR
PROP. 4 PROP 111
CITY COUNTY
U.S. C.P.I.
CALIF
PER CAPITA
COST OF LIVING FACTOR
PROP. 4 PROP. 111
APPROPRIATION LIMIT
PROP. 4 PROP. 111 FY
$4,337,133
1978-79
1.1007
10.17%
1.1017
5,259,386
1979-80
1.0144
12.11%
1.1211
5,981,204
1980-81
1.0920
9.12%
1.0912
7,148,031
1981-82
1.0184
6.79%
1.0679
7,773,837
1982-83
0.9955
2.35%
1.0235
7,920,718
1983-84
1.0198
4.74%
1.0474
8,460,424
1984-85
1.0033
3.74%
1.0374
8,805,807
1985-86
1.0203
2.30%
1.0230
9,191,210
1986-87
1.0267
1.0209
3.04%
3.47%
1.0304
1.0347
9,723,488
9,764,066
1987-88
1.0207
1.0185
3.93%
4.66%
1.0393
1.046610,314,808
1,043,060
1988-89
0.9939
1.0110
4.98%
5.19%
1.0498
1.051910,762,431
11,092,646
1989-90
1.0022
1.0187
4.21 %
1.0421
11,775,812
1990-91
0.8882
1.0200
4.14%
1.0414
12,508,597
1991-92
1.0017
1.0110
-0.64%
0.9936
12,565,256
1992-93
1.0049
1.0078
2.72%
1.0272
13,007,706
1993-94
1.0140
1.0055
0.71 %
1.0071
13,283,461
1994-95
1.0137
1.0033
4.72%
1.0472
14,101,014
1995-96
1.0118
1.0048
4.67%
1.0467
14, 933, 693
1996-97
1.0111
1.0124
4.67%
1.0467
15, 824, 923
1997-98
1.0110
1.0139
4.15%
1.0415
16, 710, 752
1998-99
1.2150
1.0178
4.53%
1.0453
17, 843, 305
1999-00
1.1980
1.0175
4.91 %
1.0491
19,090,056
2000-01
1.3040
1.0166
7.82%
1.0782
21,208,619
2001-02
1.0174
1.0177
-1.27%
0.9873
21,309,894
2002-03
1.0162
1.0166
2.31 %
1.0231
22,164,069
2003-04
1.0077
1.0113
3.28%
1.0328
23,149,719
2004-05
1.0079
1.0118
5.26%
1.0526
24,654,929
2005-06
1.0045
1.0078
3.96%
1.0396
25,831,188
2006-07
1.0111
1.0072
4.42%
1.0442
27,167,132
2007-08
1.0075
1.0086
4.29%
1.0429
28,576,262
2008-09
1.1950
1.0090
0.62%
1.0062
29,314,127
2009-10
0.9986
1.0083
-2.54%
0.9746
28,806,676
2010-11
1.0031
1.0038
2.51%
1.0251
29,641,936
2011-12
1.0080
1.0038
3.77%
1.0377
31,005,514
2012-13
1.0123
1.0069
5.12%
1.0512
32,993,890
2013-14
1.0042
1.0078
-0.23%
0.9977
33,174,763
2014-15
1.0097
1.0082
3.82%
1.0382
34,776,127
2015-16
1.0054
1.0085
5.37%
1.0537
36,955,075
2016-17
1.0017
1.0057
3.69%
1.0369
38,537,134
2017-18
1.0042
1.0051
3.67%
1.0367
40,155,200
2018-19
1.0009
0.9999
3.85%
1.0385
41,738,706
2019-20
0.9982
0.9989
3.73%
1.0373
43,247,934
2020-21
0.9953
0.9911
5.73%
1.0573
45,511,129
2021-22
0.9922
0.9929
7.55%
1.0755
48,599,694
2022-23
CITY OF CLAREMONT
REVENUES & EXPENDITURES
CITYWIDE BUDGET TRANSFER SCHEDULE
2022-23
FROM TO PURPOSE AMOUNT
110
129
Support for LLD Projects
$ 1,167,127
110
133
Senior Nutrition Program
53,734
110
151
Debt Service
637,234
126
151
Debt Service
313,325
127
310
Support for Dial -a -Ride Service
232,166
129
151
Debt Service
96,525
136
129
Support for LLD Projects
91,000
148
151
Debt Service
503,800
CITYWIDE BUDGET TRANSFER SCHEDULE
2023-24
FROM TO PURPOSE AMOUNT
110
129
Support for LLD Projects
$ 1,104,817
110
133
Senior Nutrition Program
59,209
110
151
Debt Service
651,597
126
151
Debt Service
308,825
127
310
Support for Dial -a -Ride Service
232,166
129
151
Debt Service
96,525
136
129
Support for LLD Projects
91,000
148
151
Debt Service
506,050
ull CITY OF CLAREMONT
CITY MANAGER'S OFFICE
ORGANIZATIONAL CHART
CITY MANAGER
City Council Support
• Policy Analysis
• Research
• Citizen Inquiry Follow-up
• Correspondence
• Meeting Coordination & Scheduling
• City Council Priorities Management
Administrative Support
• Budget
• Administrative Policies
• Special Studies & Projects
• Intergovernmental Relations
• Legislative Analysis
• City/Colleges/CUSD Joint Project
Coordination
• Interdepartmental Coordination
• Department(s) Oversight/Leadership
CITY OF CLAREMONT
CITY MANAGER'S OFFICE
PERSONNEL
Actual Budgeted Adopted Adopted
Positions 20-21 21-22 22-23 23-24
Administrative Assistant
1.00
1.00
1.00
1.00
Assistant City Manager
0.80
0.80
0.80
0.80
Assistant to the City Manager
0.70
0.70
0.70
0.70
City Manager
1.00
1.00
1.00
1.00
Executive Assistant
1.00
1.00
1.00
1.00
Totals
4.50
4.50
4.50
4.50
CITY OF CLAREMONT
CITY MANAGER'S OFFICE
BUDGET SUMMARY
No. of Full -Time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Successor Housing Fund
Total Funding Sources
% Change
Actual
Budgeted
Adopted
Adopted
20-21
21-22
22-23
23-24
4.50
4.50
4.50
4.50
$ 921,879 $ 929,569 $ 1,572,067 $1,159,257
$ 921,879 $ 929,569 $ 1,572,067 $1,159,257
$ 904,642 $ 916,569 $ 1,099,067 $1,086,257
- - 460,000 60,000
17,237 13,000 13,000 13,000
$ 921,879 $ 929,569 $ 1,572,067 $1,159,257
69.12%-26.26%
CITY OF CLAREMONT
CITY MANAGER'S OFFICE
GOALS
CP-1 Implement applicable objectives on the City Council Priorities List.
CM-1 Ensure the development and implementation of a balanced budget.
CM-2 Ensure that City programs are operated in a cost efficient and effective manner.
CM-3 Ensure financial stability through long range financial planning.
CM-4 Ensure prompt and courteous service to citizens and fellow employees.
CM-5 Respond to citizen contacts and requests for information.
CM-6 Ensure effective coordination of joint projects with the Claremont Unified School District
and the Claremont Colleges.
CM-7 Facilitate and create meaningful partnerships with community -based organizations and
other cities.
CM-8 Work closely with regional agencies on issues that promote the quality of life in Claremont.
CM-9 Provide quality responsive administrative support to the City Council.
CM-10 Direct all department activities to ensure implementation of City Council policies.
CM-11 Coordinate and provide direction on economic development projects.
CM-12 Pursue funding from regional and State agencies for City projects.
CM-13 Coordinate funding and planning efforts for regional transportation issues, such as the
Gold Line extension and other regional transit projects.
CITY OF CLAREMONT
CITY MANAGER'S OFFICE
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: City Manager's Office
Account(s): 110-1011, 114-1011
To implement City Council policy direction, provide overall project supervision, promote economic
stability through business development and retention, and promote organizational stability through
financial and human resources management.
• Regional Meetings Attended
• Legislative Letters Prepared
• Legislative Bills Tracked
• Agenda Reports Reviewed
• Citizen Budget Workshops Held
• Citizen Contacts Logged
• Friends of The Claremont Library Board
Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
50
43
29
26
31
17
6
4
7
1
19
11
8
8
8
229
154
230
181
205
-
2
2
2
1
810
689
862
1,192
921
Actual
20-21
00.
9 9 3 8
852,919 $
76,650
928,152 $ 962,967
643,915 196,290
$ 921,879 $ 929,569 $ 1,572,067 $ 1,159,257
Funding Sources
General Fund $ 904,642 $ 916,569 $ 1,099,067 $ 1,086,257
American Rescue Plan Act (ARPA) Fund - - 460,000 60,000
Successor Housing Fund 17,237 13,000 13,000 13,000
Total $ 921,879 $ 929,569 $ 1,572,067 $ 1,159,257
CP-1 Implement applicable objectives on the City Council Priorities list.
• Facilitate work on the economic development and financial stability priorities.
• Monitor work on priorities list items by other departments.
CM-1 Ensure the development and implementation of a balanced budget.
• Present a budget document for City Council consideration that is balanced and easily understood
by the public.
CM-2 Ensure the City's programs are operated in a cost efficient and effective manner.
• Coordinate meet and confer process with City employee bargaining units.
• Review, through each department, processes for potential improvement.
CM-3 Ensure financial stability through long range financial planning.
• Monitor local and regional economic indicators to plan early for potential changes in revenues
and expenditures.
• Monitor changes in contracts, insurance coverage, and personnel costs to plan for changes.
CITY OF CLAREMONT
CITY MANAGER'S OFFICE
CM-4 Ensure prompt and courteous service to citizens and fellow employees.
• Maintain a database of citizen contacts and a log of all resident comments and requests.
• Conduct research and follow-up on complaints and requests.
• Coordinate follow-up with all departments on resident comments and requests to ensure that
the proper responses are provided to the resident within the City response time guidelines.
CM-5 Respond to citizen contacts and requests for information.
• Provide citizens with requested information in an accurate and timely manner.
CM-7 Ensure effective coordination of joint projects with the Claremont Unified School
District and the Claremont Colleges.
• Hold regular meetings with the Claremont Unified School District Superintendent, the Claremont
Colleges Services CEO, and Claremont Colleges Executive Teams.
• Continue to explore joint project possibilities and develop collaborative ways to maximize
efficiency.
CM-8 Facilitate and create meaningful partnerships with community -based organizations
and other cities.
• Remain actively involved in community -based organizations in both a supportive and advisory role.
CM-9 Work closely with regional agencies on issues that promote the quality of life in Claremont.
• Actively participate in regional organizations and stay current on legislative issues to ensure
representation for Claremont's interests.
CM-10 Provide quality responsive administrative support to the City Council.
• Communicate and facilitate City Council Members' schedules, meetings, regional travel, and
conference attendance arrangements.
• Prepare written correspondence for City Council. Receive messages for City Council via
telephone, email, or in -person from the public and other agencies, and coordinate follow-up
with appropriate City Council member.
• Prepare Certificates of Recognition for award ceremonies and Council presentations.
CM-11 Direct all department activities to ensure implementation of City Council policies.
• Implement City Council policy by providing overall direction to operating departments including
review of all Council agenda items.
• Provide secretarial and administrative support to the City Council.
• Address the priorities of the City Council.
CM-12 Coordinate and provide direction on economic development projects.
• Implement a marketing program based on the marketing study results, which is designed
to attract visitors to the City's retail areas.
• Implement a marketing program designed to attract brokers/developers to invest in the City's
retail project areas.
• Work with developers/brokers when they contact the City to facilitate economic development
and redevelopment.
• Maintain programs designed to incentivize businesses to locate in Claremont.
• Collaborate with the Chamber of Commerce on economic development policies and projects.
CM-13 Pursue funding from regional and State agencies for City projects.
• Continue to actively pursue grants and other funding from Federal, State, and Regional
organizations for a variety of City programs.
CM-14 Coordinate funding and planning efforts for regional transportation issues, such
as the Gold Line extension and other regional transit projects.
• Serve as members of the Gold Line Technical Advisory Committee.
• Communicate and strategize with legislators on funding opportunities for projects throughout
the City.
CITY OF CLAREMONT
GENERAL GOVERNMENT
ORGANIZATIONAL CHART
CITY COUNCIL
• Legislative Advocacy
• Regional Agency & Policy Committee Representation
• City Representation in Local Inter -governmental & Inter -community
Issues
• Policy Setting
• Direction of City Manager & City Attorney
CITIZEN ADVISORY BODIE
Commissions
• Planning
• Architectural
• Traffic & Transportation
• Police
• Community & Human Services
Committees
• Teen
• Aging
• Human Relations
• Independence Day
• Youth Sports
• Trees
• Parks, Hillsides & Utilities
• Public Art
• Sustainability
CITY ATTOR
• Legal Review of Contracts
• Resolution/Ordinance Preparation
• Conflict of Interest Consultation
• Initial Review of Litigation
• City Council/Planning Commission Cou
GENERAL SERVICES
• Photocopying
• Postage
• Telephone Service
• City Memberships in Regional Organizations
ELECTIONS
• Biennial — District Based
CITY OF CLAREMONT
GENERALGOVERNMENT
Positions
City Council Members
Totals
PERSONNEL
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
5.00 5.00 5.00 5.00
5.00 5.00 5.00 5.00
W. CITY OF CLAREMONT
GENERAL GOVERNMENT
BUDGET SUMMARY
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
No. of Full -Time Employees
5.00
5.00
5.00
5.00
Expenditures
Base Level Expenditures
$ 2,598,170
$ 2,595,009
$ 3,137,431
$
3,177,611
Total Expenditures
$ 2,598,170
$ 2,595,009
$ 3,137,431
$
3,177,611
Funding Sources
General Fund
$ 2,598,170
$ 2,595,009
$ 3,137,431
$
3,177,611
Total Funding Sources
$ 2,598,170
$ 2,595,009
$ 3,137,431
$
3,177,611
% Change
20.90%
1.28%
CITY OF CLAREMONT 0
GENERALGOVERNMENT
GOALS
CP-1 Implement applicable objectives on the City Council Priorities List.
GG-1 Provide a system of elected representation to develop policies that reflect community
values and utilize the Council -Manager form of government to implement those policies.
GG-2 Involve interested citizens in the local government decision -making process.
GG-3 Provide a prudent level of financial protection against liability, property damage, and
claims against the City.
GG-4 Provide effective legal counsel.
CITY OF CLAREMONT
GENERAL GOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: CITY ATTORNEY
Account(s): 110-1013
To provide legal services to the City Council, Commissions, and staff. The City contracts with Rutan
& Tucker for most legal services.
• Basic (Retainer) Services Hours
• Special Services Hours
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
1,300 1,300 937 921 694
2,101 271 488 778 556
354,102 316,400 359,500 367,265
$ 354,102 $ 316,400 $ 359,500 $ 367,265
$ 354,102 $ 316,400 $ 359,500 $ 367,265
$ 354,102 $ 316,400 $ 359,500 $ 367,265
GG-4 Provide effective legal counsel.
• Provide legal review and assistance in land use, planning, purchasing, code
enforcement, and related municipal matters.
• Review and approve resolutions, contracts, and agreements.
• Assist in the development, review, and approval of ordinances.
• Assist in the review of policies and projects for compliance with the California Environmental
Quality Act (CEQA).
• Conduct annual community updates on the Brown Act, AB 1234 and conflict of
interest issues.
• Assist with Public Records Act responses.
• Assist City with special litigation issues.
CITY OF CLAREMONT
GENERALGOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: CITY COUNCIL
Account(s): 110-1010
To establish policies that will promote and maintain community standards and values, and provide
policy direction to the City Manager.
• Regional Meetings
156
43
154
228
244
• Formally Scheduled Constituent Meetings
1,000+
1,000+
1,000+
1000+
1000+
• Council Meetings
39
40
46
44
32
• Resolutions Adopted
74
70
83
80
67
• Ordinances Adopted
9
12
8
9
7
• Neighborhood Forums*
-
2
-
2
5
• Community Workshops**
7
7
8
-
5
• Council Booth Appearances
6
7
6
-
1
*Includes budget workshops.
**Includes Master Plans (Art, Foothill, CHWP, and Sustainability), the Police Facility, Transit, and Water workshops.
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 25,573 $ 26,094 $ 26,061 $ 26,061
5,417 23,560 33,360 33,360
54 950 - -
$ 31,044 $ 50,604 $ 59,421 $ 59,421
$ 31,044 $ 50,604 $ 59,421 $ 59,421
$ 31,044 $ 50,604 $ 59,421 $ 59,421
CP-1 Implement applicable items on the City Council Priority Goals.
• Meet at least twice a year (January and July) to receive updates on current priorities and
adopt the priorities list for the subsequent year.
• Act throughout the year to implement the City Council Priorities list.
GG-1 Provide a system of elected representation to develop policies that reflect community
values and utilize the Council -Manager form of government to implement those policies.
• Hold regular City Council meetings to conduct the official business of the City organization
and address community issues and concerns.
• Provide representation to regional associations, and work with neighboring communities
to address areas of mutual concern.
La CITY OF CLAREMONT
GENERAL GOVERNMENT
• Represent the City on issues that involve local, County, State, and Federal
government agencies.
• Advocate the City's positions on legislative issues that affect the community and the region.
GG-2 Involve interested citizens in the local government decision -making process.
• Maintain a system of citizen commissions and committees that advise and inform the
City Council on various issues.
• Be accessible to the media and the citizenry for information and questions.
CITY OF CLAREMONT
GENERALGOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: COMMISSIONS & COMMITTEES
Account(s): 110-1020
To provide policy recommendations to the City Council.
• Commission Members
35
35
35
37
37
• Commission Meetings
67
61
50
36
46
• Committee Members*
131
142
134
103
78
• Committee Meetings
67
62
73
25
35
*Includes ad hoc committee members.
Financial Data
Actual
Budgeted
Adopted
Adopted
Expenditures
Salaries and Benefits
$
- $
-
$
-
$
-
Services and Supplies
-
850
5,850
5,850
Equipment
-
-
-
-
Total
$
- $
850
$
5,850
$
5,850
Funding Sources
General Fund
$
- $
850
$
5,850
$
5,850
Total
$
- $
850
$
5,850
$
5,850
CP-1 Implement applicable items on the City Council Priorities list.
• Review and forward recommendations on projects that meet the goals of the City Council
Priorities list.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Review and forward recommendations on projects that meet the goals of the Sustainable
City and Embedment plans.
GG-2 Involve interested citizens in the local government decision -making process.
• Review and forward recommendations to the City Council on all issues brought to the
commissions and committees in a timely and thorough manner.
• Review and make recommendations on special projects assigned by the City Council.
• Participate in events such as the City Council/Commission workshops, study sessions
and annual Commissioner recognition event.
La CITY OF CLAREMONT
GENERAL GOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department:
General Government
Division:
ELECTIONS
Account(s):
110-1012
To provide general municipal elections every two years, and special elections as necessary. With
the implementation of SB 415, general municipal elections are held in November of even numbered
years and are consolidated with the County -run elections. Expenses associated with elections include
sample ballot printing and mailing, election ballot printing, vote by mail ballot printing and processing,
vote center staffing and equipment expenses, and ballot counting. November 2020 marked the first
by -district election. District 1 and District 5 representatives were elected. The balance of elected
representatives remain at large until November 2022.
General Elections:
• Polling Locations
• Registered Voters
• Ballots Counted
• Vote by Mail Ballots Processed
• Voter Turnout (General Municipal)
• Candidates Supported
• Open Committees Supported
• City Facilities Provided for Voting
• Vote by Mail Ballot Drop Off Locations
Special Elections:
• Polling Locations Supported
• Registered Voters
• Ballots Counted
• Vote by Mail Ballots Processed
• Vote by Mail Ballot Drop Off Locations
• Open Committees Supported
• City Facilities Provided for Voting
10***
11
4*****
22,471
21,512
*
10,281 *****
6,622***
****
*
8,674*****
3,474***
****
*
6,759*****
29%
74%
*
84%*****
8
8
*
8*****
8
10
4
9
4
2
3
*
1
2
2
2
6
*
110
4
-
-
*
*
21,086
****
22,326
****
-
****
23,482
*
*
*
****
2
****
2
****
-
*
*
4
3
-
*
3
1
-
`Non -election years.
**Election canceled.
***Beginning 2017, general election wer consolidated with the County,
****Function performed by the County.
*****Beginning 2020, by district elections were implemented.
CITY OF CLAREMONT
GENERALGOVERNMENT
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
76,697 7,150 85,150 -
$ 76,697 $ 7,150 $ 85,150 $ -
$ 76,697 $ 7,150 $ 85,150 $ -
$ 76,697 $ 7,150 $ 85,150 $ -
• CITY OF CLAREMONT
GENERAL GOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: GENERAL SERVICES
Account(s): 110-1017
To provide general operating services to all departments, not attributable to any single department,
such as telephone, postage, copying, professional organization membership, and City dues to regional
and national organizations.
• Internal Phone Extensions Maintained
• Phone Lines Maintained
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Overhead Credit
Total
Funding Sources
General Fund
Total
283 283 283 285 286
120 120 120 120 120
$ 34,715 $
257,000 $
257,000 $
257,000
1,484,100
1,302,309
1,413,467
1,422,283
(1,468,940)
(1,432,662)
(1,403,495)
(1,421,762)
$ 49,875 $
126,647 $
266,972 $
257,521
$ 49,875 $ 126,647 $ 266,972 $ 257,521
$ 49,875 $ 126,647 $ 266,972 $ 257,521
CITY OF CLAREMONT
GENERALGOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: LOCAL WATER ISSUES
Account(s): 110-1025
To provide management services in the form of research, policy and procedure development, reporting,
and intergovernmental coordination on water issues.
• Watermaster Board Meetings Attended
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
10
17,253
18,116 18,116 18,116
$ 17,253 $ 18,116 $ 18,116 $ 18,116
$ 17,253 $ 18,116 $ 18,116 $ 18,116
$ 17,253 $ 18,116 $ 18,116 $ 18,116
GG-5 Address local concerns about the City's water service, including rates, supply,
and conservation issues.
• Monitor waste water rules and regulations.
• Attend regional water meetings.
• Serve on the Six Basins Water Master Board and committees as assigned.
• Assist in citizen complaint resolution involving water issues.
CITY OF CLAREMONT
GENERAL GOVERNMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: General Government
Division: RISK MANAGEMENT
Account(s): 110-1023
To provide a safe working environment for employees, a safe community for citizens, and proper
insurance coverage for the City. The staffing hours for this service function are included in the
Administrative Services Department, City Clerk, and Personnel budgets.
Liability/CJPIA:
• Lawsuits Served
• Claims Filed
• Original Demand
• Settled Amount
• Open Cases
Workers' Compensation:
• Claims Filed
• Average Cost of Claims
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
6
5
4
3
4
79
57
88
84
65
$2.1 M
$1.9 M
$3.9 M
$12.6 M
$ 919,019
$102 K
$219 K
$328 K
$285 K
$303,710.43
40
15
29
24
7
27
21
22 26
23
$ 12,491 $
10,393 $
14,973 $ 4,965
$ 3,642
Actual
Budgeted
Adopted
Adopted
2,069,199
2,075,242
2,342,422
2,469,438
$ 2,069,199
$ 2,075,242
$ 2,342,422 $
2,469,438
$ 2,069,199 $ 2,075,242 $ 2,342,422 $ 2,469,438
$ 2,069,199 $ 2,075,242 $ 2,342,422 $ 2,469,438
GG-3 Provide a prudent level of financial protection against liability, property
damage, and claims against the City.
• Continue to maintain liability insurance coverage with California Joint Powers Insurance
Authority (JPIA).
• Monitor and analyze City claims for strategic ways to reduce potential claim incidents.
CITY OF CLAREMONT
GENERALGOVERNMENT
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
ORGANIZATIONAL CHART
City Clerk
• Agenda Preparation
• Election Support
• Municipal Code
• Records Management
• Liability Claims Managem
Processing
Personnel
• Recruitment
• Testing
• Training
• Employee Benefits
• Classification/Compensation
• Workers' Compensation &
Unemployment Claims
Management & Processing
ASSISTANT CITY
MANAGER
Community Information
• City Newsletter
• Employee Newsletter
• Press Relations
• Community Outreach
• Film Permits
• Website Content Administration
• Social Media
• Public Art
Technology Services
• Computer System Maintenance
• Computer Training
• Document Imaging
• Intranet
• Telephone System
• Website Support
CITY OF CLAREMONT
101
ADMINISTRATIVE SERVICES
Positions
PERSONNEL
Actual Budgeted
20-21 21-22
Adopted
22-23
Adopted
23-24
City Clerk
City Clerk
0.85
0.85
0.85
0.85
Deputy City Clerk
1.00
1.00
1.00
1.00
1.85
1.85
1.85
1.85
Personnel
Personnel Services Coordinator
1.00
1.00
-
-
Personnel Services Manager
1.00
1.00
1.00
1.00
Personnel Services Specialist
-
-
1.00
1.00
2.00
2.00
2.00
2.00
Public Information
Public Information Officer
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Technology Services
Administrative Specialist
0.50
0.50
-
-
Information Systems Officer
1.00
1.00
1.00
1.00
Information Technology Technician
1.00
1.00
1.00
1.00
Senior Administrative Assistant
-
-
0.50
0.50
2.50
2.50
2.50
2.50
Totals
7.35
7.35
7.35
7.35
102
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
BUDGET SUMMARY
No. of Full-time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Public Art Fund
Technology Fund
Total Funding Sources
% Change
Actual
Budgeted
Adopted
Adopted
20-21
21-22
22-23
23-24
2.50
2.50
2.50
2.50
$1,783,746 $1,780,039 $ 2,525,909 $1,844,299
$1,783,746 $1,780,039 $ 2,525,909 $1,844,299
$ 1,032,460 $1,016,510 $1,012,697 $1,043,237
- - 723,000 -
17,298 4,700 27,200 27,200
733,988 758,829 763,013 773,862
$1,783,746 $1,780,039 $ 2,525,909 $1,844,299
41.90%-26.98%
CITY OF CLAREMONT Im
ADMINISTRATIVE SERVICES
GOALS
CP-1 Implement applicable objectives on the City Council Priorities List.
AS-1 Provide administrative and technology support services to the City Council, City Manager,
and all operating departments on a daily and long-range planning basis.
AS-2 Provide a comprehensive public information program that distributes accurate information
on a timely basis through a variety of different media.
AS-3 Attract, train, and retain quality employees for the City organization.
AS-4 Administer employee classification, compensation, and benefit plans.
AS-5 Administer the City's Risk Management Program.
AS-6 Provide administrative personnel support to employees, operating departments, and the
City Manager's Office.
AS-7 Ensure compliance with all applicable laws —Government Code, Brown Act, Political
Reform Act, Public Records Act, and Elections Code.
AS-8 Facilitate improved research and records storage methods, and improve and simplify
access to public records.
AS-9 Provide continued customer service to our internal and external customers.
AS-10 Implement the recommendations of the Public Art Master Plan, and coordinate the
City's Public Art Program.
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Administrative Services
Division: CITY CLERK
Account(s): 110-1012
To maintain official City documents and records; respond to requests for public records; record the
legislative actions of the City Council; serve as the City's election official; maintain the Municipal
Code; process liability claims; act as the filing officer for economic interest and campaign statements
(unfunded mandate); and perform all other work as required by provisions of the Government Code
of the State of California relating to the position of City Clerk.
• Resolutions, Ordinances, and Recorded
Documents Reviewed and Finalized
• Support for City Council and Successor
Agency Regular and Special Meetings
Held
• Documents Notarized
• Campaign and Economic Interest
Statement Notifications, Reviews, and
Filings (Unfunded Mandate)
• Public Records Requests Fulfilled
(Written Response)
• Liability Claims Received, Processed,
and Tracked
• Elections Conducted
• Number of Document Pages Prepared
and Scanned into Document Image
Archive
• Number of Pages Maintained and
Available in the Document Image
Archive
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
115
110
105
110
113
39
40
46
46
32
136
146
105
128
216
151
170
123
200
120
142
66
84
82
134
80
57
88
83
68
1
2
1
1
-
103,718
35,332
37,428
257,534
34,560
2,118,315
2,153,647
2,191,075
2,448,609
2,483,169
$ 290,640 $
17,438
306,780 $
75,595
314,741 $
30,669
323,283
29,995
$ 308,078 $
382,375 $
345,410 $
353,278
$ 308,078 $ 382,375 $ 345,410 $ 353,278
$ 308,078 $ 382,375 $ 345,410 $ 353,278
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
Work Plan
AS-7 Ensure compliance with all applicable laws —Government Code, Brown Act,
Political Reform Act, Public Records Act, and Elections Code.
• Coordinate and process citizen liability claims.
• Maintain the Municipal Code.
• Maintain original ordinances, resolutions, minutes, contracts, and recorded documents.
• Prepare agendas, packets, and minutes.
• Post and/or publish public notices in a timely manner.
• Coordinate the filing of economic interest and campaign disclosure statements.
• Respond to requests for information.
AS-8 Facilitate improved research and records storage methods, and improve and
simplify access to public records.
• Scan and index paper records into document imaging system for staff research and to
facilitate public access to City records.
• Contribute to the maintenance of an informative and regularly updated Website that
includes timely information and public access to City records.
• Continue to stay abreast of new trends in technology regarding records management to
provide better research and storage services.
• Facilitate access to live and archived City Council meeting videos.
AS-9 Provide continued customer service to our internal and external customers.
• Provide City Hall counter support.
• Conduct research for staff and the public.
• Provide Website navigation assistance.
• Facilitate staff access to City Attorney.
• Provide commission reference materials to all Commissioners.
• Facilitate new Commissioner orientations related to Brown Act and conflict of interest laws.
• Coordinate the interview process for new Commissioners.
1061
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Administrative Services
Division: COMMUNITY INFORMATION
Account(s): 110-1016, 114-1016
To provide public information, public relations, and marketing support for the City organization; oversee
community outreach efforts, including community meeting coordination; serve as the City's liaison
with the news media; manage the content of the City's Website and social media; administer the film
permit process; and act as the cable TV customer complaint liaison.
• Press Releases Issued
• City Letter Community Newsletters
Produced
• Citizen Contacts Logged
• City Manager Weekly Update
• Social Media Posts
*Social Media was implemented in 2017.
Expenditures
50
44
22
34
21
4
4
4
3
4
810
689
862
1,192
921
25
25
25
25
25
363*
826
1,120
1,349
928
Salaries and Benefits
$
213,697
$
215,682
$
221,456
$
226,164
Services and Supplies
24,766
39,810
149,134
49,134
Equipment
-
-
-
-
Total
$
238,463
$
255,492
$
370,590
$
275,298
Funding Sources
General Fund
$
238,463
$
255,492
$
270,590
$
275,298
American Rescue Plan Act (ARPA) Fund
-
-
100,000
-
Total
$
238,463
$
255,492
$
370,590
$
275,298
CP-1 Implement applicable items on the City Council Priorities list.
• Communicate City Council's priorities to the community and provide information and
updates to the public on items contained on the Priorities list.
• Produce an annual report on City accomplishments.
• Prepare presentations for community groups on various topics.
AS-2 Provide a comprehensive public information program that distributes accurate
information on a timely basis through a variety of different media.
• Manage Social media content.
• Coordinate media relations efforts.
CITY OF CLAREMONT Im
ADMINISTRATIVE SERVICES
• Coordinate and/or assist in the public information, marketing, and community outreach
programs of all City departments.
• Publish the quarterly Claremont City Letter community newsletter.
• Coordinate the City's participation in community events.
• Prepare and submit award applications on behalf of the City.
• Administer the film permit process.
• Develop and publish City Manager Weekly Update.
• Manage City app for mobile devices.
• Coordinate neighborhood discussion forums.
• Assist with economic development by developing and implementing marketing programs.
• Assist with coordinating special events.
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Administrative Services
Division: PERSONNEL
Account(s): 110-1015
To recruit, through innovative, creative, and traditional practices, highly qualified employees; retain
those employees by providing competitive compensation and benefits; assist employees by interpreting
the Personnel Rules and Regulations and Administrative Policies by responding to questions and
concerns; and coordinate the recruitment and open enrollment process.
• Full-time Recruitments
18
12
21
8
24
• Full-time Applicants
1,250
1,383
1,262
665
1,688
• Full-time New Hires
5
9
5
6
16
• Full-time Separations
17
15
8
9
21
• Part-time Recruitments
15
25
24
15
26
• Part-time Applicants
637
1,130
812
999
839
• Part-time New Hires
27
37
35
35
43
• Part-time Separations
24
41
44
26
42
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 290,265 $ 298,187 $ 310,751 $ 327,626
195,654 80,456 85,946 87,035
$ 485,919 $ 378,643 $ 396,697 $ 414,661
$ 485,919 $ 378,643 $ 396,697 $ 414,661
$ 485,919 $ 378,643 $ 396,697 $ 414,661
AS-3 Attract, train, and retain quality employees for the City organization.
• Develop a diverse pool of qualified applicants for City positions by conducting recruitment,
testing, and interview processes.
• Retain employees by providing competitive benefits, salaries, and training opportunities.
• Develop and implement training programs to meet changing business practices and the
needs of the workforce.
AS-4 Administer employee classification, compensation, and benefit plans.
• Serve as liaison between plan administrators and employees on benefit issues.
• Conduct annual open enrollment process.
• Implement new technologies to better administer benefits and allow for greater flexibility
and responsiveness to employee needs.
CITY OF CLAREMONT a
ADMINISTRATIVE SERVICES
TLOA WHIR s•�u�iu�i�e��
AS-6 Provide administrative personnel support to employees, operating departments,
and the City Manager's Office.
• Interpret and ensure compliance with Administrative Policies, Personnel Rules and
Regulations, and Memoranda of Understanding.
• Coordinate performance evaluation notifications and completion.
• Process all employee separations and maintain both current and former employee records.
• Coordinate recruitment services, and new employee orientation and processing.
• Maintain and track recruitment records.
• Process workers' compensation claims.
• Prepare State and Federally mandated personnel and workers' compensation reports.
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Administrative Services
Division: PUBLIC ART PROGRAM
Account(s): 145-1018
To administer the public art program; coordinate rotating art exhibits at City facilities; oversee the City's
Public Art Inventory and Public Art Banner Collection; acquire and place public art pieces within the
community, and work with the Arts Coordinator and Public Art Committee to implement the Public Art
Master Plan and Public Art Committee Annual Work Plan.
• City Public Art Installations
• Private Development Art Installations
• Number of Art Exhibits in City Hall
• Public Art Inventory (No. of City -owned
Works)
• Number of Art Exhibits at the Alexander
Hughes Community Center
• Public Art Committee Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Public Art Fund
Total
4
2
2
1
2
46
45
45
46
47
4
1
1
-
1
9
5
7
7
7
17,298 4,700 27,200 27,200
$ 17,298 $ 4,700 $ 27,200 $ 27,200
$ 17,298 $ 4,700 $ 27,200 $ 27,200
$ 17,298 $ 4,700 $ 27,200 $ 27,200
CPA Implement applicable items on the City Council Priorities list.
• Continue to support the Arts.
AS-10 Implement the recommendations of the Public Art Master Plan, and coordinate the
City's art program.
• Work with the Arts Coordinator and the Public Art Committee to implement the goals of
the Public Art Master Plan and the Public Art Committee Work Plan.
• Build and expand on partnerships with other arts organizations to increase arts programs
and public art in Claremont.
• Work with the Planning Division and private developers to add public art components to
municipal and private developments.
CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Administrative Services
Division: TECHNOLOGY SERVICES
Account(s): 114-1019, 321-1019
To provide strategic planning, development, research, staff coordination, purchasing, implementation,
maintenance, and evaluation of Citywide technology and information system technologies, including
data, voice, phone system, radio, and technology capital -infrastructures; to provide maintenance for
the City's current hardware/software platforms (including the Finance and Police Department computer
systems); and to provide software updates and application training support.
• Community Access Workstations
• Workstations Maintained
• Network Servers Maintained
• Network Peripherals
• Technology User Group Meetings
• Telecommunication Devices
Maintenance
• User Support Incidents
• Users Supported
• System Support Incidents
• Average Incident Time
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
34
34
34
34
34
326
326
329
332
334
46
48
48
49
50
291
291
291
306
309
4
1
2
1
2
266
266
268
268
269
1,587
1,632
1,671
1,771
1,849
239
274
280
282
284
2,488
2,465
2,449
2,522
2,277
1.68 hrs
1.63 hrs
1.66 hrs
1.60 hrs
1.62 hrs
$ 394,856 $
389,367 $
394,705 $
405,508
299,824
327,735
326,580
326,627
39,308
41,727
664,727
41,727
$ 733,988 $
758,829 $
1,386,013 $
773,862
Funding Sources
American Rescue Plan Act (ARPA) Fund $ - $ - $ 623,000 $ -
Technology Fund 733,988 758,829 763,013 773,862
Total $ 733,988 $ 758,829 $ 1,386,013 $ 773,862
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Provide support for additional sustainability information to be posted on the City Website.
• Continue to implement energy saving technologies where appropriate.
AS-1 Provide administrative and technology support services to the City Council, City
Manager, and all operating departments on a daily and long-range planning basis.
• Maintain computer hardware/software.
• Manage technology planning and administration.
LW CITY OF CLAREMONT
ADMINISTRATIVE SERVICES
\TLGJIMndrwllK mor—
• Respond to software problems/issues.
• Provide computer training assistance and administration.
• Refresh office application software.
• Refresh server operating system software.
• Purchase replacement technology equipment.
• Research and implement technology infrastructure.
• Information technology review and strategic planning.
• Maintain network redundancy and disaster recovery systems.
• Protect network and data systems from intrusion and viruses.
• Maintain and support City telephone systems.
• Maintain document reproduction and processing equipment.
• Research and implement Cloud based solutions where appropriate.
AS-2 Provide a comprehensive public information program that distributes accurate
information on a timely basis through a variety of different media.
• Expand public Internet Web services.
• Maintain employee Intranet Web services.
• Maintain video streaming and archive of City Council meetings.
AS-8 Facilitate improved research and records storage methods, and improve and
simplify access to public records.
• Maintain and support Web access to document imaging archives.
• Increase data backup storage and improve restore methods.
CITY OF CLAREMONT Im
ADMINISTRATIVE SERVICES
LW CITY OF CLAREMONT
FINANCIAL SERVICES
ORGANIZATIONAL CHART
FINANCE DIRECTOR
J
Financial Reporting
& Analysis
• General Accounting
• Budget Development & Reporting
• Financial Statement Preparation
• Treasury & Investments
• Debt Administration
• Fixed Asset Accounting
• Grant Administration
Accounts Payable
• Purchase Order Processing
• Accounts Payable Processing
• Warrant Issuance
• Vendor Statement Review
• Vendor Tax Filings
Business Licensing
• Business Tax Collections
• Permit Processing
• Business License Enforcement
• Online Renewal System
Management
City Hall Reception
• Customer Service
• Cashiering
• Incoming & Outgoing Citywide
Mail Processing
Payroll
• Timecard Processing
• Payroll Processing
• Benefits Administration
• Payroll Tax Filings
Accounts Receivable
• Invoice Preparation
• Cash Receipt Processing
• Customer Service
• Collections
Utility Billing
• Sanitation Billing
• Payment Processing
• Sanitation Lien Processing
• Online Bill Payment System
Management
CITY OF CLAREMONT
FINANCIAL SERVICES
PERSONNEL
Actual Budgeted
Adopted
Adopted
Positions
20-21
21-22
22-23
23-24
Accountant
0.85
0.85
0.85
0.85
Accounting Assistant
1.85
1.85
1.85
1.85
Accounting Supervisor
0.85
0.85
0.85
0.85
Administrative Specialist
0.50
0.50
-
-
Finance Director
1.00
1.00
1.00
1.00
Office Assistant
0.85
0.85
-
-
Senior Accounting Assistant
1.00
1.00
1.00
1.00
Senior Administrative Assistant
-
-
0.50
0.50
Totals
6.90
6.90
6.05
6.05
CITY OF CLAREMONT
FINANCIAL SERVICES
BUDGET SUMMARY
No. of Full -Time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Total Funding Sources
% Change
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
6.90 6.90 6.05 6.05
$ 884,989 $ 875,894 $ 1,120,752 $ 907,857
$ 884,989 $ 875,894 $1,120,752 $ 907,857
$ 884,989 $ 875,894 $ 920,752 $ 907,857
- - 200,000 -
$ 884,989 $ 875,894 $1,120,752 $ 907,857
27.96%-19.00%
CITY OF CLAREMONT
FINANCIAL SERVICES
GOALS
CP-1 Implement applicable items on the City Council Priority List.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
FS-1 Provide administrative support to the City Council, City Manager, and all operating
departments on a daily and long-range planning basis.
FS-2 Ensure the City's compliance with Generally Accepted Accounting Principles (GAAP).
FS-3 Ensure that all financial obligations of the City are met in an accurate and timely fashion,
while providing for a reasonable return on investments.
FS-4 Administer the City's Capital Improvement Program.
FS-5 Facilitate improved research and records storage methods to improve and simplify
access to the City's financial records.
UU CITY OF CLAREMONT
FINANCIAL SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department:
Financial Services
Division:
ACCOUNTING & FINANCE
Account(s):
110-1014, 114-1014
To administer and coordinate the fiscal activities of the City and Successor Agency. This includes all aspects
of accounting, investing, business licensing, utility billing, payroll, debt administration, fixed asset accounting,
grant reporting, preparation of theAnnual Comprehensive Financial Report (ACFR) and other required financial
reports, budget preparation and administration, fund/program analysis, and special projects.
• Accounts Payable Checks Issued
• Business Licenses Issued
• Accounts Receivable Invoices
Generated
• Hours Counter Open to the Public per
Week
• Utility Bills Mailed
• Monthly Accounts Reconciled
• Payroll Checks Issued
Expenditures
4,276
4,096
3,876
3,562
3,380
3,157
3,181
3,194
3,162
3,047
1,573
1,713
1,597
1,266
1,229
44
44
44
44
44
32,944
32,588
32,165
30,746
29,605
240
252
252
252
252
6,746
6,297
6,220
6,213
5,907
Salaries and Benefits
$
767,734
$
758,159
$
752,222
$
784,327
Services and Supplies
117,255
117,735
368,530
123,530
Equipment
-
-
-
-
Total
$
884,989
$
875,894
$
1,120,752
$
907,857
Funding Sources
General Fund
$
884,989
$
875,894
$
920,752
$
907,857
American Rescue Plan Act (ARPA) Fund
-
-
200,000
-
Total
$
884,989
$
875,894
$
1,120,752
$
907,857
CP-1 Implement applicable items on the City Council Priority List.
• Provide current financial information and long-term revenue and expenditure projections to aid
in the development of policies to ensure the financial stability of the City and Successor Agency.
• Develop and maintain a ten-year financial plan, which focuses on long-term financial
sustainability.
• Evaluate and recommend reserve and other best practices financial policies for approval
and adoption.
• Continue to evaluate and secure revenue enhancement opportunities.
• Monitor options for funding, controlling or reducing current, future pension costs and
unfunded liabilities.
CITY OF CLAREMONT In
FINANCIAL SERVICES
FS-1 Provide administrative support to the City Council, City Manager, and all operating
departments on a daily and long-range planning basis.
• Provide current financial information to the City Manager and all departments to facilitate
the effective management of operating budgets.
• Aide in the financial analyses associated with the planning and completion of projects
throughout the City.
• Coordinate the preparation of the Operating and Capital Improvement Program Budget,
which includes conducting community forums, preparing salary and benefit projections,
data entry and validation, department meetings, and compilation of the budget document.
FS-2 Ensure the City's compliance with Generally Accepted Accounting Principles
(GAAP).
• Maintain the general ledgers for year-end close, financial audits, preparation of the ACFR,
State reports, debt administration, and grant reporting.
• Monitor the budget, including fiscal analysis and revenue management.
• Maintain the capital asset inventory database, including fixed assets over $5,000 and
infrastructure over $25,000.
• Draft new and monitor all current finance related policies to ensure compliance with local,
State, and Federal guidelines.
FS-3 Ensure that all financial obligations of the City are met in an accurate and timely
fashion, while providing for a reasonable return on investments.
• Process timecards, payroll, and benefit data for all full and part-time employees.
• Process accounts payable demands, issue warrants, and review statements.
• Issue and maintain purchase orders, process change orders, and complete year-end
close out.
• Prepare accounts receivable invoices, process payments, and coordinate collections with
outside firm on delinquent accounts.
• Maintain bank and cash reconciliation on a monthly basis for all City accounts.
• Invest idle cash ensuring that sufficient funds are available to meet accounts payable
and payroll needs.
• Process new applications and annual renewals of City business licenses and collect
applicable fees and taxes.
FS-4 Administer the City's Capital Improvement Program.
• Implement a financial plan that fully maintains the City's infrastructure with the goal of
maintaining a zero backlog through a program of preventative and routine maintenance.
• Manage the Capital Improvement Program five-year plan, which includes coordinating
monthly meetings and identifying potential funding sources and grant applications.
FS-5 Facilitate improved research and records storage methods to improve and simplify
access to the City's financial records.
• Image permanent records for staff research and to facilitate public access to City records.
• Maintain records management database for all general accounting, payroll, accounts
payable, utility billing, and accounts receivable records ensuring timely destruction when
applicable.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART
COMMUNITY DEVELOPMENT
DIRECTOR
Planning
• Environmental Review
• Land Use Review
• Tentative Subdivisions
• Institutional Master Plans
• Design Review
• Planning & Architectural
Commission
• General Plan & Code Amendr
• Affordable Housing
• CDBG Administration
Engineering
Public Right -of -Way Safety &
Maintenance
Traffic Safety & Engineering
Traffic and Transportation
Commission
Capital Improvements & Grant
Funded Projects
Utility Coordination
Mapping, GIS, & Plan Preparation
Plan Check, Permits & Inspections
Bicycle Coordination
NPDES Program
Building
• Plan Checks
• Permits
• Inspections
• Safety & Seismic Assessments
• Americans With Disabilities Act
Coordination
Community Improvement
• Code Violations
• Public Nuisance
• Property Maintenance Complaints
• Foreclosure Inspections
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
PERSONNEL
Actual Budgeted Adopted Adopted
Positions 20-21 21-22 22-23 23-24
Administration
Community Development Director
Management Analyst
Senior Administrative Assistant
Building/Community Improvement
Administrative Assistant
Building Inspector
Building Official
Building Permit Technician
Community Improvement Coordinator
Community Improvement Officer
Engineering
Administrative Assistant
Assistant Civil Engineer
Associate Civil Engineer
City Engineer
Public Works Inspector
Planning
Associate Planner
Principal Planner
Senior Planner
Totals
0.90
0.90
0.90
0.90
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.90
2.90
2.90
2.90
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
6.00
6.00
1.00
1.00
1.00
1.00
1.00
-
-
-
2.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
6.00
6.00
6.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
4.00
4.00
15.90
16.90
18.90
18.90
122.1
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
BUDGET SUMMARY
No. of Full -Time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Measure W Fund
Measure M Fund
AQMD Fund
TDAArticle 3 Fund
CDBG Fund
Total Funding Sources
% Change
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
3.00 3.00 4.00 4.00
$ 3,168,154 $ 3,529,290 $ 4,408,661 $ 4,257,502
$ 3,168,154 $ 3,529,290 $ 4,408,661 $ 4,257,502
$ 2,890,819 $ 3,118,897 $ 3,758,996 $ 3,757,837
-
-
350,000
200,000
141,344
173,000
170,000
170,000
-
100,000
-
-
1,151
3,600
3,600
3,600
-
2,250
2,250
2,250
134,840
131,544
123,815
123,815
$ 3,168,154
$ 3,529,291
$ 4,408,661
$ 4,257,502
24.92% -3.43%
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
GOALS
CP-1 Implement applicable items on the City Council Priority List.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
CD-1 Provide guidance for public and private development consistent with the community's
high standards.
CD-2 Continue implementation of the General Plan.
CD-3 Facilitate housing opportunities for individuals at all income levels.
CD-4 Monitor and participate in the preparation of sub -regional and regional planning projects
and policies.
CD-5 Monitor and provide comments on projects proposed within adjacent jurisdictions that
may affect Claremont.
CD-6 Administer the City's transportation planning efforts.
CD-7 Ensure that new development is attractive and compatible with its surroundings.
CD-8 Ensure the safety of buildings in Claremont.
CD-9 Protect public health and property values through enforcement of property maintenance
standards.
CD-10 Provide adequate physical infrastructure of streets, sidewalks, sewers, and storm
drainage facilities to provide services to homes and businesses in Claremont.
CD-11 Monitor and evaluate traffic circulation throughout the community to ensure that a safe
and efficient traffic system is provided.
CD-12 Ensure the City's compliance with the Municipal Separate Stormwater Sewer System
(MS4) Permit for the Los Angeles Region and Santa Ana River Watersheds.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department:
Community Development
Division:
BUILDING
Account(s):
110-2034
To regulate construction and occupancy of buildings in accordance with local, County, State, and
Federal laws; provide plan check and inspection services; manage building permit records; and
provide public information regarding code requirements and property history.
• Avg. Min. for Over-the-counter Permit
Issuance
• Development Valuations
• Inspections Performed
• Hours of Public Counter Service per
Week
• Avg. No. of Days Turnaround for Plan
Check
• Permits Issued
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
15
15
15
15
15
39.7 M
32.2 M
59.3 M
98.0 M
72.2 M
2,647
2,880
2,751
3,241
3,376
44
37
44
1
44
10
10
10
12
25
1,303
1,278
1,316
1,345
1,412
$ 416,340 $
457,472 $
483,472 $
507,478
24,460
31,369
34,997
32,227
4,947
10,500
7,000
7,000
$ 445,747 $
499,341 $
525,469 $
546,705
$ 445,747 $ 499,341 $ 525,469 $ 546,705
$ 445,747 $ 499,341 $ 525,469 $ 546,705
CP-1 Implement applicable items on the City Council Priority List.
• Promote and permit use of grey water systems.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Maintain LEED AP certification for Building Official.
• Participate in the Green Team (Building Official).
CD-8 Ensure the safety of buildings in Claremont.
• Provide 44 hours per week of counter and telephone coverage to the public for general
information, assistance, plan review, and issuance of permits.
• Enforce building standards to safeguard life, health, and property through plan review
and inspection procedures.
• Verify State contractor's licensing, workers' compensation insurance, and City business
taxes and licenses prior to permit issuance.
CITY OF CLAREMONT Im
COMMUNITY DEVELOPMENT
• Verify project approvals and payment of fees to other City divisions, departments, and
outside agencies.
• Perform on -site building inspections within 24 business hours of requests for new
construction or remodeling to ensure compliance with approved plans and applicable
requirements, conditions, standards, regulations, and codes.
• Provide timely and thorough in-house review of building plans for compliance with disabled
access, energy, fire and life safety, architectural, structural, electrical, plumbing, and
mechanical regulations.
• Conduct regular Citywide inspections and respond quickly to citizen complaints for
enforcing minimum development, housing, fire, and life safety standards to ensure the
safety of our citizens.
• Maintain the Citizen Contact Log regarding complaints and follow-up with enforcement
procedures for illegal construction and housing violations observed by staff and the public
at large.
• Maintain and update the HdL automated permit software system for efficient and quick
issuance of permits, tracking of plan checks, inspection records, expiration notices,
certificates of occupancy, building reports, Internet access for permit status, and online
permits.
• Perform records management and retention by preparing final permits for imaging and
preparing plans and supportive documents for microfilming for use by the public.
• Submit building permit data electronically to Los Angeles County Tax Assessor's office
for faster allocation of City's property tax increments.
• Provide overall management of Building and Community Improvement divisions, which
includes personnel administration, budget monitoring and preparation, establishment of
goals and policies, contract administration, training coordination, and response to public
concerns.
• Provide timely oral and/or written comments on proposed private and City projects going
through the development review process with current planning, and regularly attend
Development Review Committee meetings and Council and Commission meetings when
applicable.
• Perform as City's Americans with Disabilities Act (ADA) Coordinator to oversee compliance
with the various ADA regulations, respond to citizen special accessibility need requests
and complaints, and implement and enforce ADA and Fair Housing Act where applicable.
• Provide regular staff training to maintain and increase the quality of inspections and
plan reviews to meet the provisions of AB 717, which requires that certified Building staff
complete 45 hours of continuing education for each three-year period to meet their State
mandated professional license requirements.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Development
Division: BUILDING/Community Improvement
Account(s): 110-2032
To enforce the City's Municipal Code in a fair, sensitive, and timely manner; maintain high quality
community neighborhoods and commercial areas; and enforce codes relating to property maintenance,
zoning, public nuisances, signs, lighting, noise, and development. The Community Improvement
Program responds to resident complaints and conducts a proactive inspection program. This function
works with all City departments and many outside agencies.
• Cases Initiated from Complaint
• Cases Initiated by Staff
• Cases Resolved 10 Days or Less (1st
Letter)
• Cases Resolved 20 Days or Less
(Notice of Violation)
• Cases Resolved after Administrative
Citation
• Administrative Citations Issued
• Total Cases
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
424
522
557
518
478
1,451
1,032
1,020
413
345
88%
82%
73%
82%
88%
95%
95%
89%
91%
92%
96%
96%
98%
97%
96%
425
426
339
255
125
1,875
1,554
1,557
931
625
$ 226,072 $
249,462 $
384,786 $
403,309
13,615
15,661
34,166
34,258
1,732
3,700
3,700
3,700
$ 241,419 $
268,823 $
422,652 $
441,267
$ 241,419 $ 268,823 $ 422,652 $ 441,267
$ 241,419 $ 268,823 $ 422,652 $ 441,267
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Provide a quick response on foreclosed homes to prevent lapses in property maintenance.
• Focus code enforcement efforts strategically toward at -risk areas.
• Monitor property owner compliance with City water conservation program.
CD-9 Protect public health and property values through enforcement of property
maintenance standards.
• Provide 38 hours per week of counter and telephone coverage for public contact and
information.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
• Seek code compliance through proactive property inspections. Provide helpful brochures,
handouts, newsletters, and information to the Web Master for maintaining and updating
the City Website.
• Provide a user-friendly complaint process for citizens to report violations, and monitor
status of complaints while maintaining their confidentiality.
• Respond to citizen complaints by conducting timely investigations and resolutions.
• Work with outside agencies and other City departments to address illegal units, substandard
housing, health and fire hazards, packrat conditions, weed abatement, green pools,
vector control, barking dogs, wild animals such as coyotes, business licenses, signage,
and special events.
• Use code enforcement software and database system for input of code enforcement
cases, monitoring, status log, records management, correspondence, and monthly reports.
• Use administrative citation and administrative hearing process to achieve compliance and
abatement of repeat offenders and longstanding difficult cases.
• Attend educational and code enforcement development training, professional association
meetings and conferences, and maintain PC 832 certifications.
• Track and inspect foreclosed properties to ensure continued compliance with City codes.
U. CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Development
Division: ENGINEERING
Account(s): 110-2036, 114-2036, 125-2036, 126-2036, 131-2036
To provide for public safety in the areas of traffic engineering and all infrastructure within the public
right-of-way, including streets, street lights, sidewalks, striping, signage, traffic signals, bicycle and
pedestrian facilities, traffic safety around school zones, sewer, and storm drains; responsible for
compliance with the Americans with Disabilities Act (ADA) within the public right-of-way; responsible for
administering street maintenance contracts, and capital improvement projects, and implementation and
compliance with the National Pollutant Discharge Elimination System (NPDES) Program (unfunded
mandate); provide plan check and inspection services for grading and public works permits, utility
work permits, development reviews, tract/parcel map checks, lot line adjustments, and compliance
certificates; analyze traffic and right-of-way activities in the City; provide technical support for sewer
maintenance tasks; plan, design, and manage the construction of City -owned sewer lines; respond
to public inquiries regarding traffic, parking, drainage, and public works issues; work with other City
departments and outside agencies on regional and sub -regional transportation and public works
issues; staff and advise the Traffic and Transportation Commission; and obtain grant funding for critical
City projects.
• Sewer Related Citizen Contacts
280
240
250
250
250
• Traffic Related Citizen Contacts
330
500
650
500
800
• Capital Improvement Project Citizen
Contacts
40
320
800*
200
250
• Grading Permits Issued
76
56
59
126
130
• Public Works Permits Issued
230
291
290
257
323
• Traffic Commission Agenda Items
26
30
22
18
24
• City Council Agenda Items
13
20
21
17
10
• Average Turnaround for Plan Check
(Days)
21
28
28
24
24
• Number of ADA Ramps Installed/
Upgraded
5
19
46
2
5
• Infill Sidewalk Installed (Square Feet)
1,100
-
33,578
-
-
• New Bike Lanes/Paths Provided (Miles)
0.1
0.3
4.26
-
-
• Traffic/Pedestrian Signal Installation/
Modification
-
3
5
-
10
• Traffic Counts Obtained
2
2
14
5
365
• Lane Miles of Streets Overlaid
2.5
0.4
8.8
0.8
-
• Lane Miles of Streets Slurried
-
23
-
-
-
• Dollar Amount of Grants Obtained
-
$ 7.75 M
-
$ 686 K
-
• Number of Traffic Signals Maintained
54
56
56
56
56
• Number Traffic Operations Center
Signals
31
31
31
31
31
*Includes citizen complaints related to the Foothill Boulevard Master Plan Improvements Project and Golden State Water's
concurrent projects.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Measure W Fund
Measure M Fund
TDAArticle 3 Fund
Total
$ 828,661 $
859,740 $
910,765 $
939,991
456,196
671,891
819,213
665,370
3,913
8,750
21,750
21,750
$ 1,288,770 $
1,540,381 $
1,751,728 $
1,627,111
$ 1,147,426 $ 1,265,131 $ 1,479,478 $ 1,454,861
- - 100,000 -
141,344 173,000 170,000 170,000
- 100,000 - -
- 21250 27250 27250
$ 1,288,770 $ 1,540,381 $ 1,751,728 $ 1,627,111
CP-1 Implement applicable items on the City Council Priority List.
•
Support alternative transportation.
•
Strive to integrate a variety of pedestrian and bicycle improvements.
•
Implement Sustainability Plan.
•
Oversee Gold Line extension construction.
•
Implement the Watershed Management Plan by continued monitoring and mitigation.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
•
Implement a Complete Streets Policy to evaluate City streets for consistency.
•
Provide safe and convenient walking routes to promote walking as a form of transportation.
•
Capture and conserve storm water and other water resources.
•
Implement the Watershed Management Plan.
•
Promote transportation alternatives by third parties such as ZipCar, Green Bike Program,
and bike rentals.
•
Construct infill sidewalks Citywide.
•
Support extension of the Gold Line to Claremont and Ontario International Airport.
•
Develop, update, and maintain sustainable infrastructure policy and standards.
•
Apply sustainability best practices to streets, parking lots, and landscaping.
CD-1 Provide guidance for public and private development consistent with the
community's high standards.
•
Provide public information on engineering and traffic issues at the public counter and
by phone. Staff members perform day-to-day tasks of providing information to the public
and issuing public works and grading/on-site improvement permits at the public counter.
•
Update the City Website to provide speed survey, fee information, and references to all
applicable construction standards.
•
Provide plan check services for grading plans, public work improvements, street and sewer
improvement plans, and other improvements within the right-of-way for compliance with
public works construction, and City, State, ADA, and Uniform Building Code regulations.
•
Conduct a traffic impact review of land use development proposals and evaluate compliance
of the development with the roadway levels of service outlined in the Community Mobility
Element of the General Plan.
•
Assign the fair share of costs for the expansion of the City's infrastructure to private
development projects.
UN CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
• Provide Traffic and Transportation Commission support. This includes coordinating with the
Commission Chair, setting the Commission agenda, providing staff support at Commission
meetings, and preparing meeting minutes.
• Research and submit applications for grant funding to enhance the infrastructure and/or
circulation system of the City and implement the project when the funds become available.
• Provide mapping and documentation support through AutoCAD and GIS services.
CD-2 Continue Implementation of the General Plan.
• Work with the Traffic and Transportation Commission and the City Council to prioritize the
tasks outlined in the General Plan relating to circulation, pedestrian, and trail improvements/
enhancements.
• Work with Planning staff and the Traffic and Transportation Commission to revise the
Mobility Element of the General Plan to add State mandated VMT methodology and adjust
LOS methodology where necessary.
• Update the Sewer Master Plan and model to reflect the General Plan designations and
build -out conditions for the community.
CD-4 Monitor and participate in the preparation of sub -regional and regional planning
projects and policies.
• Participate in SGVCOG Technical Advisory Committee activities to stay apprised
of sub -regional traffic and public works issues.
• Review and comment on sub -regional and regional planning documents from agencies such
as SCAQMD, SCAG, SGVCOG, JPA, and Metro to identify issues relative to Claremont
and to participate in solutions to regional issues.
• Adopt a Shared Mobility Ordinance to support development of SGVCOG Regional Bike
Share Program.
CD-5 Monitor and provide comments on projects proposed within adjacent jurisdictions
that may affect Claremont.
• Review and comment on private and public projects/plans proposed within the adjacent cities
of Upland, Montclair, Pomona, La Verne, and within the adjoining unincorporated areas with
attention given to issues that could have traffic and/or infrastructure impacts on the City.
CD-10 Provide adequate physical infrastructure of streets, sidewalks, sewers, and
storm drainage facilities that provide adequate services to homes and businesses
in the City.
• Provide project design and management for Towne Avenue Corridor Improvements.
• Provide contract management and administration associated with designated/assigned
Capital Improvement Program projects.
• Provide designs and construction management for new public sewer systems as needed.
• Annually update the pavement management program to provide a method of documenting
roadway pavement conditions throughout the community and to utilize as a tool for
prioritizing capital improvement projects.
• Continue to monitor and enhance the City's compliance with ADA regulations regarding
streets, public parking lots, and sidewalks.
• Utilize SB1 Funding to rehabilitate City arterial and collector roadways (previously
unfunded).
• Ensure the City's compliance with MS4 permit standards through ongoing monitoring and
ensure that development complies with appropriate submittals of Storm Water Pollution
Prevention Plans as required.
• Evaluate new street lighting systems throughout the City to maximize safety within the
scope of various lighting guidelines.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
Work Plan (Continued)
CD-11 Monitor and evaluate traffic circulation throughout the community to ensure that
a safe and efficient traffic system is provided.
• Continue to implement and maintain the Pomona Valley Intelligent Transportation System
(PVITS) traffic control center at City Hall. Continue to utilize current and new County -
secured grant funding. This project has the capability of connecting most of the City -
controlled traffic signals to a central command center, which would be in the Engineering
Division, and would allow for improved signal monitoring and timing control.
• Respond to requests from residents for the installation of traffic control devices, research
traffic/pedestrian counts and sight distance as needed, and review requests in conjunction
with the Traffic and Transportation Commission on an as -needed basis.
• Implement the traffic calming policy as a means of addressing increased speeds on
residential streets.
• Continue implementation of the goals outlined in the Complete Streets Policy
and Sustainable City Plan, including the bicycle safety improvements within the Bicycle
Priority Zones.
• Continue to provide staff support to the Bicycle Pedestrian Advisory Committee.
• Conduct traffic engineering studies, including speed surveys, traffic volume monitoring
and parking studies, and/or manage contracts for such services.
CD-12 Ensure the City's compliance with the Municipal Separate Stormwater Sewer System
(MS4) Permit for the Los Angeles Region and Santa Ana River Watersheds.
• Implement the monitoring requirements outlined in the Permit's Coordinated Integrated
Monitoring Plan (CIMP).
• Implement the Watershed Management Plan through program administration, commercial
and industrial inspections, monitoring of illicit discharges and connections, construction
project inspections, public education and outreach, and implementation of Best Management
Practices.
• Evaluate new development and redevelopment projects for compliance with the City's
Low Impact Development Ordinance.
• Implement the City's Green Street Policy and pursue grant funding for projects that
incorporate green street practices, such as storm water catchment installations, bio-swales,
drought -tolerant landscaping, and infiltration devices.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Development
Division: PLANNING/Current and Advanced
Account(s): 110-2031, 114-2031, 130-2031, 134-7002, 134-7004
Current Planning is responsible for the orderly development of the community; to ensure that new
development is attractive and compatible with the surroundings consistent with the City's codes and
policies; to analyze land use and development proposals from an environmental, zoning, land use, and
design review standpoint; to provide information and assistance to the public on the City's planning
process; to encourage public participation in land use and design review matters; to serve as the
coordinators among the various City departments and other outside agencies in land use and design
matters, and to staff and advise the Planning and Architectural Commissions. The Planning Division
also conducts advance planning studies and projects to update and improve City codes and policies
in response to new issues and legal requirements; to prepare annually mandated reports; and to
implement Federal and State mandates.
• Hours of Counter Service per Week
• Staff Over-the-counter Permit Approvals
• Staff Review Cases
• Additions to Existing Single Family
• Number of Mills Act Contracts Approved
• Average Review Time (Days) for
Staff Action From Time Application is
Deemed Complete
• Average Review Time (Days) for
Commission Action From Time
Application is Deemed Complete
• Hours Spent on Architectural
Commission Awards
• Citizen Contact Log Responses
• Residential Units Approved
• Commercial and Institutional Projects
• Initial Studies Prepared
• Architectural Commission Agenda Items
• Planning Commission Agenda Items
• Regional and Sub -regional Meetings
• Zoning Code and General Plan
Amendments
• Mandate Implemented or Required
Reports
• Reviews of Proposed Projects of Other
Agencies
44
26
26
40
40
417
496
419
532
475
93
73
101
757
220
49
54
30
41
15
2
-
1
1
3
30
45
45
35
35
50
60
70
50
50
50
-
-
-
-
165
150
74
138
112
38
2
17
133
73
23
68
50
82
57
3
-
2
3
3
36
27
35
22
23
10
32
21
24
28
12
18
16
12
20
2
4
-
7
4
3
3
-
5
2
6
6
6
7
3
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
AQMD Fund
CDBG Fund
Total
$ 680,720 $
511,498
802,580 $ 957,378 $ 1,000,930
418,166 751,434 641,489
$ 1,192,218 $ 1,220,746 $ 1,708,812 $ 1,642,419
$ 1,056,227 $
1,085,602 $
1,331,397 $
1,315,004
-
-
250,000
200,000
1,151
3,600
3,600
3,600
134,840
131,544
123,815
123,815
$ 1,192,218 $
1,220,746 $
1,708,812 $
1,642,419
CID - 1 Implement applicable items on the City Council Priorities & 2022-24 Objectives List.
Examine current Community Improvement and Planning staff levels and other resources
needed to address issues in the community.
• Assess traffic calming measures including street infrastructure and design.
• Actively promote alternative uses of streets including bicycles, walking, and scooters
• Evaluate nuisance activity occurring in and around local motels and use a collaborative
approach to abate the activity, including consiederation of a nuisance motel ordinance.
• Enhance ADU Program by considering pre -approved design options.
• Undertake deliberate planning for the development of the Foothill Blvd and Monte Vista
Ave within existing zoning, and work with Los Angeles County or the City of Upland to
adopt an Airport Compatibility Plan.
• Consider options to repurpose and provide affordable housing.
• Consider providing additional rental assistance programs.
• Implement Multi -family Housing Improvement Program.
• Implement the Watershed Management Plan.
• Apply LEED neighborhood development design principles to new developments.
• Promote mixed use and transit -oriented development as appropriate.
• Provide an extensive and safe system for walking and hiking that links areas of Claremont.
• Monitor and implement policies mandated by State government regarding greenhouse
gas reductions (AB 32 and SB 375).
• Monitor development of Golden State Water's Urban Water Management Plan to ensure
that water conservation, reclamation, and facility development policies are consistent with
goals of the Sustainable City Plan.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Implement achievable goals related to Micro mobility
• Implement acheivable goals to support alternatives to driving
• Implement acheivable goals to support privately owned greener buildings, neighborhoods
and public infrastructure
• Incentivize open space and provide information on permeable surfaces
• Develop affordable housing as required by the State through the Housing Element Update.
• Implement State Mandated Water Efficient Landscape Ordinance.
• Continue to support and implement Transit Oriented Development (TOD) land use policies.
LW CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
• Apply LEED neighborhood development design principles to new developments.
• Promote mixed use and transit -oriented development as appropriate.
• Provide an extensive and safe system for walking and hiking that links areas of Claremont.
• Monitor and implement policies mandated by State government regarding greenhouse
gas reductions (AB 32 and SIB 375).
• Monitor development of Golden State Water's Urban Water Management Plan to ensure
that water conservation, reclamation, and facility development policies are consistent with
goals of the Sustainable City Plan.
CD-1 Provide guidance for public and private development consistent with the
community's high standards.
• Provide public information on development and planning issues at the public counter and
by phone. Staff members perform day-to-day tasks of providing information to the public
and approving "over the counter level" permits at the public counter.
• Provide planning and environmental support for City projects and assist other departments
by providing zoning analysis for City proposed projects, preparation and/or management
of CEQA documentation for City projects, and coordinating review by the Planning and/
or Architectural Commission.
• Provide Planning Commission and Architectural Commission support by coordinating with
the Commission Chair, setting the Commission agenda based on submitted projects,
preparing staff reports and notices, providing staff support at Commission meetings, and
preparing meeting minutes and resolutions.
• Manage environmental review of land use development proposals, including Environmental
Impact Report contracts, and facilitate the review and action by the appropriate review
body (i.e., staff, Planning Commission, or City Council).
• Implement the City's land use standards/processes and zoning administration for variances,
minor exception permits, conditional use permits, subdivisions, zone changes, General
Plan amendments, code amendments, specific plans, specific plan amendments, special
use and development permits, and special outdoor use permits.
• Adjust community development fees as needed to keep up with cost increases.
• Process Code Amendment to add a Historic Preservation Program/Ordinance into the
City's Municipal Code.
• Process for adoption the draft Citywide Design Guidelines.
• Special Projects - a number of projects are anticipated including various College buildings
and site improvements, new residential developments , and commercial and mixed use
development projects within the Village South Specific Plan area and Citywide.
CD-2 Continue implementation of the General Plan.
Finalize the 2021-2029 Housing Element Update for State certification and local adoption.
Update the Safety Element in conjunction with the Housing Element Update.
• Use the adopted Implementation Plan as the guiding document and work on tasks as
directed and as resources are allocated.
• Prepare State mandated annual review/report on General Plan implementation. In
accordance with Government Code Section 65400, report the status of the plan, the
City's progress toward implementation, and the City's progress in meeting its share of
regional housing needs.
CD-3 Facilitate housing opportunities for individuals at all income levels.
• Implement housing element programs and policies.
• Administer inclusionary housing ordinance.
CITY OF CLAREMONT
COMMUNITY DEVELOPMENT
CD-4 Monitor and participate in the preparation of sub -regional and regional planning
projects and policies.
• Attend SGVCOG Planning Director's meetings to participate in solutions to regional issues.
• Review and comment on sub -regional and regional planning documents from agencies
such as SCAQMD, SCAG, and Metro to identify issues relative to Claremont and to
participate in solutions to regional issues.
CD-5 Monitor and provide comments on projects proposed within adjacent jurisdictions
that may affect Claremont.
• Review and comment on private and public projects/plans proposed within the adjacent
jurisdictions of Upland, Montclair, Pomona, La Verne, and County unincorporated areas
with attention given to issues that could impact Claremont.
• Review and comment on projects associated with Cable Airport, Brackett Field, and
Ontario International Airport to monitor issues that could impact Claremont.
CD-6 Administer the City's transportation planning efforts.
• Coordinate with Metro and the Gold Line Construction Authority on preparing for the
extension of the Gold Line light rail project to Claremont.
• Continue to implement City's Complete Streets Policy.
• Utilize the VMT traffic thresholds for CEQA documentation and continue to coordinate
with the SGVCOG and selected consultants to refine the VMT program in the SGVCOG
and our surrounding Northeast subarea.
CD-7 Ensure that new development is attractive and compatible with its surroundings.
• Provide Architectural Commission support.
• Manage environmental review of development proposals, including Environmental
Impact Report contracts, and facilitate review by the appropriate review body (i.e., staff,
Architectural Commission, or City Council).
• Implement the City's design review standards and review process for architectural staff
reviews, Architectural Commission reviews, rural design reviews, and signage proposals.
Staff will provide design policy analysis for privately proposed projects and advise applicants
of consistency and/or deficiencies from adopted standards/policies.
• Assist Citizens with advice on landscape designs as they remove turf and seek to make
landscapes more sustainable, while not compromising the City's urban forest.
• Process a Municipal Code Amendment to implement SB 9 State "Duplex Law".
• Process a Municipal Code Amendment to implement "Multi Family Objective Design
Standards".
W. CITY OF CLAREMONT
PUBLIC SAFETY
ORGANIZATIONAL CHART
CHIEF OF POLICE
Administrative Division
Administration
• Department Management
• Internal Investigations
• Fire Services Liaison
• Police Commission Support
• Budget/Purchasing
• Grants/Grant Management
• Policy and Procedures Development
• Recruitment/Backgrounds
• Department Training
• Community Patrol Volunteers
• Trauma Intervention Service
• Special Event Planning/Staffing
Administrative Services Bureau
• School Resource/DARE Officer
• Problem Oriented Policing Team
• Solicitor Licensing
Support Service Division
Record Bureau
• Records Custodian and
Management
• Livescan Operations
• Subpoena/Court Services
• Overnight Parking Systems
• Impound Lot
• Citation Processing/Management
Communication Bureau
• 9-1-1 Public Safety Answering Point
• Video Management Systems
• City Radio System Management
• CLETS/DOJ Liaison
Jail Bureau
• Manage Type I Jail Facility
• Inmate Management
• Facility Operations
• STC Liaison
• DUI/Booking Service Fees
Operating Division
Patrol Bureau
• 24-Hour First Responders
• Reserve Police Officer Program
• CERT Program
• Fleet Management
• Disaster Preparedness
• Safe & Healthy Housing
• K9 Program
• Emergency Operations Center
• Joint Ops Committee (PD/CUSD)
• SEMS Management
• Explorer Program
• Use of Force/Collision Review
• ALPR System Management
Traffic Bureau
• Enforcement & Education
• Parking Enforcement
• Crossing Guards
• Major Accident Investigation
• Traffic Grants
Detective Bureau
• Criminal Investigations
• Criminal Court Filings
• Regional Terrorism Task Force
• ICAC Team (Child Exploitation)
• Property/Evidence Management
• Federal Surplus Property Program
• Forensics
• GPS System Management
• LA IMPACT
CITY OF CLAREMONT Im
PUBLIC SAFETY
PERSONNEL
Positions
Actual
20-21
Budgeted
21-22
Adopted
22-23
Adopted
23-24
Administration
Chief of Police
1.00
1.00
1.00
1.00
Senior Administrative Assistant
1.00
1.00
1.00
1.00
Administrative Assistant
1.00
1.00
1.00
1.00
Management Analyst
1.00
1.00
-
-
4.00
4.00
3.00
3.00
Administrative Services Bureau
& Problem Oriented Policing Team
Sergeant
1.00
1.00
-
-
Lieutenant
-
-
1.00
1.00
Corporal/Officer
2.00
2.00
2.00
2.00
Corporal/Officer (DARE/SRO)
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
Detective Bureau
Lieutenant
1.00
1.00
1.00
1.00
Sergeant
-
-
1.00
1.00
Corporal/Officer
4.00
4.00
4.00
4.00
Corporal/Officer (LA IMPACT)
1.00
1.00
1.00
1.00
Corporal/Officer (TRAP Team)
1.00
1.00
1.00
1.00
Administrative Assistant
1.00
1.00
1.00
1.00
Property & Evidence Clerk
1.00
1.00
1.00
1.00
9.00
9.00
10.00
10.00
Operations
Captain
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Patrol Bureau
Lieutenant
2.00
2.00
2.00
2.00
Sergeant
4.00
4.00
4.00
4.00
Corporal/Officer
17.00
17.00
17.00
17.00
23.00
23.00
23.00
23.00
Traffic Bureau
Corporal/Officer
2.00
2.00
2.00
2.00
Parking Enforcement Officer
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
Services
Lieutenant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Records & Communications Bureau
Communications Officer II
6.00
6.00
6.00
6.00
Communications Officer 1
2.00
2.00
2.00
2.00
Senior Records Clerk
1.00
1.00
1.00
1.00
Records Clerk
3.00
3.00
3.00
3.00
12.00
12.00
12.00
12.00
W. CITY OF CLAREMONT
PUBLIC SAFETY
Positions
Jail Bureau
Senior Jailer
Jailer
Data Collection & Systems Management
Information Systems Administrator
Information Technology Technician
Total Non -Sworn
Total Sworn
Totals
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
1.00 1.00 1.00 1.00
4.00 4.00 4.00 4.00
5.00 5.00 5.00 5.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
25.00
39.00
25.00
39.00
24.00
40.00
24.00
40.00
64.00
64.00
64.00
64.00
CITY OF CLAREMONT
PUBLIC SAFETY
BUDGET SUMMARY
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
No. of Full -Time Employees
39.00
39.00
40.00
40.00
Expenditures
Base Level Expenditures
$13,124,897
$13,704,730
$15,051,821
$14,621,619
Total Expenditures
$13,124,897
$13,704,730
$15,051,821
$14,621,619
Funding Sources
General Fund
$13,032,266
$13,536,009
$13,649,356
$14,211,512
American Rescue Plan Act (ARPA) Fund
-
-
1,170,000
175,000
SLES Fund
32,202
104,000
162,000
162,000
Traffic Offender Fund
60,429
64,721
70,465
73,108
Total Funding Sources
$13,124,897
$13,704,730
$15,051,821
$14,621,619
% Change +9.83% -2.86%
l CITY OF CLAREMONT
PUBLIC SAFETY
GOALS
CP-1 Implement applicable items on the City Council Priority List.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
PS-1 Effectively manage department operations.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
PS-3 Maintain a safe community, in which citizens can reside, work, and visit.
PS-4 Implement a Body Worn Camera (BWC) program.
PS-5 Recruit, hire, and train personnel to provide public service in an unbiased manner.
PS-6 Strengthen and increase community contacts and outreach programs to ensure
partnerships with the community as part of Community Oriented Policing philosophy.
PS-7 Strive for the safe and efficient movement of traffic throughout the community.
PS-8 Respond to Priority 3 (emergency) calls for service within an average of four minutes.
PS-9 Investigate crimes occurring in the community with an emphasis on clearing investigations
through identification, arrest, and prosecution of suspects.
PS-10 Initiate proactive crime suppression and prevention strategies throughout the community.
PS-11 Initiate proactive investigations to identify and arrest those persons with outstanding
arrest warrants residing in the community.
PS-12 Participate in the Los Angeles County Law Enforcement Mutual Aid Program.
PS-13 Participate in regional terrorism warning and intelligence groups and task forces.
PS-14 Provide cost effective public safety services through the utilization of volunteers to
supplement existing staff.
PS-15 Process and manage evidence/property related to arrests and investigations.
PS-16 Provide timely, newsworthy information to the media and the public.
PS-17 Enforce permit parking throughout the City.
PS-18 Enforce the overnight parking ordinance.
PS-19 Initiate proactive traffic enforcement and prevention strategies throughout the community
that includes the use of enforcement, education, and engineering.
PS-20 Develop and continue collaborative partnerships with surrounding law enforcement
agencies for a regional and proactive approach to traffic enforcement and problem solving.
PS-21 Ensure that crossing guards remain at identified locations in the community to ensure
safe transit of school children to and from school.
CITY OF CLAREMONT Im
PUBLIC SAFETY
PS-22 Operate a Type I jail facility for the temporary holding of pre -arraigned inmates within the
mandates of the California Department of Corrections and Rehabilitation.
PS-23 Prepare, update, and exercise the procedures for responding to disasters.
PS-24 Maintain updated Standardized Emergency Management and National Incident
Management System plans.
PS-25 Develop emergency contracts with area vendors for access during disasters and
emergencies.
PS-26 Utilize the completed Continuity of Operations Plan (COOP) and the assistance of the City
Emergency Management Team (CEMT) to coordinate vendor selection for emergency
purchases, and update the list annually.
PS-27 Provide crime and traffic research and analysis to department staff in an effort to reduce
crime and traffic related incidents.
PS-28 Continue joint operations partnership with the Claremont Unified School District for a
collaborative approach to responding to events on campuses, campus safety, student
attendance, drug awareness education, problem solving, and community interaction.
PS-29 Work with the Claremont Unified School District to update the response plans to critical
incidents on school sites, and provide direct radio communications between the Police
Department and the various school sites to enhance security and public safety responses
to incidents at school sites.
PS-30 Provide critical incident/active shooter training to all School District staff and all City
staff. Provide information on the City and Police Department website, as well as the City
newsletter to inform the community so they are better prepared.
PS-31 Effectively utilize technology and deploy resources to impact crime and traffic safety in
the community.
PS-32 Continue analysis of replacing or retrofitting and expanding the Public Safety Facility.
PS-33 Transition the City's aging voice communications system to a subscriber model
(LA-RICS).
PS-34 Make investments in disaster preparedness needed to provide the City with effective
emergency response capability.
PS-35 Assign an officer to the Taskforce for Regional Auto Theft Prevention (TRAP), which is
fully funded through reimbursement.
PS-36 Conduct programming updates as needed to all City mobile and portable radios used for
everyday business operations as well as emergency incidents to ensure that our radio
communications meet the needs of the organization and its response to the community.
PS-37 Use GPS devices in areas with high theft rates to identify and apprehend criminals.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: ADMINISTRATION
Account(s): 110-3040
To direct day-to-day operations of the Police Department; oversee the preparation, implementation,
and oversight of the department budget; monitor employee recruitment and promotions; manage
the employee evaluation process; review and assign internal investigations and citizen complaints,
and take disciplinary action as necessary; provide administrative support to the Police Commission
and Police Review Ad Hoc Committee (PRAH) in reviewing citizen complaints and related
investigations; represent the Police Department in City, County, and State activities; research, apply
for and administer public safety related grants; provide records coordination and budget control for
the department; and provide administrative support to division heads and other station personnel.
• Letters of Commendation Received
• Police Records Clearance Letters for
Travel Visas, Adoptions, etc.
• Formal Complaints Received and
Investigated
• Police Commission Meetings
• Grant Applications Filed
• Grants Received
• Meetings with Claremont School District
Personnel
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
POB Debt Service Credit
Total
Funding Sources
General Fund
Total
107
103
131
138
108
44
39
23
8
6
3
2
5
2
2
6
5
6
8
8
4
4
7
6
5
3
3
4
5
5
6
6
6
6
2
$ 650,505 $
649,032 $
618,514 $
644,561
37,505
39,884
28,847
29,148
(567,931)
(579,590)
(589,569)
(611,179)
$ 120,079 $
109,326 $
57,792 $
62,529
$ 120,079 $ 109,326 $ 57,792 $ 62,529
$ 120,079 $ 109,326 $ 57,792 $ 62,529
CITY OF CLAREMONT Im
PUBLIC SAFETY
CP-1 Implement applicable items on the City Council Priority List.
• Update department policy and procedures manual to reflect changes in law based on
court decisions and legislative actions.
• Utilize law enforcement "best practices" in addition to court and legislative actions to
guide the development of new policies and changes, where needed, to existing policies.
PS-1 Effectively manage department operations.
• Manage overall department operations at the department head level.
• Manage office, file maintenance, reports, and payroll preparation.
• Control budget, prepare documents, and process accounts payable.
• Provide staff support to the Police Commission.
• Represent the department and City on local and regional committees.
• Research, submit, and administer grants.
• Submit an annual report to the Police Commission and City Council.
• Submit an annual Part I Crime Report to the Police Commission and City Council.
• Manage Police Department Web pages on the City's Website relevant to the bureau.
• Implement budgeted staffing levels to proactively address crime and traffic safety in the
community.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Utilize supervisors to hold staff accountable.
• Review and assign citizen complaints and internal investigations.
• Provide support and liaison to Police Review Ad Hoc Committee (PRAH).
• Review policies and procedures annually.
• Ensure that citizen complaints are investigated in a fair and timely manner.
• Conduct bi-annual review of unbiased policing policy with staff.
PS-3 Maintain a safe community, in which citizens can reside, work, and visit.
• Direct resources that will impact crime and traffic to maintain a safe community.
LW CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: ADMINISTRATIVE SERVICES BUREAU
Account(s): 110-3043, 110-3048
Administrative Services Bureau - To manage recruitment, hiring, background checks, department
training, special events, school district programming (DARE & School Resource Officer), solicitor
permits, alcohol beverage control (ABC) permits, staff project review committee, manage volunteer
programs including Community Patrol, Trauma Intervention Services (TIS) and Explorers, process
masseuse applications and community outreach; coordinate special event planning and operations for
community event programming, including Village Venture, 4th of July, high school events; coordinate
testing of Police Department job applicants, including written testing, physical agility testing, polygraphs,
background investigations; staff the Student Attendance Review Board (SARB), present DARE training
to all 5th grade students, and provide enhanced school site interventions and security at the various
school sites; ensure the department meets Peace Officer Standards and Training (POST) and Jail
Standards and Corrections (STC) annual training requirements; develop and maintain master training
template; and ensure that all employees complete department approved internal training standards.
School Resource Officer (SRO)/DARE - To provide the full-time assignment of a Police Officer to the
School District; to act as the School Resource Officer (SRO), administer the Drug Abuse Resistance
Education (DARE) program, and coordinate K9 related drug searches.
Administrative Services Bureau
• Community Outreach Events
• Neighborhood Watch Meetings
• Explorer Hours
• Community Patrol/RSVP Volunteer
Hours
• T.I.S. Calls for Service
• Number of Volunteers Coordinated
• Number of Police Ride-Alongs
• Station Tours
• Personal Security/Public Safety
Presentations
• Family Movie Nights
• Neighborhood E-Watch Subscribers
• Special Events Coordinated and Staffed
• Recruitments Conducted
• Employment Background Investigations
• Number of Potential Employees
Interviewed
• Number of Sworn Employees Hired
• Number of Non -sworn Employees Hired
• Training Courses Coordinated
• Number of Training Hours Completed
23
35
33
13
10
2
2
3
-
-
2,265
1,849
1,136
187
431
3,917
4,553
4,168
1,944
2,708
10
18
14
3
2
23
24
24
20
14
166
150
111
28
22
28
40
31
-
-
8
10
9
2
-
5
5
5
-
1
3,415
3,466
3,834
3,828
4,095
26
36
30
-
4
7
14
12
8
8
10
18
10
11
23
30
36
60
45
88
5
-
2
-
9
4
10
2
5
5
51
102
78
35
46
2,540
5,165
3,124
472
487
CITY OF CLAREMONT Im
PUBLIC SAFETY
School Resource Officer (SRO)/DARE
• Participants in School Attendance
Review Board (SARB) Meetings
• Reports Written
• Arrests
• Citations Issued
• No. of Student Counseling Sessions
• No. of Adult/Parent Counseling
Sessions
• School Events Attended
• School Meetings Attended
• Referrals to Other Agencies
• Suicide/Crisis Intervention
• Classroom Presentations
• Number of 5th Grade DARE Students
• K9 Searches at Schools
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
2
2
4
1
-
60
61
60
19
7
17
13
19
2
-
36
30
32
3
-
108
145
193
57
11
41
69
127
46
4
58
71
50
6
1
13
25
23
6
1
3
-
-
-
2
6
11
19
6
2
130
160
88
44
-
580
555
560
196
-
31
15
6
-
-
$ 295,931 $
120,130
310,632 $
128,385
499,914 $
140,110
532,638
137,986
$ 416,061 $
439,017 $
640,024 $
670,624
$ 416,061 $ 439,017 $ 640,024 $ 670,624
$ 416,061 $ 439,017 $ 640,024 $ 670,624
PS-1 Effectively manage department operations.
• Initiate personnel recruitments as needed.
• Coordinate and staff special events and community outreach.
• Manage volunteer Community Patrol, Police Explorer, and Trauma Intervention programs.
• Oversee the School Resource/DARE programs.
• Coordinate special projects and investigations.
• Oversee and manage the department's master employee training plan.
• Oversee and manage POST training and coordinate all POST, STC, and advanced
officer/staff travel, training, and reimbursement.
• Conduct masseuse business inspection investigations.
• Conduct commercial solicitor applicant investigations and issue permits.
• Manage the Police Department's Web pages on the City's Website relevant to the Bureau.
• Conduct background checks on City contract workers assigned to work in the Police
Department facility.
• Assist with grant research, application, and management.
• Assist with budget management.
M. CITY OF CLAREMONT
PUBLIC SAFETY
• Produce a department annual report.
• Provide administrative and management support as needed, including City Council and
Police Commission presentations.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Conduct bi-annual review of unbiased policing policy with staff.
• Utilize supervisors to hold staff accountable.
PS-5 Recruit, hire, and train personnel to provide service in an unbiased manner.
• Place emphasis on hiring the best applicants.
PS-6 Strengthen and increase community contacts and outreach programs to
ensure partnerships with the community as part of Community Oriented Policing
philosophy.
• Coordinate National Night Out each year.
• Coordinate Police Department participation in Fourth of July, OLA Festival, Spring Egg
Hunt, Village Venture, Holiday Tree Lighting, and CUSD related events when requested.
• Liaison with community groups.
• Attend community events as budget allows.
PS-10 Initiate proactive crime suppression and prevention strategies throughout the
community.
• Patrol will respond to problem areas to resolve quality of life issues and reduce crime.
PS-13 Participate in regional terrorism warning and intelligence groups and task forces.
• Assign supervisory level liaison as an alternate to the Joint Terrorism Task Force (JTTF)
to coordinate our representation if the Detective Bureau Lieutenant is not available.
PS-14 Provide cost effective public safety services through the utilization of volunteers
to supplement existing staff.
• Recruit volunteers to maintain a Community Patrol program with between 20 to 25
volunteers on an ongoing basis.
• Train and retain Community Patrol staff.
PS-16 Provide timely, newsworthy information to the media and the public.
• Provide press releases on outreach events as needed.
PS-28 Continue joint operations partnership with the Claremont Unified School District
for a collaborative approach to responding to events on campuses, campus safety,
student attendance, drug awareness education, problem solving, and community
interaction.
• Present annual DARE classes for all fifth -grade students at each CUSD elementary
school site.
• Make the DARE program available to private schools within Claremont at department
cost for personnel.
• Provide School Resource Officer/DARE.
• Provide staff to the School Attendance Review Board (SARB).
• Staff the City/CUSD Joint Operations Committee.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: OPERATIONS/Detective Bureau
Account(s): 110-3042
To provide both proactive and follow-up investigations on crimes occurring in and/or impacting
Claremont and reported to the Police Department. Staff assigned to this Bureau is responsible for
reviewing the preliminary investigations conducted by patrol personnel and conducting follow-up
investigation on leads and physical evidence in an attempt to identify, arrest, and prosecute the
person(s) responsible for the crime(s). Officers assigned to the Detective Bureau receive special
training in evidence collection, search warrants, victim and suspect interviewing, death and suicide
investigations, sexual assault investigations, child abuse, identity theft, auto theft, robbery, narcotics,
fraud, and property crimes.
Detectives are responsible for preparing cases for final submission to the DistrictAttorney's office with
the purpose of securing criminal complaints and assist with the prosecution of charged offenders.
Detectives are also tasked with securing and transporting fugitives from within and outside of the
State, serving arrest warrants, assisting other local, State, and Federal law enforcement agencies
with criminal investigations, warrants, arrests, and conducting proactive investigations based on
confidential information and intelligence received from various sources.
• Follow-up Investigations Conducted
890
863
973
763
645
• Homicide Investigations Conducted
-
1
-
-
2
• Police Reports Reviewed
2,325
2,696
3,085
2,093
2,302
• Case Clearance Rates: Part I Crimes
(Murder, Rape, Robbery, Burglary, Auto
Theft)
18%
16%
21%
12%
14%
• Case Clearance Rates: Part II Crimes
(Fraud, Vandalism, Drunk Driving,
Narcotic Violations)
56%
70%
73%
52%
61 %
• Suspects Identified Through State CAL -
ID Fingerprint System
3
-
-
-
-
• Suspects Identified Through DNA
6
19
7
25
24
• Search Warrants Produced
58
49
43
51
66
• Property/Evidence Booked
1,923
1,900
1,748
1,398
1,207
• Property/Evidence Dispositioned
1,773
1,821
2,466
1,192
2,433
U. CITY OF CLAREMONT
PUBLIC SAFETY
Expenditures
Salaries and Benefits
$
1,815,601
$
1,767,934
$
2,189,759
$
2,271,851
Services and Supplies
87,459
90,384
64,911
65,584
Total
$
1,903,060
$
1,858,318
$
2,254,670
$
2,337,435
Funding Sources
General Fund
$
1,903,060
$
1,858,318
$
2,254,670
$
2,337,435
Total
$
1,903,060
$
1,858,318
$
2,254,670
$
2,337,435
PS-1 Effectively manage department operations.
• Utilize Detective Lieutenant to manage and oversee the Detective Bureau.
• Review and identify reports for follow-up potential and assign detectives for investigation.
• Review follow-up investigations, provide feedback, and ensure that all possible
and appropriate follow-up is conducted.
• Provide office duties (typing, answering phone inquiries, and filing).
• Manage the Police Department Web pages on the City's Website relevant to bureau.
• Provide administrative and management support as needed, including City Council and
Police Commission presentations.
• Apply for asset forfeiture funds through LA IMPACT.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Conduct bi-annual review of unbiased policing policy with staff.
• Utilize supervisors to hold staff accountable.
PS-9 Investigate crimes occurring in the community with an emphasis on clearing
investigations through identification, arrest, and prosecution of suspects.
• Investigate property crimes and crimes against persons.
• Conduct proactive investigations, including narcotics, vice, sex offender, and technology
related.
• Investigate missing persons.
• Investigate identity theft, check crimes, and fraud.
• Process arrests and investigations with District Attorney's office for criminal complaints.
• Assist District Attorney's office with trial preparation as requested.
• Assist District Attorney's office on jury trials with an "investigating officer" present during
trials as need and/or requested.
PS-10 Initiate proactive crime suppression and prevention strategies throughout the
community.
• Assign personnel, as time permits, to areas of the community with higher than average
levels of crime and quality of life issues.
• Oversee and manage sex offenders residing within the community to ensure compliance
with State laws.
• Follow-up on tips and intelligence gained from the community.
• Utilize email notifications to provide crime information to residents as needed and
appropriate.
CITY OF CLAREMONT Im
PUBLIC SAFETY
Work Plan (Continued)
PS-11 Initiate proactive investigations to identify, and arrest, those persons with
outstanding arrest warrants residing in the community.
• Utilize local warrant books to identify persons with outstanding arrest warrants.
• Be proactive in the apprehension of those with outstanding arrest warrants.
• Utilize additional staffing to reduce the impacts of AB 109 Realignment on the community
through proactive follow-up and contacts with parolees and probationers.
PS-12 Participate in the Los Angeles County Law Enforcement Mutual Aid Program.
• Assign supervisor level liaison as an alternate to Area D, as the department's Alternate
Single Point of Contact (ASPOC).
PS-13 Participate in regional terrorism warning and intelligence groups and task forces.
• Assign supervisory level liaison to the Joint Terrorism Task Force (JTTF) and attend
quarterly meetings.
• Review the bulletins received from Los Angeles Joint Regional Intelligence Center (JRIC)
and disseminate the information to officers as appropriate.
• Participate in the Internet Crimes Against Children (ICAC) Task Force.
• Participate in LA IMPACT.
• Participate in TRAP.
• Participate in the the Foothill Special Enforcement Team (FSET) and manage officers
assigned to the team.
PS-15 Process and manage evidence/property related to arrests and investigations.
• Manage evidence processing and storage within recognized guidelines and department policy.
• Conduct regular audits of evidence and property.
• Maintain tracking control system.
• Conduct ongoing reviews of cases to determine the need to maintain related evidence/property.
• Utilize the Cal -ID fingerprint system to identify suspects through latent fingerprints recovered
from crime scene/evidence.
• Work with the Records Bureau to ensure that discovery motions are completed in a
timely manner.
• Utilize DNA evidence and the Combined DNA Index System (CODIS) to identify suspects
from crime scenes and evidence.
PS-16 Provide timely, newsworthy information to the media and the public.
• Provide daily press contacts and weekly meetings with local newsprint media as needed.
• Designate Detective Lieutenant as the department's primary media liaison/Public Information
Officer (PIO).
• Use the Everbridge mass notification system and social media outlets to disseminate law
enforcement related information to the public.
PS-20 Develop and continue collaborative partnerships with surrounding law enforcement
agencies for a regional and proactive approach to crime, traffic, and problem solving.
• Participate in regional contacts/partnerships with other law enforcement agencies.
PS-27 Provide crime and traffic research and analysis to department staff in an effort to
reduce crime and traffic related incidents.
• Provide crime information to patrol officers and community patrol volunteers.
PS-31 Effectively utilize technology to impact crime and traffic safety in the community.
• Utilize ALPR, video management system, phone, and computer technologies as tools in
reducing and solving crime.
PS-35 Assign an officer to the Taskforce for Regional Auto Theft Prevention (TRAP),
which is fully funded through reimbursement.
• Assign an officer to the TRAP taskforce.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: OPERATIONS/Patrol Bureau
Account(s): 110-3045, 114-3045, 116-3439
Patrol - This is the most visible component of the Police Department. Patrol officers are the community's
first responders. Patrol staff provides 24-hours, 365 days a year response to calls for service, general
law enforcement activities, including emergencies, traffic collisions and enforcement, initial crime
investigation, disaster response and assessment, and proactive preventive patrol; provides services
to the community utilizing a "community oriented policing" philosophy that encourages partnerships
with the community with an emphasis on working with the community as a team, to address quality of
life issues, and provide resources to help solve issues and prevent potential problems; provides Watch
Commanders as liaisons to the Safe and Healthy Housing Committee and CERT programs. Manage
parking enforcement Police Aides that provide enforcement of the City's overnight parking ordinance
and manage the department's Field Training program, Disaster and Emergency Management Services
and the Reserve Police Officer program.
Reserve Police Officer Program - this program supplements the department's regular, full-time
Police Officer workforce. Reserves generally serve as additional officers in patrol either as a solo
officer or as the second officer in patrol vehicles. Reserves staff special events and assist with the
department's special enforcement programs, such as checkpoints, roving DUI patrols, and major
emergencies.
Patrol
• Calls for Service
• Arrests Made
• Hazardous Citations Issued (Patrol
Only)
• Traffic Stops
• Field Interview Cards Completed
• Police Reports Written
• Traffic Collision Investigations
• Overnight Parking Citations Issued
• Avg. Emergency Call Response Time
• Foot Patrols
• Bike Patrol Hours
• K9 Searches
• K9 Suspect Apprehensions
• K9 Finds
• K9 Direction of Confirmed Travel
32,543
32,133
30,644
25,308
27,483
1,926
1,757
1,917
1,084
1,122
1,151
1,035
872
409
785
5,373
4,931
4,854
2,466
2,980
198
129
127
76
73
3,947
3,306
3,319
2,672
3,207
309
254
234
207
217
4,750
5,600
5,898
5,116
3,956
3:00 min
2:48 min
2:46 min
4:22 min
4:24 min
1,070
1,358
1,166
1,032
979
65
126
133
43
62
12
51
43
13
24
10
9
1
1
-
-
-
-
-
3
-
-
-
-
3
Reserve Police Officer Program
• Volunteer Reserve Police Officer Hours 768 776 644 547 500
CITY OF CLAREMONT Im
PUBLIC SAFETY
Expenditures
Salaries and Benefits $ 6,804,573 $ 7,113,607 $ 6,196,824 $ 6,501,753
Services and Supplies 456,998 560,309 796,629 803,267
Equipment 8,815 - - -
Total $ 7,270,386 $ 7,673,916 $ 6,993,453 $ 7,305,020
Funding Sources
General Fund $ 7,238,184 $ 7,569,916 $ 6,656,453 $ 6,968,020
American Rescue Plan Act (ARPA) Fund - - 175,000 175,000
SLES Fund 32,202 104,000 162,000 162,000
Total $ 7,270,386 $ 7,673,916 $ 6,993,453 $ 7,305,020
PS-1 Effectively manage department operations.
•
Utilize division Captain to manage the Operations/Patrol Bureau.
•
Provide supervision and oversight of patrol and traffic activities.
•
Conduct performance appraisals, report approval, and miscellaneous administrative duties.
•
Manage daily shift operations —to be managed by a Lieutenant.
•
Manage daily field operations —to be supervised by a Sergeant.
•
Review initial field investigations; provide direction, oversight, and feedback.
•
Provide general law enforcement/public safety services.
•
Conduct initial crime investigation response and report writing.
•
Conduct foot and bicycle patrols.
•
Apprehend law violators.
•
Respond to and handle calls for service in a professional manner.
•
Manage the Police Department Web pages on the City's Website relevant to Bureau.
•
Coordinate and staff special events and community outreach.
•
Provide direction on POST training for all personnel assigned to the Operations Division.
•
Effectively use and manage the emergency notification system.
•
Effectively use and manage the email (Everbridge) notification program.
•
Manage the Disaster Management and Emergency Operations including the City's
Community Emergency Response Team (CERT). Coordinate preparedness through the
Claremont Emergency Management Team (CEMT) to ensure all City departments are
represented and engaged in disaster management and preparation.
•
Maintain the City's Mobile Emergency Operations Center in pre -incident readiness.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
•
Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
•
Utilize supervisors to hold staff accountable.
•
Provide training on the Police Commission's best practices.
•
Conduct bi-annual review of unbiased policing policy with staff.
PS-5 Recruit, hire, and train personnel to provide service in an unbiased manner.
•
Recruit, hire, and train personnel of the highest moral and ethical standards and values
dedicated to community service and constitutional policing.
LW CITY OF CLAREMONT
PUBLIC SAFETY
PS-6 Strengthen and increase community contacts and outreach programs to ensure
partnerships with the community as part of Community Oriented Policing
philosophy.
• Participate in community outreach events such as the Fourth of July, Village Venture,
Neighborhood Watch, and Family Movie Nights as staffing allows.
• Provide problem -solving related information and referral services.
PS-7 Strive for the safe and efficient movement of traffic throughout the community
• Enforce traffic laws.
• Identify problem traffic areas, and partner with the Traffic Bureau and Engineering Division
staff to address issues through engineering, education, enforcement, and emergency
response where possible.
PS-8 Respond to Priority 3 (emergency) calls for service within an average of four
minutes.
• Ensure sufficient staffing to meet desired response times.
• Evaluate response times on a monthly basis.
PS-9 Investigate crimes occurring in the community with an emphasis on clearing
investigations through identification, arrest, and prosecution of suspects.
• Utilize supervisors to motivate, coach, and mentor employees placing an emphasis on
quality investigations, collecting evidence, canvassing neighborhoods, identification, and
arrest of suspects at the earliest stages of investigations.
• Utilize supervisors to encourage field personnel to conduct quality investigations,
encouraging beginning to end investigations at the patrol level.
PS-10 Initiate proactive crime suppression and prevention strategies throughout the
community.
• Maintain partnerships with probation and parole to identify high risk and repeat offenders
living within the community.
• Utilize additional officer in the Detective Bureau to participate in TRAP taskforce.
• Assign an officer to LA IMPACT Group-25 to impact a burglary trend on regional and
local levels.
PS-11 Initiate proactive investigations to identify and arrest, those persons with
outstanding arrest warrants residing in the community.
• Utilize local warrant books to identify persons with outstanding arrest warrants and conduct
warrant sweeps in the four patrol beats.
• Identify persons on parole and probation living in the community. Utilize information to
conduct compliance checks to ensure that these persons are living up to their parole
and probation terms.
PS-14 Provide cost effective public safety services through the utilization of volunteers
to supplement existing staff.
• Utilize Reserve Police Officer to supplement full-time staff for patrol and special enforcement
operations where appropriate.
• Utilize Community Patrol volunteers to augment patrol staff where appropriate.
• Liaison with CERT.
CITY OF CLAREMONT
PUBLIC SAFETY
'I'LOA WHIR MMW_
PS-16 Provide timely, newsworthy information to the media and the public.
• Utilize Watch Commanders and patrol supervisors to respond to media requests for public
information when the PIO is unavailable.
• Utilize Watch Commanders and patrol supervisors to prepare and distribute press releases
of noteworthy events.
• Utilize Watch Commanders to prepare and distribute Business -Watch notifications.
• Utilize Watch Commanders to prepare and distribute community information via Everbridge.
PS-18 Enforce the overnight parking ordinance.
• Provide Police Aides to enforce the overnight parking ordinance.
PS-28 Continue joint operations partnership with the Claremont Unified School District
for a collaborative approach to responding to events on campuses, campus safety,
student attendance, drug awareness education, problem solving, and community
interaction.
• Work with the School District to update emergency response plans and procedures.
• Collaborate with the School District on the Joint Operations Committee.
• Provide active shooter and critical incident training to CUSD staff.
PS-31 Effectively utilize technology and deploy resources to impact crime and traffic
safety in the community.
• Utilize enhanced wireless communications tools to leverage technology that will impact
crime and traffic.
• Utilize Global Positioning Systems (GPS) in high theft areas to identify and apprehend
criminals.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: OPERATIONS/Traffic Bureau
Account(s): 110-3044
Traffic Bureau - To provide directed traffic enforcement to areas of the City with higher than average
rates of traffic collisions and areas that receive frequent complaints or requests for enforcement with
the overall objective of ensuring the efficient, safe movement and parking of vehicles and reducing
the number of preventable traffic collisions through education, enforcement, and engineering.
Parking Enforcement Officers (non -sworn) are assigned to the Traffic Bureau. Two part-time officers
are primarily detailed to enforce timed parking restrictions in the Village, around school sites, and
neighborhood permit zones.
Contract Crossing Guard Program - To provide part-time contract employees who serve as School
Crossing Guards at elementary school sites that meet appropriate traffic circulation warrants. Students
are assisted crossing streets before and after school.
Traffic Bureau
• Radar Trailer Deployment
• Joint Agency D.U.I. Checkpoints
Conducted
• Hazardous Violation Traffic Citations
Issued (Traffic Officers Only)
• Parking Citations in the Village Area
Issued
• Residential Permit Zone Citations
• Overnight Parking Citations Issued
• City Wide Parking Cites (excluding
Village and ONP )
• Elementary School Traffic Safety
Presentations*
• Directed Enforcement Projects
(Including Red Light Enforcement,
Pedestrian Crossing Enforcement)
*Provided as Traffic Bureau staffing allows.
**Radar Trailer out for repair for a portion of the year.
102
24**
24**
37
10
1
-
-
-
1
939
874
1,299
499
227
1,666
2,111
2,928
1,255
2,440
125
80
221
129
48
4,821
5,643
5,873
5,116
3,956
-
-
-
-
2,418
3 12 19 20 15
CITY OF CLAREMONT
PUBLIC SAFETY
Expenditures
Salaries and Benefits $ 302,099 $ 300,030 $ 766,657 $ 799,078
Services and Supplies 209,849 290,781 301,497 301,764
Equipment - - - -
Total $ 511,948 $ 590,811 $ 1,068,154 $ 1,100,842
Funding Sources
General Fund $ 511,948 $ 590,811 $ 1,068,154 $ 1,100,842
Total $ 511,948 $ 590,811 $ 1,068,154 $ 1,100,842
PS-1 Effectively manage department operations.
• Utilize a patrol Lieutenant/Sergeant to oversee the Traffic Bureau as a collateral assignment.
• Manage traffic services and programs.
• Conduct traffic collision investigations involving significant injury and/or death.
• Identify areas of the City that have high traffic collision rates and redirect resources as
needed.
• Provide a quarterly report to patrol staff on the areas with the highest collisions, by patrol
beat, and their primary collision factors (PCF's).
• Provide a monthly traffic report for command staff.
• Provide monthly calibrations of Portable Alcohol Screening (PAS) devices.
• Manage maintenance, repairs, and calibration of all department radar equipment.
• Manage preventive maintenance and repairs on specialty vehicles including the command
post, light trailer, traffic trailers, radar trailer, and message board trailer.
• Oversee the department's Drug Recognition Expert (DRE) training and operations.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Conduct bi-annual review of unbiased policing policy with staff.
• Utilize supervisors to hold staff accountable.
PS-5 Recruit, hire, and train personnel to provide service in an unbiased manner.
• Attend a variety of traffic collision and advanced officer courses to become recognized
experts in traffic collision investigations.
PS-7 Strive for the safe and efficient movement of traffic throughout the community.
• Enforce traffic laws.
• Enforce parking regulations.
• Conduct seatbelt enforcement operations as needed.
• Conduct pedestrian crossing enforcement operations as needed.
• Meet bi-monthly or as needed with City Engineering staff to address engineering related
traffic problems and solutions.
PS-16 Provide timely, newsworthy information to the media and the public.
• Manage the Police Web pages on the City's Website relevant to bureau.
PS-17 Enforce permit parking throughout the City.
• Provide staffing to enforce permit parking violations.
PS-18 Enforce the overnight parking ordinance.
• Provide Police Aides to enforce overnight parking ordinance.
CITY OF CLAREMONT
PUBLIC SAFETY
\TLGJIMndrwllK mow—
PS-1 9 Initiate proactive traffic enforcement and prevention strategies throughout the
community that include the use of enforcement, education and engineering.
• Partner with the school district on identifying enforcement areas, as well as developing
alternate traffic safety strategies to promote the safe flow of traffic (vehicle, pedestrian,
and bicycle) in and around school sites.
• Collaborate with the high school on Every-15-Minutes presentations in alternating years.
PS-20 Develop and continue collaborative partnerships with surrounding law enforcement
agencies for a regional approach to traffic enforcement and problem solving.
• Participate in the countywide Traffic Safety Committee.
• Apply for grant funding to participate in regional traffic enforcement operations.
• Conduct DUI checkpoints and roving patrols as budget and staffing permit.
• Conduct a minimum of one joint agency DUI enforcement checkpoint and one DUI patrol as
staffing allows (dependent upon continued grant funding from the office of Traffic Safety).
PS-21 Ensure that crossing guards remain at identified locations in the community to
ensure safe transit of school children to and from school.
• Work with contract provider to support the school zone crossing guard services.
PS-27 Provide crime and traffic research and analysis to department staff in an effort to
reduce crime and traffic related incidents.
• Provide traffic statistical analysis to enhance traffic enforcement and reduce traffic collisions.
PS-28 Continue joint operations partnership with the Claremont Unified School District for a
collaborative approach to responding to events on campuses, campus safety,
student attendance, drug awareness education, problem solving, and community
interaction.
• Work with CUSD to provide traffic safety at school sites.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: OPERATIONS/Traffic Bureau - Impound Lot
Account(s): 117-3049
To store impounded vehicles operated by unlicensed drivers or drivers with a suspended or revoked driver's
license. A part-time Police Aide performs all duties related to the Impound Lot, including vehicle inspections,
coordinating lien sales, and the release of property from vehicles, notifications of impounded vehicles to registered
owners, the release of impounded vehicles, and acts as liaison with the contract tow and auction companies. A
portion of a Motorcycle Officer from the Traffic Bureau is funded through the Impound Lot.
• Vehicles Impounded
• Fees Collected
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Traffic Offender Fund
Total
182 143 146
$ 144,572 $ 119,156 $ 106,641 $
65 59
58,748 $ 62,077
$ 24,035 $ 28,107 $ 34,712 $ 37,019
34,860 36,614 35,753 36,089
1,534 - - -
$ 60,429 $ 64,721 $ 70,465 $ 73,108
$ 60,429 $ 64,721 $ 70,465 $ 73,108
$ 60,429 $ 64,721 $ 70,465 $ 73,108
PS-1 Effectively manage department operations.
• Utilize Watch Commander as a collateral assignment to manage the Impound Lot.
• Utilize a Records Clerk to perform daily operations of the Impound Lot.
• Process all impounded vehicles.
• Liaison to contract tow companies.
• Organize vehicles for notification of owner and lien sales.
• Coordinate impound releases and receive impound fee payments.
• Coordinate auctions.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Conduct bi-annual review of unbiased policing policy with staff.
PS-3 Maintain a safe community, in which citizens can reside, work, and visit.
• Enforce Vehicle Code laws related to persons driving on a suspended or revoked license,
or as an unlicensed driver.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: SERVICES/Emergency Preparedness
Account(s): 110-3047
To utilize an inter -departmental task force approach, consisting of representatives from the Police,
Community Services, Human Services, Community Development, and Financial Services departments
to assist the Emergency Services Coordinator with emergency preparedness tasks; coordinate
emergency planning efforts with the Los Angeles County Office of Emergency Management, Fire
Department, Los Angeles County Public Works, the Claremont Colleges, Claremont Unified School
District, Claremont Chamber of Commerce, and the Red Cross; to emphasize emergency response
coordination, staff and volunteer training, communication systems, recovery efforts, public information,
neighborhood self-help programs, emergency plan development and revision, and public education
presentations; and coordinate the activities of the Community Emergency Response Team (CERT),
including basic training courses, ongoing training, and support of the CERT directors, as well as
development of an amateur radio program for disaster communications.
• State OES and Area D Meetings
Attended
• Practice Exercises Completed
• City Newsletter Emergency
Preparedness Articles/City Website
Press Releases
• Community Emergency Preparedness
Presentations Provided
• Number of Staff Attending Training
at the California Specialized Training
Institute
• CERT Classes
• CERT Team Members
• CERT Team Volunteer Hours
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
7
7
5
4
3
3
3
1
1
-
3
6
2
-
-
4
2
9
-
1
3
-
2
-
-
3
4
1
1
1
122
108
99
85
73
1,165
1,203
1,231
365
592
$ - $ 5,000 $ 3,000 $ 3,000
67,295 61,665 59,031 59,204
8,061 8,100 - -
$ 75,356 $ 74,765 $ 62,031 $ 62,204
$ 75,356 $ 74,765 $ 62,031 $ 62,204
$ 75,356 $ 74,765 $ 62,031 $ 62,204
CITY OF CLAREMONT
PUBLIC SAFETY
Work Plan
PS-1 Effectively manage department operations.
• Utilize a patrol Lieutenant/Sergeant as a collateral assignment, to manage and oversee
citywide emergency preparedness operations.
• Annually review and make changes to NIMS/SEMS and ICS plans as needed.
• Utilize a patrol Lieutenant/Sergeant to liaison with the Board of Directors of the Community
Emergency Response Team (CERT) program.
• Manage the Police Department Web pages on the City's Website relevant to bureau.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures with CERT members and other volunteers.
• Conduct bi-annual review of unbiased policing policy with staff.
• Utilize supervisors to hold staff accountable.
PS-14 Provide cost effective public safety services through the utilization of volunteers
to supplement existing staff.
• Assist CERT to provide a minimum of one Basic CERT Training course each year.
• Utilize existing Community Patrol members where appropriate.
• Utilize existing CERT volunteers where appropriate.
• Assist CERT as needed in providing a minimum of four neighborhood training meetings
each year.
PS-23 Prepare, update, and exercise the procedures for responding to disasters.
• Develop and direct one tabletop exercise and/or City EOC activation to train City staff
each year, or one multi -agency functional exercise.
• Participate in a minimum of one multi -agency functional exercise each year.
• Maintain a minimum of six CERT members on the safe and efficient use and maintenance
of the CERT vehicle and trailer systems.
• Quarterly conduct an operational shake down of the mobile EOC and its systems.
• Provide training to all EOC staffing members to ensure familiarity with the Mobile EOC
operations and equipment.
PS-34 Make investments in disaster preparedness needed to provide the City with effective
emergency response capability.
• Develop an equipment purchase and maintenance plan to meet emergency preparedness,
response and recovery needs.
• Update equipment already on hand, including Humvees and trailers.
• Maintain equipment and supplies for two emergency evacuation centers that have a total
capacity of 500 persons between the two sites.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: SERVICES/Jail Bureau
Account(s): 110-3345
To manage the department's Type I jail facility. Jail staff is responsible for ensuring compliance with
State and County mandates, as well as meeting all Board of Corrections policies as they pertain to the
handling, housing, and care of incarcerated individuals. Incarcerated individuals are housed in the jail
facility for a maximum of 72 hours prior to arraignment in court. Staff conducts all booking procedures
and inmate supervision duties, which expedites the return of officers to the field following an arrest.
• Arrested Persons Processed
1,926
1,757
1,917 1,083
1,124
• Number of Training (STC) Hours
Completed
440
472
307 342
144
• Number of Public Livescans Completed
1,089
980
933 219
285
Financial Data
Actual
Budgeted
Adopted
Adopted
Expenditures
Salaries and Benefits $
561,486
$ 571,351
$ 607,643 $
625,864
Services and Supplies
20,840
31,407
31,831
31,866
Equipment
-
-
-
-
Total $
582,326
$ 602,758
$ 639,474 $
657,730
Funding Sources
General Fund
Total
$ 582,326 $ 602,758 $ 639,474 $ 657,730
$ 582,326 $ 602,758 $ 639,474 $ 657,730
PS-1 Effectively manage department operations.
• Utilize Support Services Supervisor to manage and oversee the Jail Bureau.
• Provide direct supervision of daily operations by patrol Watch Commanders.
• Coordinate and review custody logs, and internal and external jail inspections.
• Oversee Livescan operations for inmates and public requests.
• Oversee contracts for prisoner medical and food.
• Ensure custody staff meets STC training requirements.
• Coordinate bail deposits, prisoner visitation, and the transport of inmates to court for
arraignment.
• Provide monthly arrest summary reports to command staff that includes the number of
booked arrests based on adult/juvenile, male/female gender, felony/misdemeanor, DUI,
and 5150 WIC.
• Collect DNA from qualified individuals and submit collection information to DNA offender
Tracking System (DOTS).
CITY OF CLAREMONT
PUBLIC SAFETY
• Manage the Police Department Web pages on the City's Website relevant to bureau.
• Provide clean and laundered jail linens.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
• Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
• Conduct bi-annual review of unbiased policing policy with staff.
• Supervisors to hold staff accountable.
PS-22 Operate a Type I jail facility for the temporary holding of pre -arraigned inmates
within the mandates of the California Department of Corrections and Rehabilitation.
• Provide management level supervision and oversight to jail operations.
• Ensure that jail management and inmate supervision meet department policies and adhere
to California Department of Corrections and Rehabilitation requirements.
• Feed and house inmates according to the California Board of Corrections standards.
U. CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: SERVICES/Records & Communications Bureau
Account(s): 110-3046
Communications Officers receive and process 9-1-1 calls, emergency calls, and general business
telephone calls; serve as the direct link between the community and the officers in the field (patrol), as
well as fire and paramedic responses; dispatch field personnel to all emergency and non -emergency
calls for service; monitor the location and status of all Police units and field personnel; perform criminal
justice system and law enforcement updates and database inquiries, including warrant checks,
criminal histories and vehicle registrations, and relay this information to field personnel; manage and
operate the City's two-way voice communications systems; provide seamless interoperability to other
law enforcement agencies via the department's communications system; manage communications
during emergency incidents, such as pursuits and coordinating the communications portion of the
incident; process teletype information to other agencies on wanted persons, crimes that just occurred,
missing person entries, stolen vehicle entries, and arrest warrants into the California Law Enforcement
Teletype System (CLETS), as well as the National Crime Information Center (NCIC); and oversee the
Automated License Plate Reader (ALPR) system and video management system.
Records Clerks process, store, retrieve, and manage all Police records; process all reports, citations,
and other records data; answer non -emergency and general inquiry telephone calls, provide customer
service to the public at the front counter and receive payment for citations and other Police services;
provide matron services in the jail when necessary; handle overnight parking exemption requests,
Livescan appointments, and accept bail and bonds for persons in custody; process impounded vehicle
reports and notifications; and provide general information to the public.
• 9-1-1 Emergency Calls Handled
11,771
10,894
12,036
9,544
11,935
• Calls for Service Dispatched
27,170
32,133
30,644
25,308
27,475
• Police Reports, Citations, Field
Interview Cards Processed
14,235
13,509
15,166
10,179
14,516
• Overnight Parking Exemptions Received
by Phone
3,940
4,600
3,512
2,244
2,284
• Overnight Parking Exemptions Entered
Online by Residents
34,719
34,468
36,083
26,036
35,814
CITY OF CLAREMONT Im
PUBLIC SAFETY
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 1,704,615 $
66,861
1,779,765 $ 1,737,552 $ 1,799,488
73,591 69,531 73,682
$ 1,771,476 $ 1,853,356 $ 1,807,083 $ 1,873,170
$ 1,771,476 $ 1,853,356 $ 1,807,083 $ 1,873,170
$ 1,771,476 $ 1,853,356 $ 1,807,083 $ 1,873,170
PS-1 Effectively manage department operations.
•
Utilize Support Services Supervisor to manage and oversee the Records and
Communications Bureau.
•
Review employee production and quality control.
•
Identify system changes for improved service levels.
•
Manage office duties (data entry, word processing, answering phone inquiries, and filing).
•
Ensure timely responses to requests from the public.
•
Ensure timely responses to 9-1-1 calls.
•
Manage and oversee staff training to meet bureau and department needs.
•
Review policies and procedures annually, or more frequently, to ensure efficiency of service.
•
Manage all Police Department records processing and destruction in accordance with
department policies.
•
Serve as custodian of records.
•
Purge/archive outdated records in accordance with department policies.
•
Respond to Pitchess motions and subpoenas for discovery.
•
Ensure quality customer service at the public counter and public answering points.
•
Process, research, and reply to public records and court ordered requests.
•
Operate and maintain the City's two-way radio communications and emergency dispatching
systems.
•
Utilize Communication Officer II's to schedule, staff, coordinate training, provide reports,
oversee ALPR and video management systems, and maintain quality control of CAD.
•
Liaison with LACRIS.
•
Coordinate 9-1-1 funded upgrades to the Communications Center as appropriate.
•
Manage the department's video management system.
•
Manage the Police Department Web pages on the City's Website relevant to bureau.
•
Manage training for Records and Communications staff.
•
Oversee and manage POST training and coordinate all POST, STC, and advanced officer/
staff travel, training, and reimbursement.
PS-2 Ensure that all citizens are treated in a fair and equitable manner.
•
Review and adhere to department goals and objectives, mission statement, and policies
and procedures.
•
Conduct reviews of citizen contacts and the responses to public requests to ensure they
meet department expectations for quality and professionalism.
•
Conduct bi-annual review of unbiased policing policy with staff.
CITY OF CLAREMONT
PUBLIC SAFETY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Public Safety
Division: SERVICES/Technology Systems Management
Account(s): 110-3146, 114-3146
To manage the department's technology systems, including the City's Emergency Operations Center
(EOC), Automated License Plate Reader (ALPR) systems, Computer Aided Dispatch (CAD), Crime
Analysis Software (BAIR), Disaster Management Software (DLAN), records management system,
vehicle video systems, fixed video/camera systems, Department of Justice Smart Justice applications,
City's two-way radio system, Mobile Data Computer (MDC) system, 9-1-1 systems, voice recorder,
California Law Enforcement Teletype System (CLETS), and Bluecheck Fingerprint System.
Service Indicators 2017 2018
• Service Hours EOC/MDC/CAD/RMS/
Video/ALPR/Radio Systems
• Number of Mobile Data Terminals
Serviced
• Number of In -car Video Systems
Serviced
• Service Hours Software/Technology
Systems
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
2,300 3,000 3,000 2,800 2,900
15 15 16 16 16
15 15 16 16 19
700 892 892 848 900
$ 273,471 $ 274,361 $ 286,582 $ 293,486
140,305 163,381 177,093 185,470
- - 995,000 -
$ 413,776 $ 437,742 $ 1,458,675 $ 478,956
Funding Sources
General Fund $ 413,776 $ 437,742 $ 463,675 $ 478,956
American Rescue Plan Act (ARPA) Fund - - 995,000 -
Total $ 413,776 $ 437,742 $ 1,458,675 $ 478,956
PS-1 Effectively manage department operations.
• Utilize Technology Division staff to maintain direct oversight and management of technology
related systems including CAD, RMS, Mobile Client, in -car and CCTV video systems,
computer workstations, wireless networks, electronic ticket writers, ALPR systems, and
printers.
• Work with staff to identify new technology related systems (hardware and software) for
potential purchase and integration and to identify and correct technology related issues.
• Conduct periodic systems review.
CITY OF CLAREMONT Im
PUBLIC SAFETY
• Provide troubleshooting and repair of technology related systems, system upgrades,
training, and hardware maintenance.
• Work with contract vendors to ensure system maintenance.
• Maintain Automated License Plate Reader (ALPR) cameras/system.
PS-36 Conduct programming updates as needed to all City mobile and portable radios
used for everyday business operations as well as emergency incidents to ensure
that our radio communications meet the needs of the organization and its response
to the community.
• Utilize Technology staff to reprogram all two-way radios and ensure up-to-date programming
is maintained in all City radios for everyday business operations and emergency
preparedness.
• Build a programming template that includes UHF channels to meet City staff needs.
CITY OF CLAREMONT
COMMUNITY SERVICES
ORGANIZATIONAL CHART
COMMUNITYSERVICES DIRECT R
Administrative Division
• Budget & CIP Program
• Animal Control Services Contract
• Commission and Committee
Support
• Special Projects
• Transit
• Safety
• Sustainability
• Contract Administration
• Customer Service
Motor Fleet
• Repairs
• Preventative Maintenance
• Fuel Distribution
• External Fleet Services for
Humane Society
• Vehicle Acquisition & Salvage
Sanitation
• Residential & Commercial
Collection
• Recycling Program
• Bin & Roll -off Rentals
• Street Sweeping
• Bulk Item Pickup
• Household Hazardous Waste
Coordination
• E-Waste Collection
• Commercial Food Waste
Recycling
• Residential Organics Program
• Used Oil Pickup
• Sharps Disposal
Maintenance
• Tree Trimming, Planting and
Removal
• Building Maintenance and Repair
I' • Park Maintenance
• Village Maintenance
I • Sewer Maintenance
• Bus Stop Maintenance
• Graffiti Removal
• Wilderness Park Maintenance
• Custodial Services
• Pest Control
• Irrigation Repair
• Sidewalk Repair
• Street Maintenance
• Street Light Maintenance
• Street Sign Repair and
Replacements
• ROW Maintenance
• Cemetery Maintenance and
L Operation
CITY OF CLAREMONT
COMMUNITY SERVICES
PERSONNEL
Actual Budgeted Adopted Adopted
Positions 20-21 21-22 22-23 23-24
Administration
Administrative Assistant
Community Services Director
Community Services Manager
Office Assistant
Senior Administrative Assistant
Maintenance
Landscape Supervisor
Maintenance Craftsworker I
Maintenance Crewleader
Maintenance Supervisor
Solid Waste/Motor Fleet
Accounting Assistant
Fleet Maintenance Supervisor
Office Assistant
Senior Mechanic
Senior Solid Waste Operator
Sanitation Maintenance Craftsworker I
Solid Waste Crew Leader
Solid Waste Operator
Solid Waste Supervisor
Totals
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
6.00
6.00
6.00
1.00
1.00
1.00
1.00
4.00
4.00
6.00
6.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
8.00
8.00
10.00
10.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.15
0.15
-
-
3.00
3.00
3.00
3.00
7.00
4.00
5.00
5.00
4.00
4.00
4.00
4.00
1.00
2.00
1.00
1.00
6.00
8.00
8.00
8.00
1.00
1.00
1.00
1.00
24.15
24.15
24.00
24.00
38.15
38.15
40.00
40.00
168'
CITY OF CLAREMONT
COMMUNITY SERVICES
BUDGET SUMMARY
No. of Full -Time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
Proposition A Fund
Proposition C Fund
Landscape & Lighting District
Transportation Fund
Sewer Fund
Sanitation Fund
Cemetery Fund
Motor Fleet Fund
American Rescue Plan Act (ARPA) Fund
Total Funding Sources
% Change
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
24.15 24.15 24.00 24.00
$16,116,756 $18,497,853 $19,933,820 $19,223,540
$16,116,756 $18,497,853 $19,933,820 $19,223,540
$ 1,724,331 $ 1,919,831 $ 1,967,756 $ 2,068,342
351,911 423,082 434,683 445,046
301,469 312,040 286,096 289,187
3,496,832 3,882,525 4,226,153 4,254,240
442,176 733,341 726,142 729,992
842,448 1,076,739 1,031,282 1,048,819
6,786,900 7,778,223 8,291,413 7,841,124
668,633 664,686 701,962 707,303
1,502,056 1,707,386 2,018,332 1,839,487
- - 250,000 -
$16,116,756 $18,497,853 $19,933,820 $19,223,540
7.76% -3.56%
CITY OF CLAREMONT
COMMUNITY SERVICES
GOALS
CP-1 Implement applicable items on the City Council Priority List.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
CS-1 Provide an efficient Citywide street sweeping maintenance program.
CS-2 Maintain a well -planned disaster preparedness, response, and recovery program for the
department.
CS-3 Ensure City street lights are in good and safe working condition.
CS-4 Provide customer service to residents and City employees while coordinating work efforts
among the department's divisions to ensure that City programs are functioning effectively.
CS-5 Ensure public buildings are safe, attractive, and environmentally friendly, allowing City
employees and customers to conduct business and/or provide services to the community.
CS-6 Provide care and preservation of the Claremont Hills Wilderness area.
CS-7 Serve the public by preserving a cemetery that honors the memory of departed loved
ones.
CS-8 Ensure that parks are in healthy and clean condition —free from litter, graffiti, pests, and
disease —to provide a safe environment for the public.
CS-9 Ensure that rights -of -way, parkways, and Village planters are well maintained —free of
litter and weeds —with healthy and vigorous plants that represent a good distribution of
color.
CS-10 Ensure that the City's sewer mainline pipes and storm drains are able to collect and
transport wastewater and storm water runoff to a treatment plant facility or the ocean
safely and efficiently without harming the environment.
CS-11 Maintain sidewalks to ensure hardscape is safe for pedestrians.
CS-12 Preserve and maintain a healthy urban forest that will improve the environment and
provide overall beauty to the community.
CS-13 Service and maintain City and other agency vehicles to ensure they are in good condition
and performing safely.
CS-14 Promote transit options for all Claremont residents during general service hours; 24-hours-
a-day, 7-days-a-week service for seniors, persons with disabilities, and youth under the
age of 16 years.
CS-15 Provide an environmentally responsible and cost-effective solid waste and recycling
program.
CS-16 Ensure City streets are in a good and safe condition for travel.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: ADMINISTRATION
Account(s): 110-4100
To manage and coordinate the work effort of three operating divisions: Maintenance, Solid Waste, and
Motor Fleet; to deliver services in a manner consistent with City Council policy; to manage special
projects that cross division lines; to provide staff support to the Community and Human Services
Commission and standing committees; and to provide basic administrative support functions, including
development and monitoring of division policies, budget management, program analyses, and customer
service. Basic personnel and payroll processing services are provided for approximately 49 full and
part-time employees.
• Telephone Service and Information
Requests Handled
• Safety Committee Meetings
• City and School Dist./College Joint
Projects
• Commission/Committee Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Department Overhead Credit
Total
Funding Sources
33,727 34,093 33,288 35,000 37,000
5 5 7 2 2
1 1 1 1 1
23 16 26 16 14
Actual tsuagetea Haoptea Haoptea
20-21 21-22 22-23 23-24
(462,298) (392,744) (452,851) (463,812)
$ (43,632) $ (443) $ 191 $ 423
General Fund $ (43,632) $ (443) $ 191 $ 423
Total $ (43,632) $ (443) $ 191 $ 423
CS-2 Maintain a well -planned disaster preparedness, response, and recovery
program for the department.
• Respond to requests for assistance related to emergency situations and natural disasters
received during normal business hours. For requests received during non -business hours,
City staff shall respond within 45 minutes, while contracted service providers will respond
within one hour.
• Stay current with emergency response and safety training.
CITY OF CLAREMONT
COMMUNITY SERVICES
CS-4 Provide customer service to residents and City employees while coordinating
work efforts among the department's divisions to ensure that City programs are
functioning effectively.
• Provide phone support to our customers.
• Assist walk-in customers.
• Manage division records.
• Coordinate personnel, payroll, purchasing, payables, and training.
• Monitor program budget and conduct financial analysis.
• Provide staff support for the Community and Human Services Commission and standing
committees.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: ANIMAL CONTROL
Account(s): 110-3041
The City contracts with the Inland Valley Humane Society (IVHS) to provide animal control services
and licensing. The IVHS provides 24-hours service for emergency related animal services, responds to
injured and deceased animal calls, provides shelter for stray animals and low cost neutering services,
investigates nuisance animals and dog bite incidents, conducts canvassing of the City every three
years for dog licensing enforcement and handles all required licensing of animals in the City.
• Hours of Service Provided
640
812
778
815
930
• Calls for Service
1,376
1,717
1,542
1,509
1,694
• Stray Dogs
111
124
95
56
70
• Stray Cats
139
112
88
31
29
• Owner Release Dogs
30
7
-
-
2
• Owner Release Cats
11
20
4
-
2
• Dogs Adopted
151
118
77
52
28
• Cats Adopted
65
58
39
19
38
• Dogs Redeemed
48
54
34
16
15
• Cats Redeemed
8
1
1
1
3
• Relocated Animals
51
42
27
12
6
• Dogs Euthanized
10
11
16
13
15
• Cats Euthanized
66
66
51
10
5
• Misc. Euthanized
41
51
28
29
27
• Animal Bites
13
19
17
14
22
• Animal Cruelty Investigations
22
54
37
39
31
• Violations
246
151
223
212
136
• Dogs Licensed/Applications Processed
3,301
2,022
1,811
1,673
1,821
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
145,229 141,766 270,000 270,000
$ 145,229 $ 141,766 $ 270,000 $ 270,000
$ 145,229 $ 141,766 $ 270,000 $ 270,000
$ 145,229 $ 141,766 $ 270,000 $ 270,000
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Buildings
Account(s): 110-4320, 110-4332, 110-4335
To provide City building maintenance services. Staff conducts minor repairs, coordinates contract
services and repairs, and conducts emergency responses. Staff manages contracts for janitorial
services, pest control, electrical repairs, intrusion alarms, and heating/air conditioning repairs. Staff
also maintains the Village parking structure, including coordinating elevator service, electrical repairs,
security, and restroom maintenance.
• Buildings Maintained
22
22
22
22
22
• Square Footage of Buildings Maintained
298,765
298,765
298,765
298,765
298,765
• Vandalism Incidents Corrected
12
10
30
45
55
• Square Footage of Graffiti Removed
240
200
250
262
230
• Graffiti Sites Corrected
27
25
35
40
31
• Service Order Requests Completed
269
310
528
150
265
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 182,390 $ 189,376 $ 198,735 $ 204,151
1,021,866 1,136,827 961,442 1,042,815
$ 1,204,256 $ 1,326,203 $ 1,160,177 $ 1,246,966
$ 1,204,256 $ 1,326,203 $ 1,160,177 $ 1,246,966
$ 1,204,256 $ 1,326,203 $ 1,160,177 $ 1,246,966
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Continue to utilize free energy and water audits to support retrofit efforts.
• Continue to modify energy and water fixtures as funds allow so that increased efficiencies
can be achieved.
CS-5 Ensure public buildings are safe, attractive, and environmentally friendly,
allowing City employees and customers to conduct business and/or provide
services to the community.
• Oversee janitorial services.
• Oversee HVAC maintenance and repairs.
• Oversee electrical and plumbing repairs.
• Supervise fire sprinkler service.
• Coordinate emergency generator maintenance.
UQ CITY OF CLAREMONT
COMMUNITY SERVICES
• Provide routine maintenance services for 22 City buildings.
• Administer a graffiti program designed to remove graffiti within 48 hours of reporting.
• Manage contracts and projects, including:
1. Roof repair and replacements.
2. Flooring repair and replacement.
3. Exterior and interior building repair/refurbishments.
4. Exterior and interior painting.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Bus Stops
Account(s): 128-4339
To provide routine maintenance and necessary repairs of all City bus benches, shelters, and trash
receptacles. Services include safety evaluations, emergency repairs, pressure washing, painting,
minor repairs to facilities, and custodial care.
• Number of Bus Stops Maintained
• Bus Shelters
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Proposition C Fund
Total
77 77 77 77 77
7 7 7 7 7
$ 24,241 $
17,750
20,370 $
21,136
21,069 $
14,399
21,562
14,512
$ 41,991 $
41,506 $
35,468 $
36,074
$ 41,991 $ 41,506 $ 35,468 $ 36,074
$ 41,991 $ 41,506 $ 35,468 $ 36,074
CS-14 Promote the transit options for all Claremont residents during general services
hours; 24-hours-a-day, 7-days-a-week service for seniors, persons with disabilities,
and youth under the age of 16 years.
• Maintain 77 bus stop locations with benches, trash receptacles, and shelters.
• Provide custodial service and vandalism repairs.
• Provide facility maintenance and safety evaluations.
• Install benches and trash receptacles.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Oak Park Cemetery
Account(s): 313-4336, 313-4337
To provide a variety of burial options including full casket, cremation, and columbarium inurnments.
Services include cemetery sales, interments, landscape maintenance, and headstone installation.
Staff also serves as liaison to the Friends of Oak Park Cemetery.
• Cemetery Acres Maintained
10.37
10.37
10.37
10.37
10.37
• Interments
153
129
139
125
189
• Headstones Installed
47
42
45
48
102
• Spaces Sold
165*
123
143
126
146
*Includes columbarium spaces.
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Cemetery Fund
Total
$ 210,047 $
230,956 $
240,984 $
248,824
416,704
403,030
434,889
432,390
41,882
30,700
26,089
26,089
$ 668,633 $
664,686 $
701,962 $
707,303
$ 668,633 $ 664,686 $ 701,962 $ 707,303
$ 668,633 $ 664,686 $ 701,962 $ 707,303
CS-7 Serve the public by preserving a cemetery that honors the memory of departed
loved ones.
• Conduct burials at Oak Park Cemetery.
• Sell burial spaces as well as various burial -related items, including vaults and liners.
• Provide weekly mowing and specialized landscaping services as needed at Oak Park
Cemetery.
• Manage Oak Park Cemetery office, manage gravesite decorations, and prepare marketing
materials.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Parks
Account(s): 129-4325
To provide maintenance and repair of City park facilities (including sports courts such as a pickle ball
court, basketball courts, tennis courts, and ball fields), as well as picnic facilities. The services provided
include landscape maintenance, safety evaluations, emergency repairs, painting, minor repairs to park
equipment, electrical repairs, litter control, park restroom janitorial service, and park and sports lighting.
• Sports Courts Maintained
28
28
28
28
28
• Ball Fields Maintained
22
22
22
22
22
• Park Restrooms Maintained
28
28
28
28
28
• Vandalism Incidents Corrected
137
141
152
170
210
• Playgrounds Inspected
16
16
16
16
16
• Park and Sports Lights Maintained
186
215
215
215
215
• Park Lights Inspected
216
246
246
246
246
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Landscape & Lighting District
Total
$ 196,463 $
114,715 $
121,998 $
125,773
1,116,406
1,313,231
1,416,084
1,392,717
13,500
8,800
9,000
9,000
$ 1,326,369 $
1,436,746 $
1,547,082 $
1,527,490
$ 1,326,369 $ 1,436,746 $ 1,547,082 $ 1,527,490
$ 1,326,369 $ 1,436,746 $ 1,547,082 $ 1,527,490
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Continue to convert to water -efficient landscaping as funds are available and policy allows.
• Continue to use local, native plants in City projects where appropriate.
• Develop a species list of water -wise and ecologically friendly plants for use in new
development and other landscaping projects.
CS-8 Ensure that parks are in healthy and clean condition —free from litter, graffiti, pests,
and disease —to provide a safe environment for the public.
• Administer contracts for landscape maintenance of 21 City parks, including the Thompson
Creek Trail, Claremont Hills Wilderness Park, and Sycamore Canyon. Maintenance includes
mowing, trash pickup, weeding, periodic pest control, and pruning.
• Maintain play equipment, park facilities, ball fields, and sports courts, and monitor sport
lighting.
UU CITY OF CLAREMONT
COMMUNITY SERVICES
Maintain amenities, including benches, drinking fountains, trashcans, and bike racks.
Manage contracts and projects, including:
1. Vandalism repairs and graffiti removal.
2. Playground improvements.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/ROW Landscape
Account(s): 129-4324
To provide maintenance and restoration of landscaping in rights -of -way throughout the City, including
median islands and parkways.
• Acres of Right-of-way Areas Maintained 69 69 70* 70 70
*Additional landscape maintenance of the 10 Freeway on and off ramps and the Frontier parking lot
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Landscape & Lighting District
Total
$ 38,305 $
42,929 $
44,614 $
45,734
901,413
959,545
1,071,465
1,099,029
$ 939,718 $
1,002,474 $
1,116,079 $
1,144,763
$ 939,718 $ 1,002,474 $ 1,116,079 $ 1,144,763
$ 939,718 $ 1,002,474 $ 1,116,079 $ 1,144,763
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Continue to convert to water -efficient landscaping as funds are available and policy allows.
• Continue to use local, native plants in City projects where appropriate.
CS-9 Ensure that rights -of -way, parkways, and Village planters are well maintained —
free of litter and weeds —with healthy and vigorous plants that represent a good
distribution of color.
• Administer contracts for landscape maintenance for 95 median islands and parkways.
Maintenance includes mowing, trash pickup, weeding, periodic pest control, and pruning.
• Manage and supervise programs and projects, which include:
1. Park and right-of-way contract administration.
2. Right-of-way landscape improvements.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Sewer & Storm Drain
Account(s): 311-4322
To provide inspection, maintenance, and repair to over 122 miles of City -owned sewer lines and
240 storm drains. Services provided include videotape inspections, cleaning, repairing, dye testing,
locating points of connection for residents and contractors, and responding to public inquiries and
emergency call -outs regarding sewer connections and industrial waste disposal.
• Miles of Sewer Main Cleaned
92
25
21
32
26
• Miles of Sewer Main Video Taped
92
7
8
10
4
• Catch Basins Cleaned
224
224
224
300
300
• Miles of Drain Swales Maintained
19
19
19
19
19
• Primary Sewer Locations Maintained
32
32
32
32
32
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Sewer Fund
Total
$ 288,411 $ 436,298 $ 462,970 $ 477,961
554,037 596,147 567,312 569,858
- 44,294 1,000 1,000
$ 842,448 $ 1,076,739 $ 1,031,282 $ 1,048,819
$ 842,448 $ 1,076,739 $ 1,031,282 $ 1,048,819
$ 842,448 $ 1,076,739 $ 1,031,282 $ 1,048,819
CS-10 Ensure that the City's sewer mainline pipes and storm drains are able to
collect and transport wastewater and storm water runoff to a treatment plant
facility or the ocean safely and efficiently without harming the environment.
• Maintain 122 miles of City -owned sanitary sewer lines.
• Inspect and clear storm drains.
• Videotape and inspect sewer lines.
• Conduct weed control, sewer rodding, pest control, and swale cleaning.
• Maintain Williams Avenue pump station.
• Manage sewer rehabilitation projects.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Street Lighting
Account(s): 129-4329
To inspect 300 streetlights maintained by Southern California Edison, and inspect, maintain, and repair
2,205 City -owned streetlights. Most of the work performed in this program is done contractually.
• Street Lights Inspected
• Street Lights Repaired
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
2,690 2,690
60 65
2,690 2,090 1,100
58 53 67
$ 11,894 $ 19,037 $ 21,331 $ 22,118
237,722 280,646 295,199 306,057
$ 249,616 $ 299,683 $ 316,530 $ 328,175
Landscape & Lighting District $ 249,616 $ 299,683 $ 316,530 $ 328,175
Total $ 249,616 $ 299,683 $ 316,530 $ 328,175
CS-3 Ensure City street lights are in good and safe working condition.
• Contract for the repair of 2,205 City -owned street and park lights as needed. Refer and
track repair requests for 300 Edison -owned street lights.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Streets & Sidewalks
Account(s): 110-4328, 114-4328
To maintain approximately 231 miles of sidewalk, 30 miles of street striping, 226 miles of concrete
curb, 17 miles of painted curb, and 4,000 signs. Examples of some of the ongoing services include
repairs to damaged sidewalks, sign maintenance and installation, curb painting, and street striping.
• Sidewalk, Curb, and Gutter Replaced
• Sidewalk Grinding or Ramping
Locations Completed
• New Signs Installed
• Signs Replaced
• Miles of Curb Repainted
• Service Requests
• Potholes Repaired
• Miles of Street Striping Completed
*Includes 2017 CIP project.
**Tracking began in 2019.
Expenditures
63,856 sf*
15,230 sf
4,100 sf
30,329 sf
24,000 sf
125
210
164
100
155
101
70
40
120
50
281
300
248
260
360
2
1
1
0.5
.25
187
353
280
360
420
-
-
749**
600
550
-
-
4.9**
8
7
Salaries and Benefits
$
96,305
$
103,202
$
188,083
$
196,966
Services and Supplies
127,051
135,150
381,728
132,272
Equipment
-
-
-
-
Total
$
223,356
$
238,352
$
569,811
$
329,238
Funding Sources
General Fund
$
223,356
$
238,352
$
319,811
$
329,238
American Rescue Plan Act (ARPA) Fund
-
-
250,000
-
Total
$
223,356
$
238,352
$
569,811
$
329,238
CS-11 Maintain sidewalks to ensure hardscape is safe for pedestrians.
• Maintain 231 miles of sidewalk and 17 miles of painted curbs.
• Oversee Citywide hardscape evaluation and hazard mitigation project.
CS-16 Ensure city streets are in a good and safe condition for travel.
• Repair potholes.
• Keep streets clear of debris.
• Maintain 4,000 street signs.
• Oversee and maintain 30 miles of street striping as needed.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Transit Center/Depot
Account(s): 128-4338
To maintain the Depot and Park -and -Ride lot. Staff performs minor repairs, coordinates contract repair
and maintenance, and responds to emergencies. Landscape services, pest control, electrical repairs,
security camera maintenance, and heating/air conditioning repairs are provided contractually.
• Service Order Requests Completed
2
10
15
10
20
• Vandalism Incidents Corrected
10
25
20
35
42
• Square Footage of Buildings Maintained
2,600
2,600
2,600
2,600
2,600
Financial Data
Actual
Budgeted
Adopted
Adopted
Expenditures
Salaries and Benefits
$ 32,534
$
65,946
$
52,536
$
54,176
Services and Supplies
127,294
104,637
92,920
88,768
Equipment
-
-
-
-
Total
$ 159,828
$
170,583
$
145,456
$
142,944
Funding Sources
Proposition C Fund
$ 159,828
$
170,583
$
145,456
$
142,944
Total
$ 159,828
$
170,583
$
145,456
$
142,944
CS-5 Ensure public buildings are safe, attractive, and environmentally friendly, allowing
City employees and customers to conduct business and/or provide services to the
community.
• Perform landscape maintenance.
• Maintain buildings and repair vandalism.
• Maintain heating and air conditioning.
• Coordinate programs and manage contracts.
• Install holiday decorations.
• Respond to service requests.
LW CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Trees
Account(s): 129-4326, 129-4330
To provide care, preservation, and maintenance of Claremont's urban forest. Private contractors
perform the majority of this work, which includes trimming, removal, and replanting of trees throughout
the City. Work is scheduled and tracked on the contractor's tree management system.
• Trees Planted
• Resident Requests for Service
Completed
• Trees Removed
• Contract Trees Trimmed
• Trees Treated
• Resident Tree Removal Requests at
Commission Meetings
• Resident Pay Program Participants
478
573
575
268
219
3,104
880*
982
1,542
1,872
486
330
572
325
381
1,852
1,680
4,299
5,045
4,195
2,113**
10
20
4
25
5
5
5
-
2
-
-
-
-
22***
*Arborist position changed from full-time to part-time in 2018.
**Polyphagous Shot Hole Borer treatment.
***New service indicator added in 2021.
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Landscape & Lighting District
Total
$ 100,955 $
653,275
104,447 $
773,573
187,924 $
800,899
197,120
794,296
$ 754,230 $
878,020 $
988,823 $
991,416
$ 754,230 $ 878,020 $ 988,823 $ 991,416
$ 754,230 $ 878,020 $ 988,823 $ 991,416
CS-12 Preserve and maintain a healthy urban forest that will improve the environment
and provide overall beauty to the community.
• Maintain approximately 25,600 park and street trees.
• Manage Arbor Access data programs.
• Coordinate arborist inspections.
• Oversee tree inventory contract.
• Manage young tree maintenance program and Reforestation Program.
• Implement Urban Forest Management Plan.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
• Administer tree maintenance contracts and coordinate tree maintenance activities, including
trimming, removal, replanting, watering, pest eradication, and emergency tree removal.
• Coordinate responses to individual community tree concerns.
• Coordinate Commission review.
• Oversee bee eradication and mitigation.
U. CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MAINTENANCE/Village
Account(s): 110-4333, 110-4334, 129-4333
To maintain and repair the landscape and facilities within the Village. Staff coordinates maintenance to various
amenities including landscaping and trees, drinking fountains, benches, restrooms, streets, sidewalks, parking
lots, bike racks, news racks, trash receptacles, street lights, the Village Plaza area, and the plaza fountain.
• Acres of Village Maintained
• Village Trees Maintained (Commercial
District)
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Landscape & Lighting District
Total
5.5 5.5 5.5 5.5 5.5
676 680 680 680 680
$ 128,856 $
268,275
117,901 $
301,858
123,308 $
288,986
126,774
293,298
$ 397,131 $
419,759 $
412,294 $
420,072
$ 170,232 $
226,899
154,157 $
265,602
154,655 $
257,639
157,676
262,396
$ 397,131 $
419,759 $
412,294 $
420,072
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Continue to convert to water -efficient landscaping as funds are available and policy allows.
• Continue to use local, native plants in City projects where appropriate.
CS-9 Ensure that rights -of -way, parkways, and Village planters are well maintained —
free of litter and weeds —with healthy and vigorous plants that represent a good
distribution of color.
• Maintain the Village area with trash pickup, weeding and mowing, and replacement of
flowering plants as needed.
• Coordinate programs and manage contracts, including:
1. Vandalism repairs and graffiti removal.
2. Amenity maintenance: benches, drinking fountains, trash cans, news racks, street
lights, bike racks, and the plaza fountain.
3. Sidewalk pressure washing.
4. Landscape maintenance.
• Empty trash cans.
• Prepare for Village Venture, Holiday Promenade, and other special events.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: MOTOR FLEET MAINTENANCE/Internal & External
Account(s): 320-4230
Internal: To provide routine maintenance and repair of City vehicles and equipment in the motor
fleet, oversee the purchase of fuel and maintenance parts, develop vehicle specifications, purchase
new vehicles, sell surplus equipment, and ensure compliance with all applicable State and Federal
regulations relating to vehicle maintenance and fueling facilities.
External: To provide routine maintenance and repair to the Inland Valley Humane Society motor
fleet, and oversee the purchase of fuel and maintenance parts for this agency; provide alternative
fueling source (CNG) to City of Montclair, Nationwide Environmental Services (sweeper contractor),
and Visser Bus Services; and ensure compliance with all applicable State and Federal regulations
relating to the safe and legal operation of motor vehicles. Revenues from these agencies offset the
cost of this program.
Internal:
• Vehicles Serviced and Maintained
• Preventive Maintenance Procedures
Performed
• Repair Work Orders Completed
• City Fleet Miles Traveled
• Number of Road Calls for Service
External:
• Vehicles Serviced and Maintained
• Preventive Maintenance Procedures
Performed
• Repair Work Orders Completed
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Vehicles
Total
Funding Sources
Motor Fleet Fund
Total
94
94
95
93
91
229
245
213
257
236
1,036
907
862
1,105
871
713,642
773,941
717,211
650,677
629,530
5
7
14
12
14
16
16
16
16
16
19
17
30
36
30
48
30
51
82
56
$ 532,850 $
580,681 $
602,169 $
617,203
969,179
980,405
1,024,163
1,023,284
-
-
-
199,000
27
146,300
392,000
-
$ 1,502,056 $
1,707,386 $
2,018,332 $
1,839,487
$ 1,502,056 $ 1,707,386 $ 2,018,332 $ 1,839,487
$ 1,502,056 $ 1,707,386 $ 2,018,332 $ 1,839,487
CITY OF CLAREMONT
COMMUNITY SERVICES
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Continue to specify the use of alternative fuel vehicles, where applicable, as well as
incorporate fuel -saving technology when replacing City vehicles.
CS-13 Service and maintain City and other agency vehicles to ensure they are in good
condition and performing safely.
• Maintain the City's fleet of 91 vehicles and 38 pieces of equipment, with priority given to
vehicles used for safety and sanitation programs.
• Coordinate safety inspections and environmental compliance.
• Provide contract maintenance services for 19 vehicles owned by the Inland Valley Humane
Society.
• Provide contract alternative fueling services (CNG) for 8 paratransit buses owned by the
City of Montclair.
• Provide contract alternative fueling services (CNG) for Visser Bus Services.
• Contract with the Claremont Unified School District and Inland Valley Humane Society
to provide unleaded fuel.
• Coordinate and promote the use of alternative fuel sources in the City fleet.
• Purchase, store, and distribute fuel.
• Maintain the City's compressed natural gas station.
• Perform vehicle repair and maintenance.
• Perform safety inspections and environmental compliance.
• Administer vehicle purchasing, DMV reporting, and inventory control.
• Write specifications for and coordinate the purchase of vehicles scheduled for replacement.
• Promote and participate in activities and associations that provide opportunities for
networking, benchmarking, and technical support.
• Continually analyze collected data and evaluate operations using the best available
technology and incorporate results.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: PUBLIC TRANSIT SERVICES/Administration
Account(s): 127-4110
To manage local public transit programs and services and monitor regional public transportation issues
that may impact Claremont. The Public Transit Services Division is comprised of three programs:
administration, Dial -a -Ride services, and the Transit Center/Depot. The administration program
consists of City staff and general overhead related to the administration of Proposition A funded
programs, including the Transit Center/Depot, the City's share of Pomona Valley Transportation
Authority administrative costs, and attendance at regional meetings.
• Local and Regional Transportation
Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Proposition A Fund
Total
35 45
$ 86,188 $ 165,279 $
265,723 257,803
40 40 40
176,466 $ 186,427
258,217 258,619
$ 351,911 $ 423,082 $ 434,683 $ 445,046
$ 351,911 $ 423,082 $ 434,683 $ 445,046
$ 351,911 $ 423,082 $ 434,683 $ 445,046
CS-14 Promote the transit options for all Claremont residents during general
services hours; 24-hours-a-day, 7-days-a-week service for seniors, persons
with disabilities, and youth under the age of 16 years.
• Monitor activities of regional operators, and transit agencies, including Pomona Valley
Transportation Authority, Foothill Transit, and Metropolitan Transportation Authority (Metro).
• Ensure compliance with Proposition A guidelines.
• , CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: PUBLIC TRANSIT SERVICES/Local Dial -a -Ride
Account(s): 310-4110
To provide Get About regional transportation service to the elderly and disabled. These services are
operated by a private contractor and managed by the Pomona Valley Transportation Authority (PVTA).
• Get about Riders (Claremont Only)
$15,836.00
$15,836.00
$16,475.00
$12,945.00
$6,777.00
• Cost per Get About Rider (Fiscal Year)
23
20
22
26
27
• Claremont Dial -a -Ride Hours of Service
$3,674.00
$3,676.00
$3,131.00
$2,267.00
$1,110.00
• Claremont Dial -a -Ride Riders
34,863
33,432
26,484
20,341
7,615
• Cost per Dial -a -Ride Rider (Fiscal Year)
$11.59
$10.76
$11.20
$12.59
$56.28
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Transportation Fund
Total
$ 76,978 $ 47,670 $ 49,148 $ 52,756
365,198 685,671 676,994 677,236
$ 442,176 $ 733,341 $ 726,142 $ 729,992
$ 442,176 $ 733,341 $ 726,142 $ 729,992
$ 442,176 $ 733,341 $ 726,142 $ 729,992
CS-14 Promote the transit options for all Claremont residents during general
services hours; 24-hours-a-day, 7-days-a-week service for seniors, persons
with disabilities, and youth under the age of 16 years.
• Attend monthly Metro meetings for transit operators.
• Prepare the Short Range Transit Plan, and all State and County forms and agreements
to obtain operating subsidies for Claremont transit programs.
• Provide information to the public on the various modes of transportation service in the area.
• Monitor the impact on funding of proposed State and Federal legislation.
• Respond to and assist in resolving rider complaints.
• Monitor revenue and expenditure budget and operating statistics.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: PUBLIC TRANSIT SERVICES/Regional Transportation
Account(s): 128-4110
To provide information on the public transit systems in Los Angeles, San Bernardino, and Riverside
counties. These systems include Metrolink commuter rail, Foothill Transit, Metro, OMNITRANS, RTA,
Claremont Dial -a -Ride, and Get About.
• Dial -a -Ride and Get about Passes Sold
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Proposition C Fund
Total
1,266 325 1,130 287 208
$ 94,031 $
5,619
93,397 $
6,554
98,229 $
6,943
103,031
7,137
$ 99,650 $
99,951 $
105,172 $
110,168
$ 99,650 $ 99,951 $ 105,172 $ 110,168
$ 99,650 $ 99,951 $ 105,172 $ 110,168
CS-14 Promote the transit options for all Claremont residents during general services
hours; 24-hours-a-day, 7-days-a-week service for seniors, persons with disabilities,
and youth under the age of 16 years.
• Process necessary Metro forms regarding approval of Proposition C expenditures.
• Coordinate financial audits of Local Return Funds.
• Develop the Proposition C Capital Improvement Plan.
• Coordinate with Foothill Transit on local and regional issues affecting the City.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Commercial Refuse & Recycling
Account(s): 312-4224
To provide refuse, recycling, and food waste collection to all commercial, industrial, and institutional
accounts. Staff also maintains and repairs containers used by commercial customers. Most customers
have three or four cubic yard bins; and a few have automated containers, such as those used in
the residential program. Frequency of disposal varies from one to six pickups per week based upon
customer need.
Refuse Service:
Accounts Served per Week:
• One Pickup
• Two Pickups
• Three Pickups
• Four Pickups
• Five Pickups
• Six Pickups
• Number of Compactors in Service
• Bins Emptied Annually
• Automated Containers Emptied Annually
• Tons of Landfill Debris
Recycling Service:
• Tons of Materials Recycled
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Vehicles
Total
Funding Sources
Sanitation Fund
Total
194
90
85
85
85
52
48
45
45
45
55
54
54
43
43
12
14
15
12
12
30
19
21
16
16
19
24
21
16
16
13
13
13
13
13
71,552
68,796
68,485
54,738
54,738
9,610
7,696
7,720
7,720
7,720
13,535
13,495
13,322
10,408
11,179
1,535
1,970
2,312
1,621
1,676
$ 567,716 $ 501,881 $ 510,704 $ 528,301
959,016 1,167,709 1,203,380 1,218,355
- 10,000 11,000 11,000
- 255,000 - -
$ 1,526,732 $ 1,934,590 $ 1,725,084 $ 1,757,656
$ 1,526,732 $ 1,934,590 $ 1,725,084 $ 1,757,656
$ 1,526,732 $ 1,934,590 $ 1,725,084 $ 1,757,656
CITY OF CLAREMONT Im
COMMUNITY SERVICES
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Encourage commercial and institutional food waste utilization and diversion from the
waste stream through dehydration and/or local composting.
• Develop a pilot program for food waste recycling for high food waste generating uses.
CS-15 Provide an environmentally responsible and cost-effective solid waste and
recycling program.
• Promote recycling per AB 341.
• Promote organic recycling.
• Provide refuse and recycling collection to 388 commercial customers.
• Provide and schedule year-round pickup of bulk items for all commercial refuse collection
customers, including E-Waste.
• Provide customer service.
• Provide dumpster repair and delivery.
• Prepare a cost and rate comparison of other agencies and private firms.
• Administer and manage contracts.
• Evaluate changes in commercial route collections, conduct audits, and evaluate staff
levels and administration.
• Evaluate transfer of collected materials from the City Yard.
• Evaluate diversion quantities.
• Evaluate commercial areas for compactor use.
• Prepare annual report to CalRecycle.
LW CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Hazardous Waste Management
Account(s): 312-4229
To provide residents with safe and legal disposal of used motor oil and a variety of electronic waste
through convenient curbside collection programs. Provide hazardous waste disposal opportunities
through coordination with the Los Angeles County Household Hazardous Waste Collection Program.
The used oil program is funded through grants from CalRecycle.
• Pounds of Hazardous Waste Collected
at L.A. Co. Roundups in Claremont
• Gallons of Oil Collected via the
Curbside Collection Program
• Curbside Oil Filters Collected
• Pounds of Sharps (Needles) Recycled
• Pounds of E-waste Collected
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Sanitation Fund
Total
79,453
59,975
56,035
112,680
-
204
660
550
550
555
23
36
35
47
43
702
628
715
396
430
95,222
211,686
245,267
230,017
230,545
$ 9,170 $ - $ - $ -
2,138 3,550 3,000 3,000
$ 11,308 $ 3,550 $ 3,000 $ 3,000
$ 11,308 $ 3,550 $ 3,000 $ 3,000
$ 11,308 $ 3,550 $ 3,000 $ 3,000
CS-15 Provide an environmentally responsible and cost-effective solid waste and
recycling program.
• Work with the County of Los Angeles to provide annual countywide Household Hazardous
Waste Collection events at the City Yard.
• Coordinate public education to promote collection events.
• Perform grant management.
• Develop public education materials promoting household hazardous waste source reduction
and reuse.
• Collect residential E-Waste at crubside.
• Collect residential used oil and filters at curbside.
• Provide public education for universal waste.
• Promote the Community Services Curbside Used Oil Program to increase participation.
• Research grants for hazardous waste/universal waste collection and processing.
CITY OF CLAREMONT Im
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Multi-Family Collection
Account(s): 312-4223
To provide routine collection of refuse and recycling from multi -family residential locations such as apartments,
condominiums, and townhomes. Recycling service is currently provided to 100 percent of multi -family complexes.
Refuse Service:
• Accounts Serviced (1 to 7 Times per
Week)
• Units Serviced
• Automated Containers Emptied Annually
• Dumpsters Emptied Annually
• Tons of Debris Disposed of Annually
Recycling Service:
• Multi -family Complexes with Recycling
Service
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Vehicles
Total
Funding Sources
Sanitation Fund
Total
245
250
240
240
240
4,620
4,620
4,610
4,610
4,610
23,010
23,010
23,010
23,010
23,010
22,048
22,048
22,048
22,048
23,010
3,285
3,643
3,495
3,643
3,700
100% 100% 100% 100% 100%
$ 446,158 $
436,808 $
449,249 $
462,766
406,929
491,112
552,270
563,954
7,600
30,000
20,000
20,000
-
85,000
-
-
$ 860,687 $
1,042,920 $
1,021,519 $
1,046,720
$ 860,687 $ 1,042,920 $ 1,021,519 $ 1,046,720
$ 860,687 $ 1,042,920 $ 1,021,519 $ 1,046,720
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Expand recycling to all apartments, condominiums, and institutions within Claremont.
CS-15 Provide an environmentally responsible and cost-effective solid waste and
recycling program.
• Provide refuse, recycling, and organics to 250 multi -family accounts.
• Provide year-round pickups of bulk items for multi -family accounts, including E-Waste.
• Provide program management and customer service.
• Audit financial billing for multi -family accounts.
• Prepare annual report to CalRecycle.
U. CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Residential Refuse & Recycling
Account(s): 312-4222
To provide weekly collection of refuse, recycling, and green waste materials from Claremont's single-
family residences through an automated, variable rate collection program. Services include refuse,
recycling, green waste collection, customer service, and monitoring disposal and diversion records
for State (AB 939) reporting. Special collection services for customers include but are not limited to
holiday tree disposal and bulk item pickups.
Refuse Service:
• Accounts Serviced Once per Week 8,488 8,529 8,542 8,742 8,742
• Automated Containers Emptied Annually 441,376 443,508 444,184 454,534 454,534
• Tons of Debris Disposed of Annually 7,546 7,477 7,868 10,007 8,913
Recycling Service:
• Accounts Serviced Once per Week
• Automated Containers Emptied Annually
• Tons of Christmas Trees Collected and
Recycled
• Tons of Metal Recycled
• Tons of Materials Recycled
8,488
8,529
8,542
8,742
8,742
551,720
665,262
666,276
681,876
621,879
18
17
16
15
14
36
47
50
65
70
3,668
3,589
3,406
2,958
3,268
Green Waste Service:
• Accounts Serviced Once per Week 8,488 8,829 8,542 8,742 8,742
• Automated Containers Emptied Annually 662,064 665,262 777,322 795,522 795,522
• Tons of Green Waste Recycled Annually 6,926 6,717 6,856 7,933 6,198
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Vehicles
Total
Funding Sources
Sanitation Fund
Total
$ 958,318 $
964,111 $
979,405 $
1,013,837
1,935,298
2,260,443
2,328,629
2,353,372
86,019
134,600
132,100
132,100
-
-
40,000
-
$ 2,979,635 $
3,359,154 $
3,480,134 $
3,499,309
$ 2,979,635 $ 3,359,154 $ 3,480,134 $ 3,499,309
$ 2,979,635 $ 3,359,154 $ 3,480,134 $ 3,499,309
CITY OF CLAREMONT
COMMUNITY SERVICES
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
•
Continue to distribute sustainability information as sanitation bill inserts.
•
Continue to inform residents of the City's volume -based rate structure.
CS-15 Provide an environmentally responsible and cost-effective solid waste and
recycling
program.
•
Collect trash, commingled recyclables, and organics every week for all residential
customers.
•
Maintain a residential curbside used oil and filter recycling program.
•
Offer an environmentally safe, home -generated sharps recycling program.
•
Increase public awareness regarding waste reduction/recycling and environmental issues
through continuing education.
•
Provide year-round pickups of bulk items for all residential refuse collection customers,
including E-Waste.
•
Provide an annual Christmas tree collection and recycling program.
•
Provide program management and customer service.
•
Coordinate public education.
•
Prepare and file various State reports.
•
Evaluate revenues and fees.
•
Work with regional agencies regarding refuse and recycling issues.
•
Collect and dispose of items dumped illegally.
•
Transfer collected materials at the City Yard.
•
Provide a free, drop-off recycling center Friday through Sunday at the City Yard.
U. CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Roll-off & Bin Rentals
Account(s): 312-4226
To provide temporary bin rentals, including 3 and 4-yard bins, 40-yard roll -offs, and "lowboys" to
residential and commercial customers. Bins are rented on a temporary basis for limited -term disposal
needs.
• 3 and 4-yard Bins Delivered and
Picked Up Annually
• 40-yard Roll -offs Delivered and Picked
Up Annually
• Service Provided on Demand and
Charged
• Tons of Debris Disposed of Annually
• Tons of Construction and Demolition
Material
Expenditures
Salaries and Benefits
Services and Supplies
Vehicles
Total
Funding Sources
Sanitation Fund
Total
2,051
1,928
1,928
2,497
2,134
1,130
1,880
967
942
1,106
Weekly
Weekly
Weekly
Weekly
Weekly
1,912
2,905
1,852
2,131
1,906
958
884
645
520
136
$ 290,897 $ 323,083 $ 342,490 $ 353,525
562,933 572,469 612,727 622,749
- - 550,000 -
$ 853,830 $ 895,552 $ 1,505,217 $ 976,274
$ 853,830 $ 895,552 $ 1,505,217 $ 976,274
$ 853,830 $ 895,552 $ 1,505,217 $ 976,274
CS-15 Provide an environmentally responsible and cost-effective solid waste and
recycling program.
• Provide rental refuse collection bins, roll -offs, and lowboys for temporary use by residential
and commercial customers.
• Provide program management and customer service.
• Maintain and repair containers.
• Deliver and collect containers.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SANITATION/Street Sweeping
Account(s): 312-4221
To provide street sweeping services in each residential neighborhood and all commercial areas twice
a month routinely, and more comprehensive sweeping in common areas one to five times per week.
Special sweeping of debris generated by traffic collisions, new housing, and road construction is
addressed through this program, as well as removal of debris from streets following fire and flooding
disasters.
• Miles of Curbline Cleaned per Year
• Central Public Areas Serviced
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Sanitation Fund
Total
7,392 7,400 7,400 7,400 7,400
1-5x/week 1-5x/week 1-5x/week 1-5x/week 1-5x/week
$ 27,461 $
527,247
29,757 $ 30,580 $ 31,337
512,700 525,879 526,827
$ 554,708 $ 542,457 $ 556,459 $ 558,164
$ 554,708 $ 542,457 $ 556,459 $ 558,164
$ 554,708 $ 542,457 $ 556,459 $ 558,164
CS-1 Provide an efficient Citywide street sweeping maintenance program.
• Sweep streets in residential neighborhoods and commercial areas twice a month, main
thoroughfares weekly, and public shopping areas several times a week.
• Fulfill special sweeping requests.
• Provide program management and customer service.
• Sweep streets in the Village commercial area Monday through Friday.
CITY OF CLAREMONT
COMMUNITY SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Community Services
Division: SUSTAINABILITY
Account(s): 110-4101
To coordinate the implementation of the Sustainable City Plan; staff the City's Sustainability Committee;
compile the Claremont Annual Sustainability Report; respond to sustainability related mandates from
regional, State, and Federal governments; and secure any related funding.
• Sustainability Committee Meetings
• Sustainable City Plan Action Items
Addressed
*Data not tracked prior to 2019
Expenditures
Salaries and Benefits
Services and Supplies
Total
Funding Sources
General Fund
Total
$ 12,767 $ 36,796 $
12,123 23,000
7* 8 4
79* 65 80
39,921 $ 41,039
23,000 23,000
$ 24,890 $ 59,796 $ 62,921 $ 64,039
$ 24,890 $ 59,796 $ 62,921 $ 64,039
$ 24,890 $ 59,796 $ 62,921 $ 64,039
CP-1 Implement applicable items on the City Council Priority List.
• Implement Sustainable City Plan.
• Utilize community volunteers to research Sustainability-related policy issues.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City Plan.
• Develop and implement water and energy efficiency projects to City buildings and facilities
including the use of solar improvements.
• Coordinate City involvement in Sustainable Claremont's Earth Day celebration event.
• Invest in energy saving measures to reduce City facilities' energy consumption.
• Provide sustainability information through the City Letter, the City Manager's Weekly
Update, the sustainability page on the City's Website, and through citizen contacts.
• Respond to citizen inquiries regarding sustainability issues.
• Administer sustainability program tasks, including preparation of the Annual Report and
staffing of citizen Sustainability Committee.
CITY OF CLAREMONT M
COMMUNITY SERVICES
CITY OF CLAREMONT
HUMAN SERVICES
ORGANIZATIONAL CHART
HUMAN SERVICES
DIRECTOR
Administrative Division
• Budget
• Outreach/Coordination
with Community
Organizations
• CBO and Homeless Funding
Process
• Homeless Services
o Homeless Services Advocate
• Padua Hills Theatre Community
Uses
• Facility Lease Agreements
• Commission and Committee
Support
o Community and Human
Services Commission
o Committee on Human Relations
• Emergency Management
• Special Projects
Senior Division
• Senior Programs
• Family/Senior Emergency Funds
• Senior Nutrition Program
• Senior Case
Management/Resource and
Referral Services
• Committee on Aging Support
Recreation Division
• Contract Class Program
• Hughes Center Operations
• ABC's For Me/Tiny Tot Program
• Facility and Park Rentals
• Park Ranger Program
• CHWP Management
• Youth Sports Field Allocation
• Scholarships
• Recreation Brochure
• Youth Sports Committee Support
Youth Division
• Youth Activity Center (YAC)
• TRACKS Activity Center (TAC)
• Camp Claremont
• Teen Committee Support
Special Events
• Citywide Special Events
• City Banner Program
• Fourth of July Celebration
• Independence Day Committee
Support
• Special Event Permit Processing
CITY OF CLAREMONT M
HUMAN SERVICES
Personnel
PERSONNEL
Actual Budgeted
20-21 21-22
Adopted
22-23
Adopted
23-24
Administration
Administrative Assistant
1.00
1.00
1.00
1.00
Human Services Deputy Director
1.00
-
-
-
Human Services Director
1.00
1.00
1.00
1.00
Human Services Manager
-
1.00
1.00
1.00
Management Analyst
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
Recreation Programs
Human Services Supervisor
-
1.00
1.00
1.00
Program Coordinator
2.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
Youth Programs
Human Services Supervisor
1.00
1.00
1.00
1.00
Program Coordinator
-
-
1.00
1.00
Site Coordinator
1.00
1.00
-
-
2.00
2.00
2.00
2.00
Seniors, Social Service &
Special Events
Human Service Supervisor
1.00
1.00
1.00
1.00
Program Coordinator
-
-
2.00
2.00
Site Coordinator
2.00
2.00
-
-
3.00
3.00
3.00
3.00
Totals
11.00
11.00
11.00
11.00
204'
CITY OF CLAREMONT
HUMAN SERVICES
BUDGET SUMMARY
No. of Full -Time Employees
Expenditures
Base Level Expenditures
Total Expenditures
Funding Sources
General Fund
American Rescue Plan Act (ARPA) Fund
Wilderness Park Parking Lot
Proposition A Fund
Nutrition Fund
CDBG Fund
Total Funding Sources
% Change
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
3.00 3.00 3.00 3.00
$ 2,279,486 $ 3,018,777 $ 3,603,372 $ 3,732,980
$ 2,279,486 $ 3,018,777 $ 3,603,372 $ 3,732,980
$ 1,514,584 $ 2,214,995 $ 2,552,375 $ 2,660,752
-
-
146,650
146,650
466,342
563,200
615,337
631,092
-
12,000
12,000
12,000
286,625
197,362
246,058
251,533
11,935
31,221
30,953
30,953
$ 2,279,486
$ 3,018,778
$ 3,603,372
$ 3,732,980
19.37% 3.60%
CITY OF CLAREMONT M
HUMAN SERVICES
GOALS
CP-1 Implement applicable items on the City Council Priority List.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City and
Embedment Plans.
HS-1 Provide administrative support and oversight for the department in fulfilling its goals and
work plan.
HS-2 Oversee the development and review of the department's fiscal policies, grant writing,
CIP projects, and budget monitoring.
HS-3 Provide administrative and technical support to the Community and Human Services
Commission and its standing committees.
HS-4 Work closely with the City Manager's office on fostering communication and providing
updates on department programs and services.
HS-5 Manage the funding and development of the department's special projects and tasks.
HS-6 Seek sponsorships, donations, grants, partnerships, and other alternative funding
mechanisms to support programs, CIP projects, and events.
HS-7 Offer a wide range of recreational activities for people of all age groups and needs in our
community and advertise through the department's brochure.
HS-8 Coordinate the City facilities and parks rental program for people of all age groups and
needs in our community.
HS-9 Provide administrative support to the implementation of the City's guiding documents.
HS-10 Work closely with service providers, including the Claremont Unified School District, Tri-
City Mental Health, the Claremont Library, community -based organizations, and/or the
community to build partnerships and coordinate programs and services.
HS-11 Facilitate access to transportation for youth, families, and seniors through fixed route and
group service.
HS-12 Provide a full range of services and activities that meet the needs of Claremont's senior
population and are consistent with the goals of the Committee on Aging.
HS-13 Raise and distribute senior and family emergency funds to assist seniors and families in
crisis.
HS-14 Operate the Senior Nutrition Lunch Program at two senior centers in cooperation with
Los Angeles County.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all aspects of
the department's programs.
HS-16 Provide a year-round program of family oriented special events.
CITY OF CLAREMONT
HUMAN SERVICES
HS-17 Coordinate the City's Annual Fourth of July Celebration in partnership with the
Independence Day Committee.
HS-18 Coordinate the allocation and use of athletic facilities/fields in coordination with the
Claremont Unified School District and Youth Sports Committee.
HS-19 Integrate the use of technology to promote recreational services and activities.
HS-20 Promote the health and wellness benefits of parks and recreation services community -
wide.
HS-21 Administer City facility leases to provide amenities and services to the community.
HS-22 Coordinate the Park Ranger program, including staff and volunteers with other departments
and organizations to actively maintain and manage the Claremont Hills Wilderness Park;
implement the Claremont Hills Wilderness Park Master Plan; and monitor the public's
use of the urban park system.
HS-23 Address the needs of the homeless community by working in conjunction with the Police
Department and local service providers.
HS-24 Work to provide a better quality of life for the community through effective collaboration
with other City departments.
HS-25 Implement the goals of the Teen Committee through collaboration with service providers
that offer a full range of services, programs, and activities to meet the needs of Claremont's
youth population.
HS-26 Provide a wide variety of recreation classes to all age groups at the Alexander Hughes
Community Center and with local businesses.
HS-27 Coordinate and monitor the special event permit process with various City divisions and
external agencies. Approve and issue special event permits.
CITY OF CLAREMONT
HUMAN SERVICES
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: ADMINISTRATION
Account(s): 110-5080
To provide administrative and clerical support for the programs provided by the Human Services
Department, including social services, youth, recreation, senior citizen programs, and homeless
programs. Responsibilities include contracts, grants, personnel and fiscal management, program
development, and special projects. The department staffs the Community and Human Services
Commission and works with its standing committees, various ad hoc committees, Community -Based
Organizations (CBO), non-profit organizations, and the School District.
• Community and Human Services
Commission Meetings Attended
13
11
11
7
10
• Committee on Human Relations (CoHR)
Meetings Attended
6
7
7
2
6
• City Council Meetings Attended
22
22
22
22
21
• Los Angeles County Meetings Attended
17
38
40
-
-
• Community -Based Organization (CBO)
Meetings Attended
25
27
20
-
-
• Recreation Quarterly Brochures
Distributed
16,000
16,000
16,500
-
-
• Tri-City Mental Health Center Meetings
-
-
18
17
12
• CUSD Board/Forum/Staff Meetings
Attended
-
-
5
13
-
• Staff Evaluations Completed
48
46
43
54
49
• Grants Overseen
4
4
• Padua Hills Theatre Community Uses
16
16
11
-
2
• San Gabriel Valley Council of
Governments Working Group
-
-
-
29*
12
• Cities Homeless Training Working
Group
-
-
-
10*
2
• Hope 4 Home Site Partner Meeting
-
-
-
12*
5
• San Gabriel Valley Council of
Governments Homelessnes Committee
-
-
-
12*
12
• Los Angeles County Homeless Point -in -
Time Count Meetings
-
-
-
4*
2
*Data not tracked prior to 2020.
CITY OF CLAREMONT a
HUMAN SERVICES
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 459,540 $
53,809
480,202 $ 509,926 $ 542,314
64,890 58,470 58,746
$ 513,349 $ 545,092 $ 568,396 $ 601,060
$ 513,349 $ 545,092 $ 568,396 $ 601,060
$ 513,349 $ 545,092 $ 568,396 $ 601,060
HS-1 Provide administrative support and oversight for the department in fulfilling its
goals and work plan.
• Coordinate inter -departmental and community -based group meetings.
• Provide direction on personnel matters and situations through use of City administrative
policies and procedures.
• Provide professional training opportunities for staff.
HS-2 Oversee the development and review of the department's fiscal policies, CIP
projects, and budget monitoring.
• Perform budget preparation in accordance with Finance Department standards and
direction.
• Outline a review of department fiscal policies and procedures.
HS-3 Provide administrative and technical support to the Community and Human
Services Commission and its standing committees.
• Meet monthly to confer with Commission chair on department update and review of
agenda, as needed.
• Perform agenda posting and mailing for the Commission and its standing committees.
• Provide a monthly director's report to the Commission.
• Coordinate CoHR meetings, trainings, and events.
HS-4 Work to provide a better quality of life for the community through effective
collaboration with other City departments.
• Provide weekly feedback on department matters to ensure proper communication.
• Attend weekly meetings with the City Manager to update and seek input and direction
on department tasks.
HS-5 Manage the funding and development of the department's special projects and
tasks.
• Work with the Community and Human Services Commission and the City Council to
develop a prioritized list of department special projects.
HS-6 Seek sponsorships, donations, grants, partnerships, and other alternative funding
mechanisms to support programs, CIP projects, and events.
• Pursue alternative funding sources to support department programs and community
events through collaborative community partnerships.
• Monitor grant opportunities for eligible projects that will further the goals of the department's
programs and priorities.
• Apply for grants and manage the grant reporting and invoicing process.
CITY OF CLAREMONT
HUMAN SERVICES
HS-9 Provide administrative support to the implementation of the City's guiding
documents.
• Work with committees and community members to ensure alignment with goals.
• Coordinate with community partners in carrying out the goals related to human services.
• Monitor and implement the goals of the CHWP Master Plan and Implementation Plan.
HS-10 Work closely with service providers, including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Work with community organizations on joint programming efforts.
• Attend community organization meetings as necessary.
HS-21 Administer City facility leases to provide amenities and services to the community.
• Manage Padua Hills Theatre Ground Lease and the Community Use Program. Coordinate
annual community use dates for utilization by non -profits, the City, and Claremont Heritage.
• Oversee the lease of Garner House to Claremont Heritage.
• Oversee the lease of Claremont Depot to Claremont Museum of Art.
• Oversee the lease of Wheeler Park and Blaisdell buildings to CLASP.
• Oversee the lease of the Larkin Park building to AgingNext.
• Oversee the lease of the Youth and Family Support Center to Tri-City Mental Health
Services.
• Oversee the lease of the Hughes Center Preschool to ABC's for Me Preschool.
• Ensure that all lease agreements are current, facilities are maintained, and sustain positive
customer service.
HS-23 Address the needs of the homeless community by working in conjunction with the
Police Department and local service providers.
• Continue working with local and regional service providers, including the Los Angeles
Homeless Services Authority, Tri-City Mental Health Services, Volunteers of America,
San Gabriel Valley Council of Governments, Inland Valley Hope Partners, as well as the
surrounding cities.
HS-24 Work to provide a better quality of life for the community through effective
collaboration with other City departments.
• Work with other City departments on implementing programming, facility needs, Capital
Improvement Projects, Project Review Committee, and special events, etc.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/Claremont Hills Wilderness Park
Account(s): 118-5098
To provide the care, preservation, and necessary maintenance of 2,500 acres of Claremont Hills
Wilderness Park (CHWP), including perimeter brush clearance, active management, and upkeep of
trails, trailhead, and parking facilities. Park Rangers patrol the CHWP and urban parks seven days
a week, provide enforcement of the City's municipal code and policies, enhance public outreach,
develop programming consistent with the goals and desired outcomes of the CHWP Master Plan, and
coordinate CHWP operations.
2017 2018 2019 2020 2021
• Park Visits (Based on Vehicle Counts)
386,000
392,000
392,000
375,000
390,000
• Park Closures (Total No. of Days)
51
28
24
108
30
• Urban Parks Patrolled
20
20
20
20
20
• Citations Issued by Park Rangers
1,129
918
971
1,572
1,124
• CHWP Annual Passes Sold
431
362
431
368
394
• Community Projects Completed
3
2
2
4
3
• Constant Contact Subscribers
3,800
3,538
3,828
4,100
4,846
• Meetings of the Friends of the CHWP
-
-
10*
5
12
• Reserve Ranger Hours
-
-
2,500*
1,333
2,500
* Not tracked prior to 2019.
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
Wilderness Park Parking Lot Fund
Total
$ 185,167 $
281,175
236,228 $ 227,559 $ 237,926
326,972 387,778 393,166
$ 466,342 $ 563,200 $ 615,337 $ 631,092
$ 466,342 $ 563,200 $ 615,337 $ 631,092
$ 466,342 $ 563,200 $ 615,337 $ 631,092
CP-1 Implement applicable items on the City Council Priority List.
• Generate CHWP revenue through its paid parking program ensuring that the park remains
self-sustaining.
• Preserve the park as a natural open space as outlined by the CHWP Master Plan and
Implementation Plan.
• Allocate funds for annual maintenance, improvements, and special projects to maintain
and provide added amenities to the CHWP.
CITY OF CLAREMONT
HUMAN SERVICES
• Maintain an open space to provide a natural environment for recreation and healthy living.
• Work collaboratively with the Claremont Park Rangers and the Claremont Police Department
to enforce park rules and the CMC.
• Manage the CAL Fire Grant received for the creation of the Community Wildfire Protection Plan.
• Collaborate with the Friends of the Claremont Hills Wilderness Park and the Claremont
Wildlands Conservation. Provide park updates to these groups and provides meeting
spaces for Friends of the CHWP.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City and
Embedment Plans.
• Maintain, improve, and protect the CHWP as a natural open space resource.
• Provide passive active open space for recreation.
• Peserve the CHWP as an open space for local native organisms. Work collaboratively
with the Friends of the CHWP to develop an invasive species management plan to instill
the importance of open space and smart land use in the community.
• Provide park updates in the recreation brochure which includes proper CHWP trail
etiquette and safety tips.
HS-4 Work closely with the City Manager's office on fostering communication and
providing updates on department programs and services.
• Work with the Public Information Officer to provide CHWP updates through a variety of
platforms, including the City Manager Weekly Update, the City Website, and all social
media platforms.
HS-6 Seek sponsorships, donations, grants, partnerships, and other alternative funding
mechanism to support programs, CIP projects, and events.
• Provide 2,500+ hours of park supervision by establishing a Volunteer Reserve Ranger
Program.
• Manage the CAL FIRE Prevention Grant of $339,765.
• Monitor Proposition A funds in the amount of $32,500 and Measure A funds.
HS-8 Coordinate the City facilities and parks rental program for people of all age groups
and needs in our community.
• Monitor park, field, and facility use reservations, and use by youth sports organizations.
• Provide permits for CHWP community outings for groups of 25 or more.
HS-9 Provide administrative support to the implementation of the City's guiding
documents.
• Work with the Senior Park Ranger and the Friends of the CHWP to implement the goals
of the Claremont Hills Wilderness Park Master and Implementation Plan.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all
aspects of the department's programs.
• Provide volunteer opportunities through the Reserve Ranger Program.
• Provide volunteer opportunities to the community, schools, churches, and service
organizations.
HS-19 Integrate the use of technology to promote recreational services and activities.
• Utilize Constant Contact to update annual and resident parking pass holders on information
and closures related to the Claremont Hills Wilderness Park.
• Work with the Public Information Officer on providing CHWP updates through a variety
of platforms, including the City Manager Weekly Update, the City Website, and all social
media platforms.
CITY OF CLAREMONT
HUMAN SERVICES
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Provide open space for hiking, biking, and horseback riding.
HS-22 Coordinate the Park Ranger program, including staff and volunteers with other
departments and organizations to actively maintain and manage the Claremont
Hills Wilderness Park; implement the Claremont Hills Wilderness Park Master Plan;
and monitor the public's use of the urban park system.
• Implement elements of the Claremont Hills Wilderness Park Master Plan.
• Coordinate with the Claremont Police Department and Los Angeles Fire Department on
Safety and enforcement of the Claremont Municipal Code and park rules.
• Provide Park Ranger patrols in the CHWP and urban parks seven days a week.
• Issue citations for parking and other violations related to the CHWP and urban parks.
• Provide first responder duties related to injury and emergency situations in both the
CHWP and urban parks.
• Coordinate portable restroom services.
• Coordinate trail maintenance for the CHWP.
• Provide brush clearance to reduce fire hazards in the Claremont Hills Wilderness Park.
• Supervise and coordinate Eagle Scouts, Rangers, and LA County Fire staff in the
performance of various projects.
UW CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/Classes
Account(s): 110-5082
To provide recreation classes covering a variety of cultural, physical fitness, special interest, and
self-improvement subjects for all ages; to produce the recreation brochure on a regular basis that
promote Human Services activities.
• Total Participants In -person
44,825 55,671 54,500 27,491
4,000
• Total Virtual Participants
- - - 6,849
443
• Classes Offered In -person
1,170 1,051 1,100 768
500
• Virtual Classes Offered
- - - 1,190
150
• Contract Class Instructors In -person
237 252 250 75
125
• Virtual Contract Class Instructors
- - - 84
25
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 40,142 $ 51,437 $ 46,042 $ 49,191
51,792 188,310 188,310 188,310
$ 91,934 $ 239,747 $ 234,352 $ 237,501
$ 91,934 $ 239,747 $ 234,352 $ 237,501
$ 91,934 $ 239,747 $ 234,352 $ 237,501
HS-7 Offer a wide range of recreational activities for people of all age groups and needs
in our community and market through the department's brochure.
• Provide over 300 different classes and workshops for people of all ages, and market
them through the recreation guide.
• Provide live virtual programming for contract classes for people of all ages.
• Maintain the Virtual Activity Center (VAC).
• Reconstruct the Contract Class Program to adhere to AB 5 and AB 2257 legislation.
• Collaborate with local businesses to build partnerships and offer new contract classes.
HS-19 Integrate the use of technology to promote recreational services and activities.
• Maintain recreation guide PDF files on the City website.
• Provide class and activity registration through Claremontrec.com.
• Work closely with the Public Information Office and contracted graphic designer to promote
activities.
CITY OF CLAREMONT
HUMAN SERVICES
• Adapted physical picnic area, wading pool, facility rental, and CHWP applications to an
online form, allowing ressidents and members of the public to easily apply online for
programs and services.
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Promote classes and activities that help children to grow and learn and allow adults to
stay active and engaged.
• Revamp a marketing plan for contract classes and facility reservations using social media
as a resource to promote activities.
• Continue to develop contract classes and our offerings. Work on partnering with local
businesses to offer contract classes at their locations.
• Revise the Alexander Hughes Community Center Code of Conduct and Handbook to fit
the current needs and trends of our community.
• Revise the Facility Application for all rentals.
HS-24 Work to provide a better quality of life for the community through effective
collaboration with other City departments.
• Collaborate with other departments, community businesses, and program areas to provide
new and innovative classes to the community.
HS-26 Provide a wide variety of recreation classes to all age groups at the Alexander
Hughes Community Center and with local businesses.
• Manage a variety of agreements with individuals and business to offer classes, workshops,
and camps for the whole community.
216
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/Community Center Operations
Account(s): 110-5085
To provide access to theAlexander Hughes Community Center as a center of recreation for Claremont
residents and provide customer service and registration for all Human Services Department
programming; to administer the park permit program, and sports field and facility program. Oversee
rentals of the Alexander Hughes Community Center to the Claremont -based non-profit groups and
Taylor Hall to the Claremont non -profits, Claremont Unified School District, and the general public for
events and fundraisers. In conjunction with the School District, allocate the use of all City and School
District sports facilities to Youth Sports Committee organizations.
• Community Non-profit/CUSD Group
Usage of Alexander Hughes Community
Center
• Number of people attending non-profit/
CUSD Usage of the Alexander Hughes
Community Center
• Park Permits
• Hughes Computer Lab Users
• Sports Committee/Ad Hoc Meetings
• Community Non-profit/CUSD Group
Usage of Taylor Hall
• Community Sports Organizations
Allocated Use of Fields
• Adult Soccer League
• Total Participating in Youth Community
Sports Organizations
• Private Field Rentals
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
321
260
500
277
215
10,968
8,681
16,650
2,301
971
315
305
355
38
283
1,820
1,872
1,900
330
80
14
10
10
4
2
245
114
355
162
625
10
8
12
9
9
24
20
24
24
24
3,900
2,195
4,034
3,000
3,600
44
40
13
4
2
$ 176,316 $
7,001
259,725 $
8,146
300,486 $
8,146
317,195
8,146
$ 183,317 $
267,871 $
308,632 $
325,341
$ 183,317 $ 267,871 $ 308,632 $ 325,341
$ 183,317 $ 267,871 $ 308,632 $ 325,341
CITY OF CLAREMONT
HUMAN SERVICES
CPA Implement applicable items on the City Council Priority List.
• Ensure a wide range of healthy recreational activities for people of all age groups and
needs in our community.
• Generate revenue to offset overhead costs.
• Work with sports groups and the CUSD on park enhancements and park maintenance
to improve infrastructure.
• Provide open park space for passive and organized recreation to increase livability.
• Monitor park usage, park rules, and the CIVIC for safety of the community.
• Provide staff support and regularly update the Youth Sports Committee to promote
community engagement.
• Adhere to the LA County Health Order for COVID-19 to maintain a safe and healthy
environment for the Alexander Hughes Community Center.
• Implement COVID-19 regulations for all facility room reservations.
• Update waivers, facility application, and other documents with COVID-19 information.
• Revise the Alcohol policy for reservations.
• Oversee ABC Preschool Lease agreement and work closely to support preschool staff
and programming.
CP-2 Implement applicable sustainability actions as listed in the Sustainable City
and Embedment Plans.
• Continue to maintain the City park system as a natural open space resource for both
organized and passive space for recreation.
• Provide park updates in the recreation brochure.
HS-3 Provide administrative and technical support to the Community and Human
Services Commission and its standing committees.
• Provide ongoing support to the Youth Sports Committee, such as administrative support;
managing the Youth Sports Committee User Fund; billing sports groups for light and
field use; managing leases, contracts, and agreements between sports groups and City
approved vendors; and other responsibilities related to the goals and oversight of the
committee.
• Provide annual updates to the Community and Human Services Commission regarding
Youth and Adult League Sports.
HS-5 Manage the funding and development of the department's special projects and
tasks.
• Manage the Claremont Unified School District lease of Cahuilla Park Baseball and Softball
Fields.
HS-7 Offera wide range of recreational activities for people of all age groups and needs in our
community and market through the department's brochure.
• Provide a recreation brochure three times a year, highlighting programs and services
offered through the department.
• Include Claremont -based youth sports organization contact information in the brochure.
HS-8 Coordinate the City facilities and parks rental program for people of all age groups
and needs in our community.
• Work with the Community Services Department to provide City and School District fields
and facilities to Claremont youth sport organizations through the field allocation process.
• Provide park permits and facility reservations to the local community, Claremont non-
profits, private use, and School District events and meetings.
• Provide open park space for organized and passive play of a variety of activities for all
age groups.
UW CITY OF CLAREMONT
HUMAN SERVICES
HS-9 Provide administrative support to the implementation of the City's guiding
documents.
• Provide administrative support to implement the goals of the department's master plans
and the Youth Sports Committees Policies and Procedures.
HS-10 Work Closely with service providers, including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations,
and/or the community to build partnerships and coordinate programs and services.
• Work with local sports organizations to provide organized recreational activities for all ages.
• Collaborate with the Claremont Unified School District to provide open park space for
passive and organized activities.
HS-11 Facilitate access to transportation for youth, families, and seniors through fixed
route and group service.
• Provide Get -About and Dial -a -Ride ticket booklets and service information.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all
aspects of the department's programs.
• Provide career development through youth and senior employment programs.
• Provide opportunities for interested community members to volunteer through the youth
sports organizations.
HS-18 Coordinate the allocation and use of athletic facilities/fields in coordination with
the Claremont Unified School District and Youth Sports Committee.
• Administer bi-annual field allocations to support fair and equitable field and facility space
for all Claremont youth who want to participate in a sport offered by a Claremont Youth
Sports Organization.
HS-19 Integrate the use of technology to promote recreational services and activities.
• Provide recreational sports opportunities through claremontrec.com.
• Monitor field and light usage through Musco Lighting at some parks.
• Update the Youth Sports Committee by email about park closures, meetings, field
conditions, and City information.
• Work with the Public Information Officer to post updates about field conditions on the
City website.
HS-20 Promote the health and wellness benefits of park and recreation services
community -wide.
• Provide field allocation for participating Youth Sports Organizations, non -profits, and
community rentals.
HS-24 Work to provide a better quality of life for the community through effective
collaboration with other City departments.
• Work with the Community Services Department to address park related concerns and
suggestions for improvement brought forward by the Youth Sports Committee.
• Work with the Claremont Police Department to address park safety concerns and
enforcement of park rules and the CIVIC.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: Senior Program
Account(s): 110-5087, 127-5087, 133-5087, 134-5087
To provide programs and services to seniors including social services, nutrition program, senior
excursions, volunteer opportunities, social activities, health and wellness activities, educational and
enrichment opportunities, and support groups. This program area oversees operations of the Joslyn
and Blaisdell community centers and coordinates the marketing for senior programs, including the
City Letter, the Recreation Brochure, the Senior Services pages on the City Website, and The Clicks
e-newsletter.
• Senior Nutrition Program Meals Served
• Number of Active Volunteers
• Volunteer Service Hours
• Activities offered
• Activity Participants
• Requests for Resources and Referrals
• Case Management Service (No. of
Residents Served)
• The Clicks Newsletter Subscribers
• Committee on Aging and Related
Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Proposition A Fund
Nutrition Grant
CDBG Fund
Total
25,456
25,351
24,174
41,049
36,578
200
293
195
231
68
12,500
13,341
13,164
3,574
1,990
115
164
200
122
4,756
22,332
21,400
21,500
7,927
33
3,453
3,467
3,744
3,510
4,421
73
111
70
102
876
2,500
2,875
2,984
2,937
3,007
60
60
65
10
1
$ 294,765 $
229,920
357,343 $
210,681
409,003 $
246,813
428,424
246,813
$ 524,685 $
568,024 $
655,816 $
675,237
$ 226,125 $
327,442 $
366,805 $
380,751
-
12,000
12,000
12,000
286,625
197,362
246,058
251,533
11,935
31,221
30,953
30,953
$ 524,685 $
568,025 $
655,816 $
675,237
CITY OF CLAREMONT
HUMAN SERVICES
HS-10 Work closely with service providers including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Collaborate with community -based nonprofits and other organizations to provide various
services and activities, including Flu Shot Clinic, Scam Stopper Seminars, and mental
health workshops and presentations.
• Offer onsite case management and phone assurance calls through contract with AgingNext.
• Offer free income tax assistance for low-income seniors and families through AARP Tax
Aide.
• Offer monthly food distribution to low-income seniors in partnership with the LA County
Regional Foodbank.
• Offer onsite food bank programs through partnership with Inland Valley Hope Partners.
• Provide office space for the Center for Health Care Rights HICAP Medicare Counseling
Program.
• Offer various support groups to cover topics such as Caregiver Support, Bereavement,
Overeaters Anonymous, White Cane Society, Breathing Buddies, and Parkinson's support.
HS-11 Facilitate access to transportation for youth, families, and seniors through fixed
route andgroup service.
• Work with the senior community and transit providers to assist with access to transportation.
HS-12 Provide a full range of services and activities that meet the needs of Claremont's
senior population and are consistent with the goals of the Committee on Aging.
• Work in cooperation with the Committee on Aging and its sub -committees to implement
programs and services in response to the needs of the senior population.
• Assess the need for new programs and the quality of existing programs on a continuing
basis.
HS-13 Raise and distribute senior and family emergency funds to assist seniors and
families in crisis.
• Raise donations to support the Family and Senior Emergency Funds through community
fundraising from businesses and individuals.
• Distribute emergency funds on a case -by -case basis to qualified residents in need.
HS-14 Operate the Senior Nutrition Lunch Program at two senior centers in cooperation
with the Los Angeles County Area Agency on Aging.
• Serve contracted number of meals annually to seniors at Joslyn and Blaisdell senior
centers according to the Senior Nutrition Grant.
• Provide monthly and annual reporting to Los Angeles County Area Agency on Aging,
including audits and assessments.
• Provide nutritional information and seminars to seniors attending the lunch program.
• Operate monthly Quality Assurance Meetings in conjunction with nutritionist, caterer, site
coordinators, and members of the community to ensure the highest quality program.
• Distribute annual Farmer's Market vouchers.
• Maintain safe operating environment and up-to-date operating permits.
• Provide senior workforce training through SER Jobs for Progress.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all
aspects of the department's programs.
Recruit, train, and supervise approximately 200 volunteers in various areas of the Senior Program.
Coordinate meaningful volunteer opportunities for seniors with a variety of skills and
interests.
• Track and report the monthly and annual volunteer hours.
CITY OF CLAREMONT
HUMAN SERVICES
Work Plan (Continued)
HS-19 Integrate the use of technology to promote recreational services and activities.
• Utilize Active and Constant Contact and other resources to maintain a client database,
allow ease of access, and promotion of programs.
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Develop, maintain, and promote the benefits of healthful living through activity groups
such as the Claremont Senior Bicycle Group, group exercise programs such as Bone
Builders, and lectures.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: ADMINISTRATION/CBO and Youth Scholarships
Account(s): 110-5092, 114-5092
To assist residents with basic needs through a number of services. A Youth Scholarship Program,
which assists young people wishing to participate in Human Services programs, is another service
administered in this budget area. Prior to 2020-21, Community -based organizations (CBO) that
provided public services were funded (General Fund) within this program.
• Youth Scholarships Awarded
• CBO Programs Funded
Expenditures
42 39 55 13
25 24 22 -
15
Salaries and Benefits
$
56,218
$
45,340
$
49,775
$
53,420
Services and Supplies
26,036
35,761
182,411
182,411
Equipment
-
-
-
-
Total
$
82,254
$
81,101
$
232,186
$
235,831
Funding Sources
General Fund
$
82,254
$
81,101
$
85,536
$
89,181
American Rescue Plan Act (ARPA) Fund
-
-
146,650
146,650
Total
$
82,254
$
81,101
$
232,186
$
235,831
HS-7 Offer a wide range of recreational activities for people of all age groups and needs
in our community and advertise through the department's brochure.
• Oversee the Youth Scholarship Program for persons under 18 for recreational classes,
Camp Claremont, and the ABC's for Me Preschool and Tiny Tots Program.
HS-10 Work closely with service providers, including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Provide opportunities for CBO's to collaborate with other agencies to increase the
Claremont community's access to services and programs.
HS-23 Address the needs of the homeless community by working in conjunction with the
Police Department and local service providers.
• Provide outreach and educational resources, in partnership with the Police Department,
to individuals experiencing homelessness in the Claremont community.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/SPECIAL EVENTS
Account(s): 110-5086
To provide for Citywide special events, a major program area of the Human Services Department.
Special events include, but are not limited to the Spring Celebration, Memorial Day, Monday Night
Concert Series, Kids Corner Series, Halloween Spooktacular, Veterans Day, and the Holiday Promenade
and Tree Lighting. Community events include but are not limited to Earth Day, Village Venture, Turkey
Trot, CHS Homecoming Parade, Wine Walk, and Craft Beer Walk as well as miscellaneous one-time
events such as park dedications. This program oversees the City's Banner Program, including the
Claremont Heroes Banner Program. This program also coordinates the annual Making Change
Contest and Reception.
• Number of Supported Community Events
• Monday Night Concert Series Attendance
• Spring Celebration Attendance
• Halloween Spooktacular Attendance
• Kids Corner Series Attendance
• Holiday Promenade and Tree Lighting
Attendance
• Making Change Essay Contest Entries
• Memorial Day Ceremony Attendance
• Veterans Day Attendance
• Making Change Contest Reception
• Sponsorship Dollars Raised
16
21
21
- 5
36,000
36,000
36,500
- 20,000
3,000
3,000
3,000
- 350
3,000
3,000
3,000
- -
250
750*
750
- -
3,000
3,000
3,000
- 3,000
500
550
500
500 170
400
400
400
- -
250
250
250
- 250
180
180
180
180 -
23,00
35,00
30,00
10,000 14,000
* Kids Corner Series replaced the annual Children's Concert in 2018.
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 116,354 $ 226,526 $ 252,002 $ 265,170
26,292 33,115 69,120 70,450
$ 142,646 $ 259,641 $ 321,122 $ 335,620
$ 142,646 $ 259,641 $ 321,122 $ 335,620
$ 142,646 $ 259,641 $ 321,122 $ 335,620
CITY OF CLAREMONT
HUMAN SERVICES
HS-4 Work closely with the City Managers office on fostering communication and
providing updates on department programs and services.
• Assist the City Manager's office with planning, publicizing, and implementing Citywide
special events.
• Assist the City Manager's office with other special meetings and events as needed.
HS-6 Seek sponsorships, donations, grants, partnerships, and other alternative funding
mechanisms to support programs, CIP projects, and events.
• Work closely with a variety of local community groups to sponsor and host the annual Citywide
special events, including the Spring Celebration, Memorial Day, Monday Night Concerts, Kids
Corner, Veterans Day, the Holiday Promenade, Movies in the Park, and Tree Lighting.
HS-10 Work closely with service providers including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Partner with the Claremont Unified School District to coordinate the Making Change
Contest and Reception.
• Partner with the Friends of Oak Park Cemetery and the American Legion to coordinate
the Memorial Day Ceremony and Veterans Day Ceremony.
• Assist with the annual community events, such as Turkey Trot, CHS Homecoming Parade,
Wine Walk, Craft Beer Walk, Earth Day, Village Venture as well as other special events
approved through the Special Event Permit process.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all
aspects of the department's programs.
• Provide volunteer opportunities for individuals and organizations to assist in the
implementation of Citywide special events.
HS-16 Provide a year-round program of family oriented special events.
• Work closely with a variety of local community groups to sponsor and host the annual
Citywide special events, including the Spring Celebration, Memorial Day, Monday Night
Concerts, Kids Corner, Veterans Day, and the Holiday Promenade and Tree Lighting.
• Partner with the CUSD to coordinate the Making Change Contest and Awards Reception.
• Assist with annual community events such as the Pie Festival, Earth Day, Village Venture,
as well as other special events approved through the Special Event Permit process.
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Provide activities at special events that promote health and wellness to the community.
HS-24 Work to provide a better quality of life for the community through effective
collaboration with other City departments.
• Work closely with the Community Services Department and Police Department on Citywide
special events, such as Monday Night Concerts and the Holiday Promenade and Tree Lighting,
as well as events planned and hosted by other departments like Movies in the Park and Arbor
Day and National Night Out.
• Oversee and coordinate the City's Banner Program, including the Village banners, arterial street
banners, and the annual Claremont Heroes Banner Program.
HS-27 Coordinate and monitor the special event permit process with various City divisions
and external agencies. Approve and issue special event permits.
• Coordinate with the Special Event Team to process Special Event Permits for large community
events that include street closures or use of the public right -of -away, such as Village Venture,
Turkey Trot, CHS Homecoming Parade, and Earth Day.
• Provide written notice to affected residents and businesses regarding impacts of these large
special events.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/Fourth of July
Account(s): 110-5084
To provide the community with events that celebrate the Fourth of July, including a 1 K Kids Fun Run,
a 5K Run/Walk, a Festival featuring booths and entertainment, a parade, and an evening concert and
fireworks show. Revenues are generated from sponsorships, banner sales, 1 K/5K registration, booth
fees, fireworks show ticket sales, and glow item sales. The Independence Day Committee assists in
planning and coordinating the event. Staff serves as liaison to this committee.
• 1 K/5K Registered Participants
• Festival Booths
• Parade Entries
• Fireworks Show Tickets Sold
• Independence Day Committee Meetings
Held
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
881 895 1,142 - -
61 54 50 - -
59 48 53 - -
6,000 5,825 5,439 - -
5 5 5 3 1
11,878 26,170 143,050
143,050
$ 11,878 $ 26,170 $ 143,050 $ 143,050
$ 11,878 $ 26,170 $ 143,050 $ 143,050
$ 11,878 $ 26,170 $ 143,050 $ 143,050
HS4 Work closely with the City Manager's office on fostering communication and
providing updates on department programs and services.
• Assist City Manager's office with planning and coordination of the Fourth of July Celebration
and implement a marketing plan.
HS-6 Seek sponsorships, donations, grants, partnerships, and other alternative funding
mechanisms to support programs, CIP projects, and events.
• Work closely with a variety of local community groups to sponsor and host the annual
Citywide special events, including the Fourth of July Celebration activities and events.
CITY OF CLAREMONT
HUMAN SERVICES
Work Plan (Continued) ��Ellr
HS-10 Work closely with service providers, including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Coordinate with the school district and other local non-profit organizations to participate
in the celebration.
HS-15 Provide a variety of volunteer opportunities for the community to assist in all
aspects of the department's programs.
• Offer the ability for volunteers to help coordinate and implement the Fourth of July
Celebration such as the Independence Day Committee and volunteers for the day of
the event.
HS-17 Coordinate the City's Annual Fourth of July Celebration in partnership with
the Independence Day Committee.
• Work closely with the Independence Day Committee to plan and implement a full day
of activities in celebration of the Fourth of July, including the following components: 1 K
Kids Fun Run, 5K Run/Walk, a festival featuring booths and entertainment, a parade,
fireworks, and a concert.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/TRACKS Activity Center (TAC)
Account(s): 110-5083
To provide year-round youth recreation activities, leadership, a computer lab, volunteer opportunities,
events, and informational resources to intermediate school aged youth through TAC activities. Services
address the goals detailed in the Youth and Family Master Plan. Currently, the TRACKS program
operates throughout the school year.
• TAC Registered Participants
773
720
759
678
410
• Field Trip/Special Event Participants
500
150
146
30
45
• Educational Workshops
161
100
100
15
11
• Activities Offered
570
510
402
210
380
• Youth Volunteers
232
100
204
100
32
• Youth Volunteer Hours
1,089
1,650
1,608
800
219
• Annual Drop -in Participants at Facility
21,925
17,588
15,790
1,056
16,986
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 100,800 $
4,581
170,027 $ 192,671 $ 202,325
15,285 15,285 15,285
$ 105,381 $ 185,312 $ 207,956 $ 217,610
$ 105,381 $ 185,312 $ 207,956 $ 217,610
$ 105,381 $ 185,312 $ 207,956 $ 217,610
CP-2 Implement applicable sustainability actions as listed in the Sustainable City
and Embedment Plans.
• Execute annual programs like Teen Green: For a Cleaner Claremont and Wellness Week.
HS-4 Work closely with the City Manager's office on fostering communication and
providing updates on department programs and services.
• Work with the Public Information Officer on providing social media communication on all
platforms such as City Manager's Weekly Update, City Website, Facebook, Instagram,
and Twitter.
CITY OF CLAREMONT
HUMAN SERVICES
Work Plan (Continued) ��Ellr
HS-10 Work closely with service providers including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Provide holistic support/workshops that align with the 11 goals of the Youth and Family
Master Plan through partnerships with the School District, Tri-City, CBOs, and the
Claremont Library.
HS-11 Facilitate access to transportation for youth, families, and seniors through fixed
route and group service.
• Coordinate transportation for educational/cultural/volunteer field trips.
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Provide year-round activities that encourage health and wellness in the community.
HS-25 Implement the goals of the Teen Committee through collaboration with service
providers that offer a full range of services, programs, and activities to meet the
needs of Claremont's youth population.
• Provide year-round youth and community -centered programs, events, support services,
and informational resources to high school youth through staff supervision and training,
public relations, and programming.
• Provide support to the Teen Committee.
• Coordinate special events, trips, clubs, enrichment activities, sports tournaments, and
various workshops. The YAC program addresses goals 1, 2, 3, 4, 5, 8, and 9 of the Youth
and Family Master Plan.
• Implement programming that aligns with the 11 goals of the Youth and Family Master
Plan directive.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: RECREATION/Youth Activity Center (YAC)
Account(s): 110-5093
To provide high school aged youth with year-round events, support services, special events, and daily
activities that are complimented by an after -school recording studio, Cyber Cafe, concerts, cooking
classes, tutoring, art, and sports programs; to coordinate efforts of the Teen Committee; to address
several goals outlined in the Youth and Family Master Plan.
• YAC Registered Participants
• Teen Committee Memberships
• Youth Volunteer and Community Service
Hours
• Youth Volunteers
• Annual Drop -in Participation at Facility
• Staff Training/Mentoring Opportunity
Participants
• Field Trips/Special Event Participants
• Educational Workshops/Workability
Participants
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
750
1,200
900
800
251
21
21
20
16
11
1,505
1,431
1,370
400
153
114
120
125
40
14
17,019
16,200
15,900
3,019
2,391
20
15
15
8
10
1,814
1,671
1,300
150
100
525
440
400
25
330
$ 89,686 $
185,798 $
211,522 $
222,273
8,135
22,660
22,660
22,660
2,384
2,500
2,500
2,500
$ 100,205 $
210,958 $
236,682 $
247,433
$ 100,205 $ 210,958 $ 236,682 $ 247,433
$ 100,205 $ 210,958 $ 236,682 $ 247,433
CP-2 Implement applicable sustainability actions as listed in the Sustainable City and
Embedment Plans.
• Execute annual programs like Teen Green: For a Cleaner Claremont and Wellness Week.
HS-4 Work closely with the City Manager's office on fostering communication and
providing updates on department programs and services.
• Work with the Public Information Officer on providing social media communication on all
platforms such as City Manager's Weekly Update, City Website, Facebook, Instagram,
and Twitter.
M CITY OF CLAREMONT
HUMAN SERVICES
Work Plan (Continued) ��Ellr
HS-10 Work closely with service providers, including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Provide holistic support/workshops that align with 11 goals of the Youth and Family Master
Plan through partnerships with the School District, Tri-City, CBOs, and the Claremont
Library.
HS-11 Facilitate access to transportation for youth, families, and seniors through fixed
route and group service.
• Coordinate transportation for educational/cultural/volunteer field trips.
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Provide year-round activities, that encourage health and wellness in the community.
HS-25 Implement the goals of the Teen Committee through collaboration with service
providers that offer a full range of services, programs, and activities to meet the
needs of Claremont's youth population.
• Provide year-round youth and community -centered programs, events, support services,
and informational resources to high school youth through staff supervision and training,
public relations, and programming.
• Provide support to the Teen Committee.
• Coordinate special events, trips, clubs, enrichment activities, sports tournaments, and
various workshops. The YAC program addresses goals 1, 2, 3, 4, 5, 8, and 9 of the Youth
and Family Master Plan.
• Implement programming that aligns with the 11 goals of the Youth and Family Master
Plan directive.
CITY OF CLAREMONT
HUMAN SERVICES
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Human Services
Division: YOUTH/Camp Claremont
Account(s): 110-5099
To provide middle school aged youth, 1 st - 8th grades, with an 8-week summer camp that includes
sports activities, arts and crafts, community assemblies, special events, games, cooking workshops
and more. Volunteer opportunities are available for those in 7th - 12th grade. Services address the
goals detailed in the Youth and Family Master Plan.
• Camp Claremont Participants
7,000
8,000
7,000
738 4,500
• Activities Offered
200
200
200
170 200
• Youth Volunteers Registered
46
81
55
- 25
• Youth Volunteers Hours
4,105
6,520
4,788
- 1,800
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Total
Funding Sources
General Fund
Total
$ 50,116 $
7,379
62,991 $ 71,174 $ 74,536
8,670 8,670 8,670
$ 57,495 $ 71,661 $ 79,844 $ 83,206
$ 57,495 $ 71,661 $ 79,844 $ 83,206
$ 57,495 $ 71,661 $ 79,844 $ 83,206
CP-2 Implement applicable sustainability actions as listed in the Sustainable City
and Embedment Plans.
• Execute annual programs like Teen Green: For a Cleaner Claremont and Wellness Week.
HS-4 Work closely with the City Manager's office on fostering communication and
providing updates on department programs and services.
• Work with the Public Information Officer on providing social media communication on all
platforms such as City Manager's Weekly Update, City Website, Facebook, Instagram,
and Twitter.
HS-10 Work closely with service providers including the Claremont Unified School District,
Tri-City Mental Health, the Claremont Library, community -based organizations, and/
or the community to build partnerships and coordinate programs and services.
• Provide holistic support/workshops that align with the 11 goals of the Youth and Family
Master Plan through partnerships with the School District, Tri-City, CBOs, and the
Claremont Library.
CITY OF CLAREMONT
HUMAN SERVICES
\TLGJIMndrwllK M01—
HS-20 Promote the health and wellness benefits of parks and recreation services
community -wide.
• Provide activities, year-round, that encourage health and wellness in the community.
HS-25 Implement the goals of the Teen Committee through collaboration with service
providers that offer a full range of services, programs, and activities to meet the
needs of Claremont's youth population.
• Implement programming that aligns with the 11 goals of the Youth and Family Master
Plan directive.
CITY OF CLAREMONT
HUMAN SERVICES
CITY OF CLAREMONT
SUCCESSOR AGENCY
SUCCESSOR AGENCY OVERVIEW
In his 2011-12 budget, Governor Jerry Brown proposed the elimination of redevelopment agencies in
California to address the State's ongoing budget deficit. In June 2011, the Legislature passed two
bills in response to the Governor's proposal:
AB 1X 26 —This bill prevented redevelopment agencies from engaging in new activities
and dissolved the agencies effective October 1, 2011. The legislation also outlined a
process for winding down the financial affairs of former redevelopment agencies and
put in place a mechanism for the distribution of net funds from the agencies to other
local taxing entities.
2. AB 1X 27 —This legislation would have allowed redevelopment agencies to continue to
exist by opting -in to an alternative redevelopment program to avoid dissolution. In return
for opting in, redevelopment agencies would have to agree to transfer annual payments
to school and community college districts.
The constitutionality of both AB 1 X 26 and AB 1 X 27 was challenged by the California Redevelopment
Association, the League of California Cities, and other parties who filed petitions with the California
Supreme Court. The Supreme Court issued a partial stay on the implementation of the two pieces of
legislation and reviewed the issues on an expedited basis.
On December 29, 2011, the Supreme Court upheld the constitutionality of AB 1 X 26 and struck down
AB 1X 27 as unconstitutional. It also extended the deadlines and dates stipulated in AB 1X 26 by
four months because of the delay caused by the litigation. As a result of the Supreme Court's decision,
approximately 400 of California's redevelopment agencies were dissolved on February 1, 2012. The
assets and liabilities of these agencies have now been transferred to Successor Agencies pursuant
to AB 1X 26. The Successor Agencies are responsible for winding down the affairs of the former
redevelopment agencies, by continuing to make payments on enforceable obligations, and by
liquidating the assets of the former agency for redistribution to local taxing entities. The City of
Claremont has elected to serve as the Successor Agency to the former Claremont Redevelopment
Agency.
Oversight Board
Each Successor Agency was overseen by a seven -member Oversight Board. The Oversight Board
for the City of Claremont, acting as Successor Agency to the Claremont Redevelopment Agency is
comprised of appointees made by the following:
• Los Angeles County Board of Supervisors (2 members)
• Mayor of the City of Claremont and one Councilmember (2 members)
• Los Angeles County Consolidated Fire Protection District (1 member)
• Los Angeles County Board of Education (1 member)
• Chancellor of the Community Colleges District (1 member)
As of 2018, all local Oversight Boards were dissolved and consolidated into County -wide Oversight
Boards based on districts. The City of Claremont is part of the First District Consolidated Oversight
Board with the cities of Azusa, Baldwin Park, Bell, Bell Gardens, Commerce, Cudahy, El Monte,
Huntington Park, Industry, Irwindale, La Puente, Maywood, Montebello, Monterey Park, Pico Rivera,
Pomona, Rosemead, South El Monte, South Gate, Vernon, Walnut, and West Covina.
CITY OF CLAREMONT
SUCCESSOR AGENCY
The Oversight Board is responsible for taking actions to wind down the former Agency's affairs,
including approving Recognized Obligation Payment Schedules (ROPS), which are used to determine
the amounts required to make payments on enforceable obligations, and to facilitate the liquidations
of Agency assets for redistribution to local taxing entities.
Enforceable Obligations
The City of Claremont, acting as Successor Agency, will continue to make payment on enforceable
obligations of the former agency. These obligations include bond and loan payments, property tax
sharing agreements, and payments pursuant to disposition and development agreements. The funds
to make these payments will be remitted to the City twice a year by the Los Angeles County Auditor -
Controller, in amounts sufficient to satisfy these obligations.
Administration
In exchange for electing to serve as the Successor Agency, the City of Claremont is entitled to an
Administrative Cost Allowance of $250,000 annually. This amount can be used to fund the administrative
expenses associated with the operation of the Oversight Board, as well as for staffing and overhead
costs associated with the payment of obligations and liquidation of former agency assets.
Successor Agency Budget
The budget for the SuccessorAgency reflects amounts received from the Los Angeles County Auditor -
Controller during the next year to satisfy enforceable obligations, and for the Administrative Cost
Allowance. This budget has been presented with the former Claremont Redevelopment Agency
budget as a point of reference.
Prior to dissolution, the Claremont Redevelopment Agency conducted activities in four major focus
areas:
1. Revitalization and redevelopment of underutilized and obsolete properties along Auto
Center Drive.
2. Redevelopment of older commercial properties to reposition them in the marketplace,
with particular focus on Pepper Tree Square, the Foothill corridor, and Auto Center Drive
properties.
3. Looking at ways to strategically market the Village and other commercial areas in the City.
4. Creating additional affordable housing in the community and implementing the
inclusionary housing program.
The elimination of redevelopment and the resulting loss of revenues means that these activities are
no longer possible without the identification of alternative funding sources. The City's economic
development and redevelopment programs and activities have been decimated by the State's
elimination of the Claremont Redevelopment Agency, and one of the few tools with which the City
was able to foster economic growth and create jobs has been lost.
CITY OF CLAREMONT
SUCCESSOR AGENCY
ORGANIZATIONAL CHART
OVERSIGHT BOARD
Administration
• Oversight Board Meetings
• Payment of Enforceable Obligations
• Liquidation of Former Agency Assets
CITY OF CLAREMONT
SUCCESSOR AGENCY
PERSONNEL
Actual Budgeted
Adopted
Adopted
Positions
20-21
21-22
22-23
23-24
Accountant
0.15
0.15
0.15
0.15
Accounting Assistant
0.15
0.15
0.15
0.15
Accounting Supervisor
0.15
0.15
0.15
0.15
Assistant City Manager
0.20
0.20
0.20
0.20
Assistant to the City Manager
0.30
0.30
0.30
0.30
City Clerk
0.15
0.15
0.15
0.15
Community Development Director 0.10
0.10
0.10
0.10
Totals
1.20
1.20
1.20
1.20
Liu CITY OF CLAREMONT
SUCCESSOR AGENCY
BUDGET SUMMARY
Actual Budgeted Adopted Adopted
20-21 21-22 22-23 23-24
No. of Full -Time Employees
1.20
1.20
1.20
1.20
Expenditures
Base Level Expenditures
$ 769,287
$ 1,729,102
$ 1,724,038
$ 1,407,667
Total Expenditures
$ 769,287
$ 1,729,102
$1,724,038
$1,407,667
Funding Sources
Successor Agency
769,287
1,729,102
1,724,038
1,407,667
Total Funding Sources
$ 769,287
$1,729,102
$1,724,038
$1,407,667
% Change
-0.29%
-18.35%
CITY OF CLAREMONT
SUCCESSOR AGENCY
GOALS
CP-1 Implement applicable items on the City Council Priority List.
SA-1 Continue to make payment on obligations of the former Claremont Redevelopment
Agency.
SA-2 Expeditiously liquidate property of the former Claremont Redevelopment Agency.
1 CITY OF CLAREMONT
SUCCESSOR AGENCY
SERVICE DESCRIPTION, LEVELS & WORK PLAN
Department: Successor Agency
Division: ADMINISTRATION & DEBT SERVICE
Account(s): 710-7099, 750-7099
To administer and coordinate the activities of the SuccessorAgency to the Claremont Redevelopment
Agency. The SuccessorAgency is subject to the authority of an appointed Oversight Board, who must
approve the actions of the Successor Agency. The Successor Agency is charged with continuing to
satisfy enforceable obligations of the former Redevelopment Agency, as well as liquidating its assets.
• Oversight Board Meetings
Expenditures
Salaries and Benefits
Services and Supplies
Equipment
Debt Service
Total
Funding Sources
SuccessorAgency Funds
Total
2 2 1 1 1
$ 234,907 $
215,833 $
198,856 $
206,456
13,446
34,167
51,144
43,544
520,934
1,479,102
1,474,038
1,157,667
$ 769,287 $
1,729,102 $
1,724,038 $
1,407,667
$ 769,287 $ 1,729,102 $ 1,724,038 $ 1,407,667
$ 769,287 $ 1,729,102 $ 1,724,038 $ 1,407,667
CP-1 Implement applicable items on the City Council Priority List.
• Provide current financial information and long-term revenue and expenditure projections to
aid in the development of policies to ensure the financial stability of the City and Agency.
SA-1 Continue to make payment on obligations of the former Claremont Redevelopment
Agency.
• Attend meetings of the Oversight Board at least once annually to review enforceable
obligations and approve Recognized Obligation Payment Schedules (ROPS) so that the
Successor Agency may receive sufficient funds with which to pay outstanding obligations.
• Maintain precise financial records to facilitate the accurate reporting of outstanding
obligations, and to ensure that the payments of obligations are made in a timely manner.
SA-2 Expeditiously liquidate property of the former Claremont Redevelopment Agency.
• Convene meetings of the Oversight Board to review assets held by the SuccessorAgency,
and to direct Agency staff to dispose of assets as quickly as possible, while ensuring that
they are sold for a reasonable price.
CITY OF CLAREMONT
SUCCESSOR AGENCY
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT PROGRAM OVERVIEW
Implementation Measure III-1 of the City's General Plan requires that the City use the Capital
Improvement Program (CIP) to address the phasing and construction of City infrastructure and other
City improvements. As part of the budget development process, the CIP is updated to respond to
changes in community priorities and the availability of funding sources. Portions of the City budget
are devoted to projects that maintain and improve the City's physical infrastructure of streets, storm
drains, sewers, parks, sidewalks, buildings, right-of-way landscaping, streetlights, and traffic signals.
Most CIP projects are paid from "dedicated funds," monies that are mandated for use in capital
improvements and cannot be used for operating expenses. However, some General Fund monies are
also used to build and maintain the physical infrastructure of the City. The amount of General Fund
money budgeted for CIP projects is balanced with the City's other programmatic needs approved by
the City Council.
To develop the CIP budget, the following steps are taken:
• CIP Project proposals with estimated costs of $100,000 or more are submitted by each
department.
• CIP requests are analyzed by staff to determine need and funding availability.
• The proposed CIP is presented to the Planning Commission to ensure consistency with
the General Plan.
• The CIP is presented to the City Council for review by the City Manager.
• The City Council approves the CIP budget.
Over the next five years, approximately $22.3 million is proposed to be spent on infrastructure projects.
The information on the following pages identifies the capital improvement projects and their funding
sources on a year -by -year basis for fiscal years 2022-23 through 2026-27. More detailed descriptions
follow for capital improvement projects budgeted in 2022-23 and 2023-24.
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
FUNDING SOURCES
ARPA Fund (114)
State Gas Tax Fund (121)
Measure R Fund (122)
Drainage Fund (123)
Measure W Fund (125)
Measure M Fund (126)
TDAArticle 3 Fund (131)
Total
2022-23 2023-24
250,000
-
3,400,000
4,600,000
600,000
600,000
-
729,000
-
960,000
220,000
300,000
-
20,000
4,819,000 7,209,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT PROJECTS
2022-23
1. Accessibility Improvements:
Repair sections of sidewalk, asphalt, and handicap ramps to improve accessibility. Improvements
may also include bicycle and pedestrian infrastructure repairs and/or upgrades.
(Measure M Fund $100,000) $100,000
2. Citywide Complete Street Improvements:
Address streets in need of maintenance separate from the Citywide Street Resurfacing Project.
These special projects will have plans and specifications prepared addressing complete streets
and green streets features.
(State Gas Tax Fund $900,000) $900,000
3. Citywide Street Resurfacing:
Preparation of plans and specifications and construction to facilitate the repair and resurfacing
of arterial, collector, and residential streets, based on the City's Pavement Management System
(PMS).
(State Gas Tax Fund $2,200,000) $2,200,000
4. Citywide Street Striping:
Restriping of arterial and collector streets throughout the City on a three-year schedule.
(State Gas Tax Fund $100,000) $100,000
5. Damaged Pavement Repair & Preservation:
Repair of sections of asphalt that have been raised by roots from adjacent street trees, or that
have been damaged due to unexpected pavement failures caused by subgrade failures, such
as sinkholes.
(Measure R Fund $300,000) $300,000
6. Sewer System Repairs:
Repair of deteriorated manholes and sections of sewer main line identified in the 2018 Sewer
Assessment.
Sewer Fund $349,000 $349,000
7. Sidewalk Mitigation:
Removal and replacement of sidewalk location exhibiting lifts of greater than 1'/2 inches to
address safety and Americans with Disabilities Act (ADA) concerns.
(Measure R Fund $300,000) $300,000
8. Signalized Intersection Upgrades:
Retrofit of existing signalized intersections with Americans with Disabilities Act (ADA) compliant
audible push buttons, countdown pedestrian heads, battery backup systems, signal controllers,
crosswalk visibility improvements, and video detection equipment.
(State Gas Tax Fund $200,000, Measure M Fund $120,000) $320,000
9. Traffic Calming Improvements:
Modification of roadway features to reduce vehicle speeds and improve safety.
(American Rescue Plan Act Fund $250,000) $250,000
Accessibility Improvements:
Repair sections of sidewalk, asphalt, and handicap ramps to improve accessibility. Improvements
may also include bicycle and pedestrian infrastructure repairs and/or upgrades.
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
(Measure M Fund $100,000) $100,000
2. Citywide Complete Street Improvements:
Address streets in need of maintenance separate from the Citywide Street Resurfacing Project.
These special projects will have plans and specifications prepared addressing complete streets
and green streets features.
(State Gas Tax Fund $2,100,000) $2,100,000
3. Citywide Street Resurfacing:
Preparation of plans and specifications and construction to facilitate the repair and resurfacing
of arterial, collector, and residential streets, based on the City's Pavement Management System
(PMS).
(State Gas Tax Fund $2,200,000) $2,200,000
4. Citywide Street Striping:
Restriping of arterial and collector streets throughout the City on a three-year schedule.
(State Gas Tax Fund $100,000) $100,000
5. Colby Circle Storm Drain Improvements:
Construction of storm drain improvements along Colby Circle and Oxford Avenue north of Foothill
Boulevard.
(Drainage Fund $729,000, Measure W Fund $960,000) $1,689,000
6. Damaged Pavement Repair & Preservation:
Repair of sections of asphalt that have been raised by roots from adjacent street trees, or that
have been damaged due to unexpected pavement failures caused by subgrade failures, such
as sinkholes.
(Measure R Fund $300,000) $300,000
7. Sidewalk Mitigation:
Removal and replacement of sidewalk location exhibiting lifts of greater than 1'/2 inches to
address safety and Americans with Disabilities Act (ADA) concerns.
(Measure R Fund $300,000) $300,000
8. Signalized Intersection Upgrades:
Retrofit of existing signalized intersections with Americans with Disabilities Act (ADA) compliant
audible push buttons, countdown pedestrian heads, battery backup systems, signal controllers,
crosswalk visibility improvements, and video detection equipment.
(State Gas Tax Fund $200,000, Measure M Fund $120,000) $320,000
9. Traffic Calming Improvements:
Modification of roadway features to reduce vehicle speeds and improve safety.
(American Rescue Plan Act Fund, Measure M Fund $80,000, TDA Article 3 Fund $20,000) $100,000
LL
1. Accessibility Improvements:
Repair sections of sidewalk, asphalt, and handicap ramps to improve accessibility. Improvements
may also include bicycle and pedestrian infrastructure repairs and/or upgrades.
(Measure M Fund $100,000) $100,000
2. Citywide Street Resurfacing:
Preparation of plans and specifications and construction to facilitate the repair and resurfacing
of arterial, collector, and residential streets, based on the City's Pavement Management System
(PMS).
(State Gas Tax Fund $2,200,000) $2,200,000
3. Citywide Street Striping:
Restriping of arterial and collector streets throughout the City on a three-year schedule.
(State Gas Tax Fund $100,000) $100,000
246,
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
4. Damaged Pavement Repair & Preservation:
Repair of sections of asphalt that have been raised by roots from adjacent street trees, or that
have been damaged due to unexpected pavement failures caused by subgrade failures, such
as sinkholes.
(Measure R Fund $300,000) $300,000
5. Sidewalk Mitigation:
Removal and replacement of sidewalk location exhibiting lifts of greater than 1'/2 inches to
address safety and Americans with Disabilities Act (ADA) concerns.
(Measure R Fund $300,000) $300,000
6. Signalized Intersection Upgrades:
Retrofit of existing signalized intersections with Americans with Disabilities Act (ADA) compliant
audible push buttons, countdown pedestrian heads, battery backup systems, signal controllers,
crosswalk visibility improvements, and video detection equipment.
(State Gas Tax Fund $200,000, Measure M Fund $120,000) $320,000
7. Traffic Calming Improvements:
Modification of roadway features to reduce vehicle speeds and improve safety.
(American Rescue Plan Act Fund, Measure M Fund $80,000, TDA Article 3 Fund $20,000) $100,000
2025-26
Accessibility Improvements:
Repair sections of sidewalk, asphalt, and handicap ramps to improve accessibility. Improvements
may also include bicycle and pedestrian infrastructure repairs and/or upgrades.
(Measure M Fund $100,000) $100,000
2. Citywide Street Resurfacing:
Preparation of plans and specifications and construction to facilitate the repair and resurfacing
of arterial, collector, and residential streets, based on the City's Pavement Management System
(PMS).
(State Gas Tax Fund $2,200,000) $2,200,000
3. Citywide Street Striping:
Restriping of arterial and collector streets throughout the City on a three-year schedule.
(State Gas Tax Fund $100,000) $100,000
4. Damaged Pavement Repair & Preservation:
Repair of sections of asphalt that have been raised by roots from adjacent street trees, or that
have been damaged due to unexpected pavement failures caused by subgrade failures, such
as sinkholes.
(Measure R Fund $300,000) $300,000
5. Sidewalk Mitigation:
Removal and replacement of sidewalk location exhibiting lifts of greater than 1'/2 inches to
address safety and Americans with Disabilities Act (ADA) concerns.
(Measure R Fund $300,000) $300,000
6. Signalized Intersection Upgrades:
Retrofit of existing signalized intersections with Americans with Disabilities Act (ADA) compliant
audible push buttons, countdown pedestrian heads, battery backup systems, signal controllers,
crosswalk visibility improvements, and video detection equipment.
(State Gas Tax Fund $200,000, Measure M Fund $120,000) $320,000
7. Traffic Calming Improvements:
Modification of roadway features to reduce vehicle speeds and improve safety.
(American Rescue Plan Act Fund, Measure M Fund $80,000, TDA Article 3 Fund $20,000) $100,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
1. Accessibility Improvements:
Repair sections of sidewalk, asphalt, and handicap ramps to improve accessibility. Improvements
may also include bicycle and pedestrian infrastructure repairs and/or upgrades.
(Measure M Fund $100,000) $100,000
2. Citywide Street Resurfacing:
Preparation of plans and specifications and construction to facilitate the repair and resurfacing
of arterial, collector, and residential streets, based on the City's Pavement Management System
(PMS).
(State Gas Tax Fund $2,200,000) $2,200,000
3. Citywide Street Striping:
Restriping of arterial and collector streets throughout the City on a three-year schedule.
(State Gas Tax Fund $100,000) $100,000
4. Damaged Pavement Repair & Preservation:
Repair of sections of asphalt that have been raised by roots from adjacent street trees, or that
have been damaged due to unexpected pavement failures caused by subgrade failures, such
as sinkholes.
(Measure R Fund $300,000) $300,000
5. Sidewalk Mitigation:
Removal and replacement of sidewalk location exhibiting lifts of greater than 1'/2 inches to
address safety and Americans with Disabilities Act (ADA) concerns.
(Measure R Fund $300,000) $300,000
6. Signalized Intersection Upgrades:
Retrofit of existing signalized intersections with Americans with Disabilities Act (ADA) compliant
audible push buttons, countdown pedestrian heads, battery backup systems, signal controllers,
crosswalk visibility improvements, and video detection equipment.
(State Gas Tax Fund $200,000, Measure M Fund $120,000) $320,000
7. Traffic Calming Improvements:
Modification of roadway features to reduce vehicle speeds and improve safety.
(American Rescue Plan Act Fund, Measure M Fund $80,000, TDA Article 3 Fund $20,000) $100,000
248,
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Accessibility Improvements
DESCRIPTION: Accessibility projects will repair sections of sidewalk, asphalt, and handicap ramps to
improve accessibility. Accessibility improvements may also include bicycle and pedestrian infrastructure
repairs/upgrades.
HISTORY/JUSTIFICATION: Accessibility projects will address damaged or outdated handicap
accessible ramps in specific areas within the city. In some cases, this will also require repairs to
adjacent sidewalk to meet current Americans with Disabilities Act (ADA) requirements. Asphalt repairs
may be required for crosswalks that are currently not up to standard.
SCHEDULING: Design to commence in July 2022. Once design is complete, the project will be
advertised to solicit bids. It is anticipated that this project will be awarded January 2023. Construction
may be scheduled following the contract award by City Council, with project completion in the first
quarter of 2023.
IMPACTS TO OPERATING BUDGET: A proactive approach to addressing sidewalk and handicap
accessible ramps nonconformities that represent trip and fall hazards will reduce the City's exposure
to liability claims. Such claims have the potential to increase the City's annual liability insurance costs.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 2-9: Make roads comfortable, safe, accessible, and attractive for
use day and night.; 4-3: Establish and maintain a comprehensive system of pedestrian way and
bicycle routes that provides viable options to travel by automobile.; 5-18: Reduce the amount
of air pollution emissions from mobile and stationary sources and enhance the airshed.; 6-1:
Work to promote a safe community in which residents can live, work and play.; 7-21: Provide
maintenance, replacement, and resurfacing of pavement and sidewalks to facilitate accessible
surfaces for all members of the community.
GENERAL PLAN POLICIES: 2-9.1: Provide crosswalks and sidewalks along streets that are
accessible for people with disabilities and people who are physically challenge.; 4-3.1: Promote
walking throughout the community. Install sidewalks where missing and make improvements
to existing sidewalks for accessibility purposes. Particular attention should be given to
needed sidewalk improvements near schools and activity centers.; 4-3.2: Provide a network
of bicycle routes and support facilities to encourage bicycling and walking as local commute
and transportation modes.; 4-3.5: Recognize and accommodate the pedestrian ADA access
in Claremont's neighborhoods, and continue to make improvements to pedestrian safety.;
5-18.1: Enhance pedestrian and bike facilities within the City and encourage alternative modes
of transportation (see Chapter 4).; 6-1.2: Facilitate traffic safety for motorists and pedestrians
through proper street design and traffic monitoring.; 6-9.4: Strive for the smooth and efficient
movement of traffic throughout the community.
GENERAL PLAN IMPLEMENTATION MEASURES: III-8: New and Replacement Sidewalks;
III-9: ADAAccessible Ramps; III-39: Community Facilities Maintenance, Renovations and New
Construction
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
SUSTAINABLE CITY PLAN ACTIONS: 3.2.1: Provide safe and convenient walking routes to
promote walking as a form of transportation.
Adopted
Estimated
Estimated
Estimated
Funding Source Total Cost 2022-23
2023-24
2024-25
2025-26
Measure M Fund 400,000 100,000
100,000
100,000
100,000
Total 400,000 100,000
100,000
100,000
100,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Citywide Complete Street Improvements
DESCRIPTION: This project will address those streets in need of maintenance separate from the
City -Wide Street Resurfacing Project. Streets designated for this funding will still follow the City's
maintenance schedule based on the Pavement Management System (PMS), but will receive additional
studies to evaluate the feasibility of incorporating complete streets elements. These special projects
will have plans and specifications prepared addressing complete streets features to include complete
streets features such as sidewalks, shared use paths, bicycle facilities, automobile lanes, street trees,
landscaping, accessible curb ramps, street lighting, and signage.
HISTORY/JUSTIFICATION: The City of Claremont approved its Complete Streets Policy, No. 10-43,
on March 13, 2019. Since that time, the Engineering Division has been charged with ensuring that
streets meeting the criteria for selection as established in the Policy, are incorporated into the City's
budget when financially possible.
SCHEDULING: Design for this project will begin in July 2022, starting with the consultant selection
process. Once selected, the City will work on a schedule for the design phase of the project. It is
anticipated that the design process take up to twelve months, at which time staff will advertise the
project for construction. Construction of this project is estimated to begin in 2023-24.
IMPACTS TO OPERATING BUDGET: This project will ensure that the City's Complete Streets Policy
is considered and applied to the street maintenance schedule to the extent feasible to applicable
streets.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 2-9: Make roads comfortable, safe, accessible, and attractive for use
day and night.; 4-2: Reduce traffic congestion while retaining the historic patterns and functions
of City streets.; 4-3: Establish and maintain a comprehensive system of pedestrian ways and
bicycle routes that provide viable options to travel automobile.; 6-1: Work to promote a safe
community in which residents can live, work and play.; 7-21: Provide maintenance, replacement,
and resurfacing of pavement and sidewalks to facilitate accessible surfaces for all members of
the community.
GENERAL PLAN POLICIES: 4-2.4: Protect residential neighborhoods from cut -through traffic
and other traffic -related problems by continuing to implement the traffic calming policies, as
determined appropriate by the Traffic and Transportation Commission and the City Council.; 4-3.2:
Provide a network of bicycle routes and support facilities to encourage bicycling and walking as
local commute and transportation modes.; 4-3.6: Improve the pedestrian environment on Arrow
Highway, Base Line Road, Bonita Avenue, Foothill Boulevard, Indian Hill Boulevard, San Jose
Avenue, and Sixth Street.; 6-1.2: Facilitate traffic safety for motorists and pedestrians through
proper street design and traffic monitoring.; 6-9.4: Strive for the smooth and efficient movement
of traffic throughout the community.; 7-21.1: Continue to keep City streets well maintained and
resurfaced according to an established timeframe.
GENERAL PLAN IMPLEMENTATION MEASURES: III-10: Traffic Control, Safety, and
Maintenance at Intersections; III-13: Street Resurfacing; III-21: Improvements to Encourage
Bicycling; III-39: Community Facilities Maintenance, Renovations, and New Construction
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: 3.2.1: Provide safe and convenient walking routes to
promote walking as a form of transportation.
Adopted Estimated Estimated Estimated
Funding Source Total Cost 2022-23 2023-24 2024-25 2025-26
State Gas Tax Fund 3,000,000 900,000 2,100,000 - -
Total 3,000,000 900,000 2,100,000 - -
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Citywide Street Resurfacing
DESCRIPTION: Preparation of plans and specifications and construction to facilitate the repair and
resurfacing of arterial, collector, and residential streets, based on the City's Pavement Management
System (PMS).
HISTORY/JUSTIFICATION: Due to lack of funding, the City has deferred the maintenance of main
streets over the past several years. Additionally, the prior Pavement Management System (PMS)
was in need of a large scale update to reflect the condition of its residential streets. According to the
new PMS, these streets now require more robust maintenance methods. The City will be utilizing the
Road Repair and Accountability Act of 2017 (RMRA) funding in addition to other annually allocated
tax measures to maintain an acceptable state of serviceable life among its public roadways.
SCHEDULING: Design to commence in 2023 with project advertisement and construction to follow.
IMPACTS TO OPERATING BUDGET: The Road Repair and Accountability Act of 2017, or SB 1,
was signed into law on April 28, 2017. This bill provides funding to address basic road maintenance,
rehabilitation, and safety issues on both state highways and local roadways. The City of Claremont
receives approximately $814,000 annually to continue addressing a backlog of maintenance of the
City's public roadways. An increase from past budget allocations will be necessary to address the
growing number of streets now requiring more expensive maintenance methods.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 7-21: Provide maintenance, replacement, and resurfacing of
pavement and sidewalks to facilitate accessible surfaces for all members of the community.
GENERAL PLAN POLICIES: 7-21.1: Continue to keep City streets well maintained and
resurfaced according to an established timeframe.
GENERAL PLAN IMPLEMENTATION MEASURES: III-13: Street Resurfacing; III-39: Community
Facilities Maintenance, Renovations, and New Construction.
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS:
Adopted
Estimated
Estimated
Estimated
Funding Source Total Cost 2022-23
2023-24
2024-25
2025-26
State Gas Tax Fund 8,800,000 2,200,000
2,200,000
2,200,000
2,200,000
Total 8,800,000 2,200,000
2,200,000
2,200,000
2,200,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Citywide Street Striping
DESCRIPTION: Restriping of arterial and collector streets throughout the City on a three-year schedule.
HISTORY/JUSTIFICATION: Residential streets are restriped as part of the City's ongoing
residential slurry program. Arterial and collector streets are not a part of the slurry program and,
therefore, require supplemental street striping services.
The cost to restripe all major arterials and collectors is estimated at $300,000 over three years. The
cost to restripe every arterial and collector street on a three-year schedule is estimated at $100,000
per year. Staff proposes the following priorities for the upcoming budget:
2022-23:
• Indian Hill Boulevard (Santa Fe Street to American Avenue)
• Arrow Highway (City limit to City limit)
• Certain Legends (crosswalks, turn arrows, bike lanes, etc.)
2023-24:
• Base Line Road (City limit to City limit)
• College Avenue (First Street to Arrow Highway)
• Mills Avenue (Foothill Boulevard to Mt Baldy Road)
SCHEDULING: Work would be scheduled with consideration of feedback from the City's Engineering
Division, as well as local businesses and the Claremont Unified School District.
IMPACTS TO OPERATING BUDGET: Restriping work was previously completed on an as needed
basis, with funding for the work included in the operating budget of the Community Services Department.
With a three-year restriping program in place, the budget for "as needed" restriping services has been
reduced.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 7-21: Provide maintenance, replacement, and resurfacing of
pavement and sidewalks to facilitate accessible surfaces for all members of the community.
GENERAL PLAN POLICIES: 7-21.1: Continue to keep City streets well maintained and
resurfaced according to an established timeframe.
GENERAL PLAN IMPLEMENTATION MEASURES: III-10: Traffic Control, Safety, and
Maintenance at Intersections; III-39: Community Facilities Maintenance, Renovations and New
Construction.
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: N/A
Adopted
Estimated
Estimated
Estimated
Funding Source Total Cost 2022-23
2023-24
2024-25
2025-26
State Gas Tax Fund 400,000 100,000
100,000
100,000
100,000
Total 400,000 100,000
100,000
100,000
100,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Colby Circle Storm Drain Improvements
DESCRIPTION: Construction of storm drain improvements along Colby Circle and Oxford Avenue
north of Foothill Boulevard.
HISTORY/JUSTIFICATION: This project involves construction, management, and inspection of
storm drain improvements, including green streets components, to address up -stream surface flows
impacting public right of way downstream. Colby Circle north of Foothill Boulevard, including Oxford
Avenue floods even during minor rain events due to excess storm water entering public right of way
from up -stream, north of Foothill Boulevard.
SCHEDULING: This project will be advertised in late 2022-23 in order for a construction contract to
be awarded by the City Council in July 2023. Construction is scheduled to be completed by December
2023, ahead of the rainy season.
IMPACTS TO OPERATING BUDGET: This project will address excess storm water flows emanating
from upstream of Foothill Boulevard from Colby Circle, and Oxford Avenue. During minor rain events
and heavy rain events, Colby Circle and Foothill Boulevard at Colby Circle flood, creating a hazardous
condition for motorists and potentially impacting private property.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 2-9: Make roads comfortable, safe, accessible, and attractive for use
day and night.; 6-1: Work to promote a safe community in which residents can live, work, and
play.; 66=6: Minimize the risks associated with storm flooding and dam inundation.
GENERAL PLAN POLICIES: 6-1.2: Facilitate traffic safety for motorists and pedestrians through
proper street design and traffic monitoring.
GENERAL PLAN IMPLEMENTATION MEASURES: 1-34: Hazard Mitigation
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: N/A
Funding Source
Drainage Fund
Adopted
Total Cost 2022-23
729,000 -
Estimated Estimated Estimated
2023-24 2024-25 2025-26
729,000
Measure W Fund 960,000 - 960,000 - -
Total 1,689,000 - 1,689,000 - -
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Damaged Pavement Repair & Preservation
DESCRIPTION: This project will allow for on -call asphalt repairs of sections of asphalt pavement that
have been raised by roots from adjacent street trees, or that have been damaged due to unexpected
pavement failures, such as sink holes. The areas for repair are located throughout the City, and the
scope of work will be determined once the highest priority roadways are determined.
HISTORY/JUSTIFICATION: Several streets throughout Claremont have experienced asphalt damage
from adjacent street tree roots, particularly those sections directly adjacent to the curb and gutter. In
addition, isolated sections of pavement damage routinely occur from aging infrastructure and failing
subgrade materials. Pavement failures result in areas of raised and/or subsiding asphalt, which may
cause hazards for bicyclists and drivers, and potential injury and liability. Pavement repairs consist
of a "deep patch" construction, where the area of pavement failure is removed, recompacted, and
replaced with asphalt material that is even with the surrounding pavement surface.
SCHEDULING: Construction of the pavement repairs will be completed as needed.
IMPACTS TO OPERATING BUDGET: Pavement reconstruction and use of deep patch repairs
prevents further, more widespread damage from occurring to the asphalt, and the need for more
extensive asphalt repairs. Pavement repair also reduces the need for ongoing maintenance, as well
as reducing the City's exposure to liability claims.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 7-21: Provide maintenance, replacement, and resurfacing of
pavement and sidewalks to facilitate accessible surfaces for all members of the community.
GENERAL PLAN POLICIES: 7-21.1: Continue to keep City streets well maintained and
resurfaced according to an established timeframe.
GENERAL PLAN IMPLEMENTATION MEASURES: III-13: Street Resurfacing; III-39: Community
Facilities Maintenance, Renovations, and New Construction.
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS:
Adopted
Estimated
Estimated
Estimated
Funding Source Total Cost 2022-23
2023-24
2024-25
2025-26
Measure R Fund 1,200,000 300,000
300,000
300,000
300,000
Total 1,200,000 300,000
300,000
300,000
300,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Sewer System Repairs
DESCRIPTION: The project is part of a five-year plan to repair defects in the City's sewer system that
were identified as part of the 2017-18 Sewer Condition Assessment.
HISTORY/JUSTIFICATION:The City conducted a Sewer Condition Assessment in 2017-18. Each
mainline throughout the City was cleaned and assessed by Closed Circuit Television (CCTV). The
assessment resulted in a five-year plan to repair identified defects in the sewer mainlines and manholes.
The costs of the five-year plan are as follows:
SCHEDULING: Work will be scheduled according to the priority and location of the required repairs,
so that the lowest cost for the repairs may be obtained. The work will also be scheduled in such a way
as to minimize impacts to residents, local schools, and businesses.
IMPACTS TO OPERATING BUDGET. Once the repair work is completed, it is anticipated that ongoing
work to address minor failures in the identified "hot spots" will be reduced, thereby reducing the
allocation of resources in the operating budget to address sewer mainline issues.
2018-19 $ 282,670
2018-20 $ 329,320
2018-21 $ 279,920
2018-22 $ 337,001
2018-23 $ 349,000
TOTAL $ 1,577,911
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 7-14: Maintain a wastewater system adequate to protect the health
and safety of all Claremont residents, businesses, and institutions.
GENERAL PLAN POLICIES: 7-4.1: Clean, evaluate, and document the wastewater disposal
system routinely to ensure its adequacy to meet changes in demand and changes in types of
waste.
GENERAL PLAN IMPLEMENTATION MEASURES: III-30: Sewer Maintenance and Upgrades;
III-39: Community Facilities Maintenance, Renovations, and New Construction.
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: N/A
Adopted Estimated Estimated Estimated
Funding Source Total Cost 2022-23 2023-24 2024-25 2025-26
Sewer Fund 349,000 349,000 - - -
Total 349,000 349,000 - -
CITY OF CLAREMONT
257
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Sidewalk Mitigation
DESCRIPTION: This is a multi -year project to address sidewalk deviations greater than 1'/2 inches
through the grinding or removal and replacement of sidewalks in areas where severe lifts exist.
HISTORY/JUSTIFICATION: The City had a professional sidewalk survey completed in 2017 to identify
lifts exceeding the 1'/2 inch threshold. The 2022-23 and 2023-24 budgets include funding to address
identified lifts throughout the City.
SCHEDULING: Work will be scheduled in fall of each year. As with all major street and sidewalk
projects, work will be scheduled in such a way as to minimize impacts to residents, businesses, and
local schools.
IMPACTS TO OPERATING BUDGET: A proactive approach to addressing sidewalk deviations that
represent trip and fall hazards will reduce the City's exposure to liability claims.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 2-9: Make roads comfortable, safe, accessible, and attractive for
use day and night; 4-3: Establish and maintain a comprehensive system of pedestrian way and
bicycle routes that provides viable options to travel by automobile; 7-2.1: Provide maintenance,
replacement, and resurfacing of pavement and sidewalks to facilitate accessible surfaces for all
members of the community.
GENERAL PLAN POLICIES: 2-9.1: Provide crosswalks and sidewalks along streets that are
accessible for people with disabilities and people who are physically challenged; 4-3.1: Promote
walking throughout the community. Install sidewalks where missing and make improvements to
existing sidewalks for accessibility purposes. Particular attention should be given to needed sidewalk
improvements near schools and activity centers; 4-3.2: Provide a network of bicycle routes and
support facilities to encourage bicycling and walking as local commute and transportation modes;
4-3.5: Recognize and accommodate the pedestrian ADA access in Claremont's neighborhoods,
and continue to make improvements to pedestrian safety; 7-2.1: Continue to keep City streets
well maintained and resurfaced according to an established timeframe.
GENERAL PLAN IMPLEMENTATION MEASURES: III-8: New and Replacement Sidewalks;
III-9: ADAAccessible Ramps; III-39: Community Facilities Maintenance, Renovations and New
Construction.
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: 3.2.1: Provide safe and convenient walking routes to
promote walking as a form of transportation.
Adopted Estimated Estimated Estimated
Funding Source Total Cost 2022-23 2023-24 2024-25 2025-26
Measure R Fund 1,200,000 300,000 300,000 300,000 300,000
Total
1,200,000 300,000 300,000 300,000 300,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Signalized Intersection Upgrades
DESCRIPTION: This project will involve the retrofit of existing signalized intersections with Americans
with Disabilities Act (ADA) compliant audible push buttons, countdown pedestrian heads, the replacement
of outdated battery backup systems, replacement of signal controllers to allow for the implementation of
pedestrian lead time, crosswalk visibility improvements, installation of truncated domes and the installation
of video detection equipment to replace in -ground vehicle detection loops, to assist both, drivers and cyclists.
HISTORY/JUSTIFICATION: Currently, almost two-thirds of the signalized intersections throughout Claremont
still utilize older pedestrian push buttons. Upgrading these push buttons with those that have audible features
will make them fully ADA compliant. Nearly forty percent of the signalized intersections in Claremont have
battery backup systems that allow them to function during power outages. However, the life expectancy of
these systems that have been in place for over twelve years has been met, and many of the batteries are no
longer chargeable. In -ground vehicle detection loops typically must be replaced whenever road maintenance
is conducted, which adds additional costs to any project. Video detection eliminates the need for this added
cost and also provides more efficient bicycle detection and added flexibility when construction requires lane
closures through signalized intersections. The implementation of pedestrian lead time provides an option to
increase pedestrian safety at signalized intersections with high pedestrian volumes or intersections serving
vulnerable populations.
SCHEDULING: Up to ten signalized intersections can be retrofitted each fiscal year. These upgrades will
be completed according to a schedule that minimizes impacts to residents, local schools and businesses.
IMPACTS TO OPERATING BUDGET: This project will ensure compliance with Americans with Disabilities
Act, thereby avoiding potential claims against the City, and eliminate the future cost of replacing vehicle
detection loops during street maintenance projects.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 4-3: Establish and maintain a comprehensive system of pedestrian ways
and bicycle routes that provide viable options to travel automobile.
GENERAL PLAN POLICIES: 4-3.2: Provide a network of bicycle routes and support facilities to
encourage bicycling and walking as local commute and transportation modes.; 4-3.5: Recognize
and accommodate pedestrian ADA access in Claremont's neighborhoods, and continue to make
improvements to increase pedestrian safety.; 4-3.6: Improve the pedestrian environment on Arrow
Highway, Base Line Road, Bonita Avenue, Foothill Boulevard, Indian Hill Boulevard, San Jose Avenue,
and Sixth Street.
GENERAL PLAN IMPLEMENTATION MEASURES: III-10: Traffic Control, Safety, and Maintenance
at Intersections; III-21: Improvements to Encourage Bicycling
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: 3.2.1: Provide safe and convenient walking routes to promote
walking as a form of transportation.
Adopted
Estimated
Estimated
Estimated
Funding Source Total Cost 2022-23
2023-24
2024-25
2025-26
State Gas Tax Fund 800,000 200,000
200,000
200,000
200,000
Measure M Fund 480,000 120,000
120,000
120,000
120,000
Total 1,280,000 320,000 320,000 320,000 320,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DETAIL & FUNDING PLAN
PROJECT: Traffic Calming Improvements
DESCRIPTION: Traffic calming projects modify roadway features with the potential to reduce vehicle
speeds and improve safety. The improvements selected will vary depending on the accessibility and/
or traffic calming needs at the time, as determined by the Traffic Engineer.
HISTORY/JUSTIFICATION: Traffic calming projects will utilize a team of traffic engineering consultants
to perform required traffic studies to develop and design roadway improvements to serve a broad
range of transportation, social and environmental purposes, including reducing vehicle speeds and
improving the safety of local streets for vehicles, bicyclists and pedestrians.
SCHEDULING: This project will be implemented annually based on studies recommendations. A
prioritization list will be presented to the Traffic and Transportation Commission for their feedback on
implementation schedule.
IMPACTS TO OPERATING BUDGET: The allocation of funding in the City's operating budget to
perform the required traffic studies to formulate recommendations for traffic calming improvements
will be necessary.
CONSISTENCY WITH CITY POLICIES:
GENERAL PLAN GOALS: 2-9: Make roads comfortable, safe, accessible, and attractive for use
day and night.; 4-2: Reduce traffic congestion while retaining the historic patterns and functions
of City streets.; 4-3: Establish and maintain a comprehensive system of pedestrian ways and
bicycle routes that provide viable options to travel automobile.; 6-1: Work to promote a safe
community in which residents can live, work and play.
GENERAL PLAN POLICIES: 4-2.4: Protect residential neighborhoods from cut -through traffic
and other traffic -related problems by continuing to implement the traffic calming policies, as
determined appropriate by the Traffic and Transportation Commission and the City Council.;
4-3.2: Provide a network of bicycle routes and support facilities to encourage bicycling and
walking as local commute and transportation modes.; 4-3.6: Improve the pedestrian environment
on Arrow Highway, Base Line Road, Bonita Avenue, Foothill Boulevard, Indian Hill Boulevard,
San Jose Avenue, and Sixth Street.; 6-1.2: Facilitate traffic safety for motorists and pedestrians
through proper street design and traffic monitoring.; 6-9.4: Strive for the smooth and efficient
movement of traffic throughout the community.
GENERAL PLAN IMPLEMENTATION MEASURES: III-10: Traffic Control, Safety, and
Maintenance at Intersections; III-11: Traffic Calming; III-21: Improvements to Encourage Bicycling
CITY COUNCIL PRIORITY ITEMS: Invest in the maintenance and improvement of our
infrastructure.
SUSTAINABLE CITY PLAN ACTIONS: 3.2.1: Provide safe and convenient walking routes to
promote walking as a form of transportation.
Funding Source
Total Cost
Adopted
2022-23
Estimated
2023-24
Estimated
2024-25
Estimated
2025-26
ARPA Fund
250,000
250,000
-
-
-
Measure M Fund
240,000
-
80,000
80,000
80,000
TDAArticle 3 Fund
60,000
-
20,000
20,000
20,000
Total
550,000
250,000
100,000
100,000
100,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
UNFUNDED PROJECTS
Estimated Costs
Landscape Refurbishment Projects
1. Implementation of Urban Forest Master Plan $400,000
2. East Village Planters $300,000
3. Indian Hill Medians $950,000
Facility Construction/Renovation/Improvements
1. Public Safety Facility Construction $25,000,000
2. Josyln Senior Center Expansion $14,000,000
3. Taylor Hall Renovation $2,900,000
Park Construction/Improvements
1. Padua Avenue Park Improvements
$3,100,000
2. Park Turf Reduction
$215,000
3. Sports Field Lighting
$1,020,000
4. Wheeler Park Softball Field
$2,000,000
5. Park Security/Park Parking Lot Security Lighting
$2,500,000
6. Park Playground Equipment Replacement
$660,000
7. Williams Park Design
$100,000
8. Park Restrooms
$850,000
9. Park Walkway Improvements
$250,000
Street/Right-of-Way Improvements
1. Repair of Damaged Curb and Gutter Locations $3,000,000
2. Alley Restoration $1,000,000
3. ADA Transition Plan Implementation $20,000,000
4. Citywide Street Paving $20,000,000
5. Evey Canyon Mt. Baldy Road Safety Improvements $250,000
6. Arterials and Collectors Complete Streets Improvements $50,000,000
7. Drainage Improvements $5,000,000
Technology
1. Financial System Upgrade $750,000
2. Phase II Automated License Plate Reader (ALPR) System $475,000
CITY OF CLAREMONT
CAPITAL IMPROVEMENT PROGRAM
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
VOLUNTEERS
Hours
Department/ No. of Worked
Division Volunteers Per Year
Functions Performed
City Manager's 7 189
Public Art Committee
Office
Facilitates the City's vision for the Public Art Program
and to provide advice on artist selection, review panels,
maintenance and conservation of artwork, policies and
guidelines, and strategic planning related to public art
in the community.
Engineering 7 400
Traffic & Transportation Commission (TTC)
Meets and advises City Council on transportation and
circulation issues; prepares for services on various ad
hoc subcommittees and training/social activities.
8 200
Claremont Bicycle & Pedestrian Advisory Group
(CBPAG)
Meets monthly and provides support to improve
cycling and pedestrian safety in Claremont; advises
staff on needed or proposed pedestrian and cyclist
infrastructure.
Planning 7 800 Planning Commission (PC)
Meets and reviews subdivision and land use
applications and advises City Council on land
use and development policy issues; attends ad
hoc subcommittees, training/social activities, and
participates in planning workshops.
7 800 Architectural Commission (AC)
Meets and reviews development proposals for design
quality and compatibility; reviews historic preservation
matters; attends ad hoc subcommittees and training
activities.
Police 14 2,708 Community Patrol Program
Assists by conducting vacation home checks, providing
traffic control, serving as courier between City
departments, maintaining patrol equipment, providing
clerical duties, crossing guard help, transporting
evidence to the crime lab for processing, conducting
fingerprinting, and staffing special event functions.
10 431 Police Explorers Post
Under the auspices of the Boy Scouts of America and
Learning for Life explorers, assists through traffic and
crowd control, clerical duties, crossing guard help,
routine maintenance of patrol equipment, and at
special event functions.
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
Hours
Department/ No. of Worked
Division Volunteers Per Year Functions Performed
Police 1 20 Traumatic Intervention Service (TIS) Volunteers
(Continued) Provides the public and City staff with emotional
support in times of personal tragedies and information
about additional outreach programs for those who may
need further assistance with their crisis.
4 500 Reserve Police Officer Program
Completes training required by the Peace Officer
Standards and Training (POST) to act as solo
and secondary Police Officers to supplement full-
time Police Officer staff; assists with general law
enforcement duties, traffic and crowd control, prisoner
transportation, and special enforcement operations
such as search warrants, task force operations, DUI
checkpoints, and they patrol and staff special event
functions.
9 350 Police Commission
Meets and facilitates dialogue on issues of concern
regarding the Police Department.
73 592 Community Emergency Response Team (CERT)
Trains community members to assist the Police
Department, and other departments as needed, to
respond to a disaster or critical incident in a support
role, including traffic control, first aid, a variety of
logistical support roles, light search and rescue, and
staffing evacuation centers.
Community Services 7 105 Community & Human Services Commission
Conducts monthly meetings related to parks, facilities,
trees and sanitation; reviews staff reports/documents;
and visits sites.
3 9 Tree Committee
Discusses issues related to the City's urban forest,
conducts monthly meetings, reviews staff reports/
documents.
3 3 Parks, Hillsides, and Utilities Committee
Discusses issues related to the City's parks, hillsides,
and in-house utility services; conducts meetings on an
as needed basis; and reviews staff reports/documents.
10 140 Friends of Oak Park Cemetery
Works toward the preservation and improvement of
Oak Park Cemetery; attends monthly meetings and
several subcommittee meetings per year.
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
Hours
Department/
No. of
Worked
Division
Volunteers
Per Year
Community Services
9
208
(Continued)
Human Services
9
9
14
25
0
0
68
1990
32
67
9
220
11
33
Functions Performed
City Sustainability Committee
Reviews the Annual Sustainability Report, updates the
Sustainable City Plan and reviews other sustainability
related issues; and meets on an as needed basis 4 to
12 times per year.
Committee on Aging
Advocates for seniors and facilitates their access to a
full range of programs, activities, and services.
Independence Day Committee
Coordinates with staff and assists with planning the
Annual Fourth of July Celebration, including the
schedule of activities, entertainment, theme contest,
honorees, and facilitation of all elements of the event.
Fourth of July Celebration
Assists staff in executing all elements of the Fourth
of July event, including the 1 K/5K, festival, parade and
fireworks show.
Senior Programs
Assists in senior programs, such as nutrition, daily
programs and activities, special events, and supportive
services.
Special Events
Assists with special events, including the Spring
Celebration, Memorial Day Ceremony, Monday Night
Concerts, Kids Corner Series, Halloween Spooktacular,
Veterans Day Ceremony, and the Holiday Promenade
and Tree Lighting Ceremony.
Sports Committee
Coordinates sports facilities for youth sports
organizations in the City of Claremont, while managing
City and School District resources; identifies and
anticipates future facility and maintenance needs.
Teen Committee
Discusses teen issues and coordinates programs
through three different Ad Hocs: Teen Green, Mental
Health Awareness, and Diversity, Equality and
Inclusion; participates in volunteer opportunities.
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
Hours
Department/ No. of Worked
Division Volunteers Per Year Functions Performed
Human Services 32 219 TRACKS Activity Center (TAC) Volunteer Program
(Continued) Develops and promotes volunteer opportunities for
junior high school students. Students may serve the
Claremont community through programs such as
Teen Green; promotes and implements daily activities;
organizes and cleans the TAC; manages the TAC snack
bar, and helps keep the front counter area organized
while assisting staff with phone calls and filing.
23 1791 Camp Claremont Summer Volunteer Program
Develops and promotes volunteer opportunities for
junior high school and high school students; students
may spend 6 weeks of their summer participating in
the mentoring program, planning and implementing
activities, cleaning and organizing games and
equipment, managing the snack bar, and assisting
with opening and closing camp each day.
16 921 Volunteer Reserve Park Rangers
Assists City paid rangers seven days a week with
trail maintenance at the Claremont Hills Wilderness
Park; patrols the urban parks and Thompson Creek
Trail to ensure the safety of park patrons; ensures that
amenities are working properly and free of graffiti and
other vandalism; performs administrative and parking
enforcement.
6 60 Friends of Claremont Hills Wilderness Park
Works towards the preservation and improvement of
the Claremont Hills Wilderness Park; attends monthly
meetings.
10 30 Boy Scouts
Assists with maintenance projects in City Parks, such
as trail maintenance, improved signage, and the
installation of little libraries (Rangers and staff faciitate
projects).
8 160 Youth Activity Center (YAC) Volunteer Program
High school teens volunteer their time to serve the
Claremont community through programs such as
Teen Green, promote and implement daily activities,
organize and clean the YAC, manage the YAC snack
bar, and help keep the front counter area organized,
while helping staff with phones and filing.
TOTALS 417 12,980
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
RESOLUTION NO. 2022-39
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLAREMONT, CALIFORNIA,
ADOPTING THE 2022-2024 BUDGET AND AUTHORIZING EXPENDITURES AND
APPROPRIATIONS RELATED THERETO
WHEREAS, the City Manager has submitted a proposed operating and capital
improvement program budget to the City Council of the City of Claremont for the fiscal year
beginning July 1, 2022, and ending June 30, 2024; and
WHEREAS, the proposed 2022-24 budget provides for service. levels necessary to
respond to the high standards of the community which are deemed appropriate by the City Council
and concurrently provides a work force to accomplish them; and
WHEREAS, the City Council intends to use the proposed 2022-24 budget as a guide for
determining City priorities.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CLAREMONT DOES
RESOLVE:
SECTION 1. The above recitals are true and correct and incorporated herein.
SECTION 2. The proposed 2022-24 budget, as detailed in the budget document entitled
"Operating and Capital Improvement Program Budget 2022-24" on file with the City Clerk, and as
summarized below is hereby adopted:
Year Ending June 30
2023
2024
Authorized Expenditures
$59,582,203
$59,501,032
SECTION 3. The City Council recognizes that the proposed 2022-24 budget will require
adjustments from time to time, and accordingly, the City Manager or his or her designee is
authorized to redistribute allocated budgeted amounts within or between departments. The City
Manager or his or her designee is authorized to transfer up to $20,000 of any unallocated fund
balance to or between departments. Any transfer revision above this amount must be approved
by the City Council.
SECTION 4. The Mayor shall sign this resolution and the City Clerk shall attest and certify
to the passage and adoption thereof.
PASSED, APPROVED AND ADOPTED this 14th day of June, 202�.
Mayor, City of Claremont
ATTEST:
Clerk, City f Claremont
APPROV ORM:
City Attorney' ity of Claremont
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
Resolution No. 2022-39
Page 2
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES )ss.
CITY OF CLAREMONT )
I, Shelley Desautels, City Clerk of the City of Claremont, County of Los Angeles, State of California,
hereby certify that the foregoing Resolution No. 2022-39 was regularly adopted by the City Council
of said City of Claremont at a regular meeting of said Council held on the 14th day of June, 2022, by
the following vote:
AYES: COUNCILMEMBERS: CALAYCAY, LEANO, MEDINA, REECE, STARK
NOES: COUNCILMEMBERS: NONE
ABSTENTIONS: COUNCILMEMBERS: NONE
ABSENT: COUNCILMEMBERS: NONE
Clerk of th ity of Claremont
8■
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
RESOLUTION NO. 2022-31
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLAREMONT,
CALIFORNIA, DETERMINING AND ESTABLISHING AN APPROPRIATIONS LIMIT FOR
FISCAL YEAR 2022-23
WHEREAS, Pursuant to Article XIII-B of the State Constitution and Section 7910 of
the State Government Code, all government entities must adopt an annual appropriations
limit; and
WHEREAS, the Exhibit, attached hereto, detailing the base year appropriations limit,
the various adjustment factors from fiscal years 1978-79 through 2022-23 and the
appropriations limit for all these years is incorporated into this resolution as though fully set
forth; and
WHEREAS, pursuant to Government Code Section 7910, the documentation used
for the determination of the appropriations limit has been available to the public for at least
fifteen days prior to this meeting.
NOW THEREFORE, THE CLAREMONT CITY COUNCIL DOES HEREBY
RESOLVE:
SECTION 1 _ The above recitals are true and correct and incorporated herein.
SECTION 2. That the City Council specifically selects the following annual
adjustment factors for determining the appropriations limit pursuant to California
Constitution, Article XIII-B, Section 8, Subdivision (c):
a. Population Adjustment Factor
(1) The population adjustment factor selected for fiscal year 2022-23 is the
change in population within the County of Los Angeles_
b_ Cost of Living Adjustment Factor
(1) The cost of living adjustment factor selected for fiscal year 2022-23 is the
change in California per capita personal income.
SECTION 3. The City Council establishes the appropriations limit for the City of
Claremont for fiscal year 2022-23 in accordance with the figures contained in the Exhibit
that were calculated pursuant to Proposition 111.
SECTION 4. That the Mayor shall sign this resolution and the City Clerk shall attest
and certify to the passage and adoption thereof.
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
Resolution No. 2022-31
Page 2
PASSED, APPROVED, AND ADOPTED
ATTEST:
Clerk, CiVof Claremont
APPROVED AS TO FORM:
City Attor ey, City of Claremont
this 2:t" day of May, 2022
Mayor, City of Claremont
CITY OF CLAREMONT
SUPPLEMENTAL INFORMATION
EXHIBIT
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CITY OF CLAREMONT um
SUPPLEMENTAL INFORMATION
Resolution No. 2022-31
Page 3
STATE OF CALIFORNIA }
COUNTY OF LOS ANGELES }ss.
CITY OF CLAREMONT }
I, Shelley Desautels, City Clerk of the City of Claremont, County of Los Angeles, State of
California, hereby certify that the foregoing Resolution No. 2022-31 was regularly adopted
by the City Council of said City of Claremont at a regular meeting of said Council held on
the 2411 day of May, 2022, by the following vote:
AYES- COUNCILMEMBERS: CALAYCAY, LEANO, MEDINA, REECE, STARK
NOES: COUNCILMEMBERS: NONE
ABSTENTIONS: COUNCILMEMBERS: NONE
ABSENT: COUNCILMEMBERS: NONE
Clerk of the/)City of Claremont
72M
CITY OF CLAREMONT
APPENDIX
SUSTAINABILITY INDICATORS
Goal Indicator Baseline (2018)
Target
2019
2020 Agent(s)
Goal 1 Actions: Resource Conservation
1.1 Energy
Average of
Amount of non-renewable electricity 2,295,453 kWh
1'1'1
2% reduction
for years
1,997,989
kWh
1,578,951
kWh City
used by City -Gov (64%of use)
before next
(57% of use)
(51 % of use)
Average of
Amount of non-renewable electricity
147,369,998 kWh
2% reduction
120,966,020
109,185,946
1.1.2 consumed by community (ALL 91711
(64% of use)
for years
kWh
kWh City
Addresses)
before next
(53% of use)
(51 % of use)
update
Average of
Amount of natural gas consumed by
1.1.3
22,494 therms (659,232 kWh)
2% reduction
for years
26,677
22,336
City
City -Gov
before next
therms
therms
update
Average of
282 therms
254 therms
Amount of natural gas used by
1.1.4
246 therms
2% reduction
for years
per capita
per capita
City
community (ALL 91711 Addresses)
per capita usage (7,209 kWh)
before next
usage (8,264
usage (7,444
update
kWh)
kWh)
Average of
1.1.5
Amount of gasoline used by City
60,482 gallons
2% reduction
for years
55,553
54,509
City
vehicles
before next
gallons
gallons
update
Average of
Amount of electricity from renewable
1,291,192kWh
2% increase
1,493,976
1,517,183
1.1.6
sources consumed by City -Gov
(36% of use)
in years
kWh
kWh
City
before next
(43% of use)
(49% of use)
update
Average of
Amount of electricity from renewable
82,895,624 kWh
2% increase
106,843,386
105,542,247
1.1.7
sources consumed by community
(36% of use)
for years
kWh
kWh
City
(ALL91711)
before next
(47% of use)
(49% of use)
update
1.2
Water and Wastewater
Average of
1.2.1
Amount of potable water consumed
454,419 gal/day (10-yr average:
2% reduction492,997
for years
gal/
532,506 gal/
City, GSWC,
by City -Gov.
2009-2018)
before next
day
day
MWD
Average of
1 2 2 Community residential daily per capita 109 GPCD 2% reduction for years 112 GPCD 128 GPCD City, GSWC,
water use (5-yr average: 2015-2019) before next MWD
update
Storm water capture, infiltration, and Data will begin to be tracked
1.2.3 treatment to meet MS4 requirements annually per the Complete Streets Increase 0.307 ac/ft 0.16 ac/ft City
Policv
1.3 Solid Waste
Total amount of solid waste sent
1.3.1 to landfill by City and community, 27,314 tons Decrease 29,527 tons 27,334 tons City
including CUSD
CITY OF CLAREMONT am
APPENDIX
Goal
Indicator
Baseline (2018)
Target
2019
2020
Agent(s)
< 5.3 Ibs/
4.5
1.3.2
4.1 Ibs/person/day
person/day
Ibs/pe son/
4.2 Ibs/
City
(meets State
day
person/day
mandate)
1.3.3
Amount of recyclable waste diverted
5,560 tons
Increase or
5,400 tons
4,215 tons
City
from landfills (without CUSD)
maintain
1.3.4
Amount of green waste diverted from
6,775 tons
Increase
6,855 tons
8,297 tons
City
landfills (without CUSD)
1.3.5
Amount of food waste diverted from
253 tons
Increase
317 tons
72 tons
City
landfills (without CUSD)
Goal 2 Actions: Environmental Public Health and Local Agriculture
2.1
Public Health
2.1.1
Number of chemicals in City facility
93
Maintain or
93
84
City
hazardous materials inventories
reduce
0
2 1 2
Amount of unwanted/expired
600 Ibs.
Increase
60 Ibs.
(Program on
City
medication collected
hold due to
COVID-19)
2.1.3
Amount of electronic waste collected
201,000 Ibs.
Increase
245,267 Ibs.
230,017 Ibs.
City
by City
2.2
Local Agriculture
2 2 1
Number of venues for purchase of
3
Maintain or
3
2
SusCom
locally grown food
increase
Number of organizations collecting/
Maintain or
2.2.2
distributing excess private/school
2
2
2
SusCom
garden produce
increase
2.2.3
Number of schools with fruit/
10 public
All
10 public
9 public
CUSD,
private
vegetable areas
3 private
3 private
3 private
schools
2 2 4
Number of institutions growing food
3
Maintain or
3
3
SusCom
for their own use
increase
2.3
Educational
Number of education events/articles
SC, GC,
2.3.1
related to organic/locally grown/
7
Increase
25
22
CUSD,
healthy foods
Courier, other
Number of events/articles that
Increase or
SC, GC,
2.3.2
address environmental aspects of
6
maintain
4
8
Courier, other
public health
Goal 3 Actions:
3.1
Transportation Mode Share
Dial -a -Ride,
3.1.1
Number of Dial-a-Ride/Get About/
45144
Year -over-
42959
33286
Get About,
Claremont Group trips
year increase
Claremont
Group
Average Vehicle Ridership for
Claremont Institutions in Employee
3.1.2
Commute Reduction Program (ECRP
2
1.5 or above
2
2
AQMD,
Reporting (required by AQMD Rule
Colleges,
2202 for businesses/orgs larger than
250 employees)
Number of vehicles entering/exiting
Year -over-
46,510 daily
55,913 daily
3.1.3
freeways in Claremont (1-10 Exit 47
49,500 daily average 2012
year decrease
average
average(201
Caltrans
and 1-210 Exits 49 and 52)
-2014
3.2
Pedestrians
3.2.1
Signals with pedestrian features (e.g.
18 of 43 intersections
Completion of
18 of 43
18 of 43
City
audible push buttons)
projects
intersections
intersections
3.2.2
Number of walking guides
8
Increase
8
8
CH, SC
CITY OF CLAREMONT
APPENDIX
Goal
Indicator
Baseline (2018)
Target
2019
2020
Agent(s)
3.3
Micro Mobility
Increase
(refer to
3.3.1
Miles of bike lanes (of all kinds)
36.8 miles
General Plan
36.8 miles
36.8 miles
City
Transportation
Element)
New miles of on -street bicycle
infrastructure.
Track new installations after 2019
No new
3.3.2
Class I
Class II
per Complete Streets Policy
Increase
Data tracking
began 2019
projects in
City
Class III
Performance Measures.
2020
Class IV
3.3.3
Number of City bike racks
96
Maintain or
Increase
96
96
City
Total miles of street/infrastructure with
new pedestrian accommodations to
account for network completeness
Track new installations after 2019
Data tracking
No new
3.3.4
Sidewalks
per Complete Streets Policy
Increase
began in
projects in
City
ADA Ramps
Performance Measures
2019
2020
Amenities (Benches, trashcans,
bikeracks, etc.)
Goal 4 Actions:
4.1
City Facilities
4.1.1
Number of City facilities that are Zero
0
Increase
0
0
City
Net Energy
Number of City facilities retrofitted
4.1.2
to improve sustainability (energy
11
Increase
11
11 additional
City
efficiency, waste reduction, water use
improvements
reduction, improve occupant health)
4.2
Privately -Owned Facilities
Number of private facilities meeting
4.2.1
Zero Code for California (Zero Net
0
All new
0
0
City
Energy)
Number of private facilities permit
applications in each reporting year
4 2 2
that include retrofits to improve
0
Increase
0
2
City
sustainability measures (energy
efficiency, waste reduction, water use
reduction, improve occupant health)
4.3
Infrastructure
Number of new City building projects
completed each reporting year that
4.3.1
include measures which improve
0
All
All
All
City
sustainability (energy efficiency,
waste reduction, water use reduction,
improve occupant health)
Number of reports during the year
designed solely to update the City
4.3.2
Council and Sustainability Committee
0
1
3
1
City
about new City street projects with
significant sustainability features
(swales, LED streetlights, etc.)
Number of new City landscaping
4.3.3
projects in the reporting year with
44781
All
44594
44562
City
significant sustainability features
CITY OF CLAREMONT
APPENDIX
Goal
Indicator
Baseline (2018)
Target
2019
2020
Agent(s)
4.4
Residential Development
Number of single-family homes built
4.4.1
or retrofitted to meet ZNE (Zero Net
0
All
0
0
City
Energy) per CPUC standards in the
reporting year
Number of multi -family buildings built
4.4.2
new or retrofitted to meet ZNE (Zero
0
All
0
0
City
Net Energy) per CPUC standards in
the reporting year
4.6
Sustainable Operation and Maintenance of Facilities
4.6.1
Support extension of the Gold Line to
All
All
All
All
City
Claremont and Ontario Airport
Goal 5 Actions:
5.1
Natural Open Space
5.1.1
Acreage and location
4,070 acres
Maintain or
expand
4,070 acres
4,090 acres
City
5.1.2
Number of groups engaged in
3
Maintain or
3
(people/hours
3
(people/hours
FCHWP,
maintaining natural open spaces
increase
reduced)
reduced)
BFS, City
5.2
Constructed Open Space
5.2.1
Number, location, size of parks, total
21 parks
Maintain or
21 parks
totaling 155
21 parks
totaling 155
City
area
Totalling 155 Acres
increase
acres
acres
5 2 2
Number of water -wise demonstration
3
1 more;
3
3
City, GC
gardens
label plants
5.2.3
Use of native plants in City -owned
Foothill Master Plan
Include in
all median
Foothill
No change
City
areas
upgrades
Master Plan
Number of inquiries that include
Many
See 2019-
Many
See 2019-
City, GC, SC,
5.2.4
requests for information about using
About 50
Increase
2020 Report
2020 Report
CaIGB
native plants in private landscaping
Card
Card
5.2.5
Number of groups engaged in
4
Increase
2
0
SC, City
maintaining constructed open spaces
5.3
Biodiversity
5.3.1
Native species richness; number
BFS: 406
CHWP:457
Prevent
BFS: 406
CHWP:457
BFS: 406
CHWP:457
BFS,
documented
(2019-20)
decline
(2019-20)
(2019-20)
FCHWP
Number of initiatives/activities/ actions
Maintain or
BFS,
5.3.2
using both abundance and richness
1
increase
3
2
FCHWP
to assess native biodiversity
Number of initiatives/activities/ actions
BFS,
5.3.3
aimed at identifying, monitoring, or
0
Increase
3
2
FCHWP
preserving sensitive species
1,387
BFS,
Number of volunteer hours spent
Maintain or
(decreased
FCHWP,
5.3.4
monitoring or managing invasive
2800
increase
3464
due to
CHWP
species
COVID-19
Rangers
Pandemic)
Number of acres restored to native
Maintain or
5.3.5
plant communities or undergoing
0.24
0.24
0.24
BFS
restoration
increase
Number of areas where the
CaIBG, BFS,
5.3.6
community can engage with and learn
3
Increase
3
3
FCHWP
about the natural flora and fauna
CITY OF CLAREMONT
APPENDIX
Goal
Indicator
Baseline (2018)
Target
2019
2020
Agent(s)
5.4
Urban Forest
Still waiting for tree canopy
Maintain or
Still waiting
Still waiting
5.4.1
o
/o of land under tree canopy
assessment from CAL FIRE
Increase
on CAL FIRE
on CAL FIRE
City
assessment
assessment
5.4.2
Number of City -owned trees
26000
Increase or
26000
26579
City
(approx.)
maintain
(approx.)
Crape Myrtle:
No species
Crape Myrtle:
Crape Myrtle:
8.19%
more than
8.19 /0
8.19 /o
5.4.3
Diversity in City -owned trees
Coast Live Oak:
5% of urban
Coast Live
Coast Live
City
7.19%
forest.
Oak:
Oak:
7.19%
7.24%
Goal 6 Actions:
6.1
Mix of Housing / Affordability
6.1.1
Movement towards RHNA
1707 units needed
Meet (or
exceed where
1707 units
1,711 units
City
requirements
appropriate)
needed
needed
6.1.2
Number of extremely low and very-
3 units
554 units by
3 units
5 units
City
low-cost housing units
-2019
2029
6.1.3
Number of low-cost housing units
2 units
309 units by
2 units
8 units
City
-2019
2029
6.1.4
Number of moderate -cost housing
41 units
297 units by
41 units
45 units
City
units
-2019
2029
6.1.5
Number of above -moderate -cost
346 units
547 units by
389 units
426 units
City
housing units
-2018
2029
6.1.6
Number of applications to build ADUs
30 units
-2020
40 units
Not Tracked
30 units
City
Equitable distribution of affordable
ADU Map in Sustainable
Affordable
Affordable
6.1.7
(extremely low, very low, and low)
City Plan (2121)
Increase
Housing Map
Housing Map
City
housing throughout City
in Progress
in Progress
Number of affordable (extremely low,
6.1.8
very low, and low) houses with easy
231
430 units by
231
239
City
access to bus or train transportation
2029
every 15 minutes during peak hours
6.2
Architectural History
Ratio of instances of retention and/or
6.2.1
adaptive reuse of existing residential,
2
Increase or
2
2
City
commercial, and industrial buildings
maintain
as opposed to demolition.
6.3
Diversified Economy / Economic Justice
See sales tax
See sales tax
6.3.1
Improvement in balance of economic
See sales tax chart in 2019-2020
Improve
chart in 2019
chart in 2019
City
activity by business sector
Report Card
balance
- 2020 Report
2020 Report
Card
Card
Number of key commercial sites
6.3.2
having some development recently
5
6
5
5
City
completed or in progress
6.4
Balance Jobs/Housing
6.4.1
Number of developments that include
2
Increase
2
2
City
a significant mixed -use component
6.4.2
Ratio of # of jobs to # of residential
1:5 ratio
Maintain 1:5
0
0
SCAG
units
ratio
6.4.3
% of residents employed in
0
Increase
18
Data not
SCAG
community
Available
6.5
City Purchasing
6.5.1
Number of City capital and equipment
1
Increase
1
1
City
purchases that are sustainable.
CITY OF CLAREMONT as
APPENDIX
Goal
Indicator
Baseline (2018)
Target
2019
2020
Agent(s)
Goal 7 Actions:
7.1
Information and Advocacy
7.1.1
Number of Sustainability Committee
Irregular
Quarterly
7 meetings
8 meetings
City
meetings
meetings
Regularity of Annual Sustainability
2019 report
2020 report
7.1.2
Report
Last done in 2014
Annual
prepared in
prepared in
City
2021
2021
7.2
Publicity
Visits to Sustainability page on City
593 users
694 users
7.2.1
website
764 users with 951 page views
Increase
with 689 page
with 856 page
City
views
views
6,300 users
4,000 users
Visits to Sustainable Claremont
6,300 users;
with 20,200
with 17,000
7.2.2
website; size of mailing list
Mailing List: 2,200
Increase
page views;
page views;
Sc
Mailing List:
Mailing List:
2,200
2,200
7.2.3
Use of Claremont Garden Club
1,500 page views;
Increase
1,500 users;
Mailing List:
2,004 users;
Mailing List:
GC
website; size of mailing list
Mailing List: 600
600
800
7 2 4
Number of public talks related to
17
At least 10/
17
7
SC, GC,
sustainability
year
Colleges
134,200 post
183,600 post
106,632 post reach,
reach,
reach,
7.2.5
Post reach for City social media posts
50,412 post engagement,
Increase
62,234 post
51,072 post
City
408likes
engagement,
engagement,
3771likes
4,224likes
7 2 6
Number of local newspaper articles/
12
At least 10/
2
2
GC
op-eds related to sustainability
year
7 2 7
Number of City newsletters with
All
All
All
All
City
articles about sustainability
Number of City Manager Weekly
7.2.8
Updates with sustainability info or
Most
All
All
All
City
links to it
7.3
Programs
Number of active non-profit
Maintain or
SC, FBBFS,
7.3.1
community and Sustainable
9
increase
9
9
CHWP
Claremont programs, working groups
7 3 2
Number of major festivals and tours
8
Increase or
7
2
City, SC,
related to sustainability
maintain
GC,CaIBG
Number of award programs for
Increase or
7.3.3
citizens/businesses/other groups
2
maintain
2
2
SC, GC
incorporating sustainability actions
Abbreviations: BFS (Bernard Field Station), BPAG (Bicycle and Pedestrian Advisory Group), CaIBG (California Botanic Garden),
CH (Claremont Heritage), CHERP (Community Home Energy Retrofit Project), CUSD (Claremont Unified School District), CWC
(Claremont Wildlands Conservancy), FBBFS (Friends of the Bernard Biological Field Station), FCHWP (Friends of Claremont
Hills Wilderness Park), GC (Garden Club), GWC (Get Walking Claremont), LWV (League of Women Voters Mt Baldy Area),
SCAG (Southern California Association of Governments), SC (Sustainable Claremont), SusCom (Sustainability Committee), UG
(Uncommon Good)
W. CITY OF CLAREMONT
GLOSSARY
W d gLossarzy
AB —Assembly Bill
AC —Architectural Commission
ACCOUNT NUMBER —A system of numbering or otherwise designating accounts, entries, invoices, vouchers,
etc., in such a manner that the symbol used quickly reveals certain required information
ACCRUAL BASIS OF ACCOUNTING —A basis of accounting in which transactions are recognized at the time
they are incurred, as opposed to when cash is received or spent
ADA —Americans with Disabilities Act
AD VALOREM — Latin for value of; refers to the tax assessed against real (land and building) and personal
(equipment and furniture) property
ADOPTED EXPENDITURE — The amount of expenditures approved by the City Council to be spent during the
fiscal yearADOPTED REVENUE —The amount of revenues approved by the City Council to be collected during
the fiscal year AGENCY— Claremont Redevelopment or Successor Agency
APPRAISED VALUE —To make an estimate of value for the purpose of taxation (property values are established
by the Los Angeles County Assessor)
APPROPRIATION —An authorization made by the City Council that permits the City to incur obligations and to
make expenditures of resources.
AQMD —Air Quality Management District
ARPA —American Rescue Plan Act
ASSESSED VALUATION — The value of property for tax levy purposes; the assessed value is set by the Los
Angeles County Assessor, who is charged with determining the taxable value of property according to a formula
set by the State of California
AYSO —American Youth Soccer Organization
BOND — A written promise to pay a specified sum of money, called the face value of principal amount, at a
specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate
BONDED DEBT — That portion of indebtedness represented by outstanding bonds
BPZ — Bike Priority Zone
BUDGET — A financial plan, for a specified period, of operations that matches all planned revenues and
expenditures with the services provided the residents of the City of Claremont
BUDGET CALENDAR — The schedule of key dates that the City follows in the preparation and adoption of the
budget
BUDGET DOCUMENT — The instrument used by the budget -making authority to present a comprehensive
financial plan of operations to the City Council
BUDGET MESSAGE — The opening section of the budget from the City Manager, which provides the City Council
and the public with a general summary of the most important aspects of the budget
BUDGET ORDINANCE — The official enactment by the City Council to legally authorize City staff to obligate
and expend revenues
CAFR —Comprehensive Annual Financial Report
CARDS — Claremont Amateur Radio Disaster Services
CAPITAL PROJECTS FUND —A fund created to account for financial resources to be used for the acquisition
or the construction of major capital facilities or equipment.
CBO — Community -based organization
CITY OF CLAREMONT
GLOSSARY
CDBG — Community Development Block Grant
CGU — Claremont Graduate University
CHARGES FOR SERVICES — Revenue from charges for all activities of the City and Agency.
CHP — California Highway Patrol
CIP — Capital Improvement Program
CITY COUNCIL — Made up of five elected officials with a rotating mayor, collectively acting as the legislative
and policy -making body of the City of Claremont
CJPIA —California Joint Powers Insurance Authority
CLASP —Claremont After -School Programs
CMC — Claremont McKenna College CMP — Congestion Management Program COG — Council of Governments
CONTRACT SERVICES — The costs related to services performed for the City by individuals, businesses or
utilities
COPS — Community Oriented Policing Services CPRS — California Parks and Recreation Society DARE — Drug
Abuse Resistance Education
DEBT SERVICE FUND —A fund established to account for the accumulation of resources for, and the payment
of, long-term debt principal and interest
DELINQUENT TAXES —Taxes that remain unpaid after the date on which a penalty for non-payment is attached,
(i.e., tax statements are mailed out in October and become delinquent if unpaid by January 1)
DEPARTMENT — A major administrative organizational unit of the City that indicates overall management
responsibility for one or more divisions
DEPRECIATION —The decrease in value of physical assets due to use and the passage of time; in accounting
for depreciation, the cost of a fixed asset is prorated over the estimated service life of such an asset, and each
year is charged with a portion of such cost; through this process, the entire cost of the asset is ultimately charged
off as an expense; this is done in proprietary funds, which allows the calculation of net income for each fund
DIVISION —A major administrative organizational unit of the City that indicates overall management responsibility
for one or more activities
DMV — Department of Motor Vehicles
DUI — Driving Under the Influence
EEO — Equal Employment Opportunity
EIR — Environmental Impact Report
E-WASTE — consumer electronic equipment near the end of its useful life
ENCUMBRANCE — The commitment of appropriated funds to purchase an item or service; to encumber funds
means to set aside or commit funds for a future expenditure
ENTERPRISE FUND —A fund established to account for operations that are financed and operated in a manner
similar to private business enterprises
EXPENDITURE — A decrease in the net financial resources of the City due to the acquisition of goods and
services
FEMA— Federal Emergency Management Agency
FINES AND FORFEITS — Revenues from fines and penalties for commission of statutory offenses; forfeitures
of amounts held as security against loss or damage, or collections from bonds or sureties placed with the
government for the same purpose; and penalties of any sort, except those levied on delinquent taxes
FISCAL YEAR —A 12-month period to which the annual operating budget applies; the City of Claremont has
specified July 1 through June 30 as its fiscal year
FRANCHISE FEE —A fee paid by public service utilities for use of public property in providing their services to
the citizens of a community, including sanitation and cable television
CITY OF CLAREMONT
GLOSSARY
FUND —An accounting entity with a self -balancing set of accounts that record financial transactions for specific
activities or government function
FUND BALANCE — The excess of assets over liabilities
GASB 34 — Governmental Accounting Standards Board Statement 34
GENERAL FUND — The fund used to account for all financial resources except those required to be accounted
for in another fund
GENERAL OBLIGATION BONDS — Bonds that finance a variety of public projects, which pledge the full faith,
and credit of the City GIS — Geographic Implementation System
GOALS — Broad, general statements of each division's desired social or organizational outcomes
GRANT — A contribution by a government or other organization to support a particular function; grants may be
classified as either categorical or block depending on the amount of discretion allowed the grantee
HAM — Licensed amateur radio operator
HERO — Home Energy Renovation Opportunity
ICS — Incident Command System
INFRASTRUCTURE — The underlying permanent foundation or basic framework
INTEREST EARNINGS — The earnings from available funds invested during the year in US Treasury Bonds,
government agencies and Certificates of Deposit
INTERGOVERNMENTAL REVENUES — Revenue from other governments, primarily Federal, State, and County
grants, but also payments from other agencies
INTERNAL SERVICE FUND — This fund is used to account for the financing of goods and services provided
by one department or agency to other departments or agencies of the City, or to other governments, on a cost
reimbursement basis
LICENSES, PERMITS & FEES — Revenues collected by a governmental unit from individuals or business
concerns for various rights or privileges granted by the government
LA IMPACT — Regional narcotics and major crimes task force comprised of officers from Los Angeles County
law enforcement, State and Federal agencies
LLD — Landscape and Lighting District
LOWBOY — The City rents lowboys to customers for the disposal of dirt, rock, and concrete; the containers are
approx. 16' long, 8' wide, and approx. 3' tall, and they hold approximately 7 tons
LUDC — Land Use & Development Code
MAINTENANCE —All materials or contract expenditures covering repair and upkeep of City buildings, machinery
and equipment, systems, and land
MANAGEMENT EMPLOYEES — Personnel not eligible to receive overtime pay and who are expected to put in
whatever hours are necessary to complete their job assignments
MATERIALS AND SUPPLIES — Expendable materials and operating supplies necessary to conduct department
activity
MOBILE COMMAND CENTER — Field command post vehicle used to establish a base of operations for major
incidents and special law enforcement that also serves as a backup radio communications center
MODIFIED ACCRUAL ACCOUNTING —A basis of accounting in which revenues are recognized in the accounting
period when they become available and measurable. Expenditures are recognized in the accounting period in
which the fund liability is incurred
MRF — Materials Recovery Facility
METRO — Los Angeles County Metropolitan Transportation Authority (formerly MTA)
NEMS — National Emergency Management System
NPDES — National Pollutant Discharge Elimination System
OPERATING TRANSFER —A transfer of revenues from one fund to another fund
CITY OF CLAREMONT
GLOSSARY
OES — office of Emergency Services
OMNITRANS — Regional fixed route bus agency in the San Bernardino County
OPERATING BUDGET — The annual budget and process that provides a financial plan for the operation of
government and the provision of services for the year; excluded from the operating budget are capital projects,
which are determined by a separate, but interrelated process
ORDINANCE —Aformal legislative enactment by the governing board of a municipality; if it is not in conflict with
any higher form of law such as a State statute or constitutional provision, it has full force and effect of law within
the boundaries of the municipality to which it applies; the difference between an ordinance and a resolution is
that the latter requires less legal formality and has a lower legal status; revenue raising measures, such as the
imposition of taxes, special assessments and service charges, universally require ordinances
OSHA — Occupational Safety and Health Administration
PAL — Phone Assistance Line; daily and weekly calls are made to home -bound seniors
PC — Planning Commission
POST — Peace officer Standards and Training
PRAH —Police Review Ad Hoc Committee
PROGRAM —An activity or set of activities that provides a particular service to the citizens
PROPERTY TAXES — Used to describe all revenues received in a period from current taxes, delinquent taxes,
penalties and interest on delinquent taxes; property taxes are levied on both real and personal properties
according to the property's valuation and tax rate
PROPRIETARY FUND TYPE — Sometimes referred to as "income determination," "nonexpendable," or
"commercial -type" funds; used to account for a government's ongoing organizations and activities that are
similar to those often found in the private sector (enterprise and internal service funds); revenues and expenses
(not expenditures) are accounted for on the full accrual basis.
PUBLIC HEARING — The portions of open meetings held to present evidence and provide information on both
sides of an issue
PVTA — Pomona Valley Transportation Authority
RDA — Redevelopment Agency
RSVP — Retired Senior Volunteer Program
RTA - RESERVE —An account used to indicate that a portion of a fund balance is restricted to a specific purpose
or not available for appropriation and subsequent spending
RESOLUTION —An order of a legislative body requiring less formality than an ordinance or statute
RESTRICTED FUNDS — These funds are used to account for specific revenues that are legally restricted to
expenditure for particular purposes
REVENUE — Funds that the government receives as income
ROW — Right-of-way
SCAQMD — South Coast Air Quality Management District
SALES TAX — a tax placed on the value of goods sold within the City; the California State Legislature and a
majority vote of the people of the State set the rate; sales tax is collected by the State and is distributed to local
taxing authorities
SAP — Safety Assessment Program
SARB — School Attendance Review Board
SCAG — Southern California Association of Governments
SEMS — Standard Emergency Management Systems
SERVICE INDICATOR — Specific quantitative measures or work performed within an activity or program;
measures quantify the efficiency and effectiveness of a given program
SGVCOG — San Gabriel Valley Council of Governments
CITY OF CLAREMONT
GLOSSARY
SHARROW — Shared —lane street symbol
SRO — School Resource Officer
STC — Standards and Training for Corrections
TAC — Teen Activity Center
TACTIC — Teens Affecting Community Tempo in Claremont
TAX BASE — The total value of all real and personal property in the City as of March 1 of each year, as certified
by the Los Angeles County Assessor. The tax base represents net value after all exemption
TAX INCREMENT FINANCING (TIF) — Tax increment financing is an economic tool used by redevelopment
agencies to finance real estate development costs; additional property taxes generated by new development
within a district formed are used to finance these real estate and infrastructure costs; a tax increment is that
portion of the property taxes generated by the development above what the taxes would have been had the
development not occurred
TAX RATE — Total tax rate is set by the County Assessor; it is composed of real and personal property values
multiplied by the 1978 base year rates; State law limits tax rates to a 2% increase per year, as determined by
the County Assessor
TBD — To be determined
TDA —Transportation Development Act
TEW — Terrorist Early Warning
TIS — Traumatic Intervention Service
TRACKS — Teaching Responsible Active Claremont Kids Self-worth
TTC — Traffic and Transportation Commission
USDA— United States Department of Agriculture
USER FEES — The payment of a charge or fee for direct receipt of a service by the party benefiting from the
service
VLF — Vehicle License Fee
YAC — Youth Activity Center
CITY OF CLAREMONT
Wd
Acknowledgements
Even though the budget is adopted by the City Council in June, its preparation begins months prior,
with projections of City funding sources, remaining bonded debt authorization, reserves, revenues, and
expenditures. Development continues through numerous phases of data compilation for presentation
in book format.
We gratefully acknowledge the hard work and dedication of Bibi Ameer and Shawna Urban in the
development and presentation of this budget.
CITY OF CLAREMONT