🏛 Upland City Council Special Workshop Summary

Subject: Midyear Capital Improvement Program (CIP) Update & Proposed Public Works Department Reorganization
Date: Monday, June 3, 2025
Presented by: Assistant City Manager Damian Arrula

Overview

This special workshop was convened to address two critical issues:

1. The current state and scope of Upland’s infrastructure needs and capital projects.

2. A proposed restructuring of the Public Works Department to better manage project delivery, staffing, and compliance under growing infrastructure burdens and regulatory mandates.

CAPITAL IMPROVEMENT PROGRAM (CIP) OVERVIEW

General Snapshot

• 134 Active Projects

• $76.5 million in total investment across 21 funding sources

• Many projects have been delayed due to staffing constraints and reactive management models

Key Project Categories & Highlights

Streets & Roads – $33.7M | 47 Projects

• Foothill Blvd Reconstruction: Benson to Euclid – full arterial rehab, ADA compliance, and underground utility coordination.

• Grove Avenue Rehab: Foothill to 15th Street – pavement and utility work.

• 14th Street & Mulberry Avenue: Major Street reconstructions including drainage upgrades.

• Traffic Signal Safety Upgrades: HSIP grant-funded hardware improvements.

Condition:

• Citywide PCI Score: 57 (borderline “poor”)

• Cost to Maintain PCI 57: $15.4M/year

• To reach PCI 70: $26.2M/year

• Current Funding: $6.38M/year

• Annual Shortfall: Over $9M

Parks – $4.5M | 23 Projects

• Funded by Quimby Fees (restricted for park/open space use):

  • McCarthy Park: $716K renovation.

  • Magnolia Park: $725K for parking lot and playground (FY 26–27).

  • Cabrillo Park: $90K for netting safety improvements.

  • Memorial Park: Proposed pickleball/tennis courts—pending community workshops.

❗ Note: Quimby funds cannot be redirected to roads or other infrastructure.

Facilities – $2.9M | 14 Projects

• Police Dept. Second Floor Expansion: $240K (ARPA-funded).

• Animal Shelter Generator: For operational continuity during outages.

• EV Charging at Public Works Yard: $275K (SoCal Edison grant-supported).

• Public Works Locker Room Upgrade

Water – $31.5M | 43 Projects

• Funded by Water Bond and CPI increases (no new rate hikes required):

  • SCADA System Upgrade: $2.1M for remote monitoring, system automation.

  • San Antonio Treatment Plant: $3.1M upgrades for compliance and reliability.

  • Foothill Water Main Replacement: $3.9M—coordinated with street rehab.

  • Plant 6 Site & System Improvements

Sewer – $2.6M | 9 Projects

• Citywide Sewer Rehabilitation: $375K to extend pipe life and avoid emergency failures.

• Campus Ave Manhole Install: $374K to improve system access and response.

PUBLIC WORKS ORGANIZATIONAL CHALLENGES

Major Structural Issues

• “Run to Failure” Model: Repairs made only after breakdowns.

• Lack of Planning & Oversight: No centralized accountability for capital project execution.

• Consultant Reliance: Key positions filled via part-time or unavailable contractors.

• Regulatory Pressures: Numerous unfunded state mandates (e.g., SB 1383 food waste recycling).

Staffing Gaps – Quantified

Utilities Division (Water, Sewer, Stormwater)

• Current Staff: 37 FTEs

• Recommended Benchmark: 68 FTEs

• Shortfall: 31 positions

• Current per capita staffing: 0.46 FTEs per 10,000 residents

• Benchmark: 0.85 per 10,000

General Public Works (Streets, Parks, Facilities)

• Current Staff: 41 FTEs (29 field, 12 admin/engineering)

• Recommended Benchmark: 108 FTEs

• Shortfall: 67 positions

• Current per capita staffing: 0.51 per 10,000

• Benchmark: 1.35 per 10,000

🔹 Combined Staff Deficit: ~98 full-time employees

PROPOSED PUBLIC WORKS REORGANIZATION

Objectives

• Strengthen leadership and supervision

• Improve project delivery timelines and reduce rollover delays

• Modernize customer service and improve internal coordination

• Expand planning capacity to secure grants and anticipate future needs

Key Staff Positions

• Deputy Director – Utilities

• Deputy Director – Public Works

• Advanced Planning & Engineering Manager (Utilities)

• Full-time Traffic Engineer (replacing ineffective consulting contract)

• Public Works Customer Service Specialist

• Policy & Legislative Affairs Manager (for grant acquisition and compliance tracking)

Fiscal Impact

• Total Cost (All Funds): $923,000/year

• General Fund Impact: –$19,500/year net savings

• Offset By:

  • Elimination of $150K in consulting contracts (GIS + Traffic)

  • Reallocation of frozen positions

  • Water/sewer positions funded through restricted utility revenues

COUNCIL DIRECTION & NEXT STEPS

• Council feedback was strongly supportive.

• New monthly CIP performance tracking system to be rolled out.

• Staff will pursue grant alignment, fee structure updates (e.g., development impact fees), and public communication campaigns.

• Consideration of a future Parks & Open Space Master Plan to guide long-term capital investment priorities.

• Ongoing community engagement and transparency emphasized—especially for high-profile park and street projects.