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AGENDA
TEMECULA CITY COUNCIL
BUDGET WORKSHOP
CONFERENCE CENTER
41000 MAIN STREET
TEMECULA, CALIFORNIA
MAY 27, 2015 — 8:30 AM
CALL TO ORDER: Mayor Jeff Comerchero
Flag Salute: Council Member Matt Rahn
ROLL CALL: Edwards, McCracken, Naggar, Rahn, Comerchero
PUBLIC COMMENTS
For Council Business items on the agenda, a Request to Speak form may be filed with the
City Clerk prior to the City Council addressing that item. Each speaker is limited to five
minutes.
CITY COUNCIL BUSINESS
1 Review of the Proposed Fiscal Year 2015-16 Preliminary Annual Operating Budget
RECOMMENDATION:
1.1 That the City Council review and discuss the proposed Fiscal Year 2015-16
Preliminary Annual Operating Budget, and provide direction to staff as
appropriate.
2 Review of the Proposed Fiscal Years 2016-20 Capital Improvement Program
RECOMMENDATION:
2.1 That the City Council review and discuss the proposed Fiscal Years 2016-20
Capital Improvement Program (CI P) and provide direction to staff as appropriate.
ADJOURNMENT
Next regular meeting: Tuesday, June 9, 2015, at 5:30 PM, for a Closed Session, with regular
session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula,
California.
NOTICE TO THE PUBLIC
The agenda packet will be available for public viewing in the Main Reception area at the Temecula Civic Center (41000 Main Street,
Temecula) after 4:00 PM the Friday before the City Council meeting. At that time, the agenda packet may also be accessed on the
City's website — www.cityoftemecula.orq — and will be available for public viewing at the respective meeting. If you have questions
regarding any item on the agenda for this meeting, please contact the City Clerk's Department, (951) 694-6444.
1
CITY COUNCIL BUSINESS
Item No. 1
Approvals
City Attorney
Finance Director
City Manager
CITY OF TEMECULA
AGENDA REPORT
TO: City Council
FROM: Aaron Adams, City Manager
DATE: May 27, 2015
SUBJECT: Review of the Proposed Fiscal Year 2015-16 Preliminary Annual Operating
Budget
PREPARED BY: Jennifer Hennessy, Finance Director
RECOMMENDATION: That the City Council review and discuss the proposed Fiscal Year
2015-16 Preliminary Annual Operating Budget, and provide direction to staff as appropriate.
DISCUSSION: Attached, for your review and consideration is the Fiscal Year
2015-16 Proposed Annual Operating Budget for the City, Temecula Community Services
District (TCSD), and the Successor Agency to the Temecula Redevelopment Agency (SARDA).
The City of Temecula has experienced solid economic growth over the past year, as illustrated
by the indicators discussed below.
• Current Population: 108,920, up 2.5% from 2014 (Source: State Department of Finance)
• 2014 Median Age: 34 years old, no change from 2013 (Source: SCAG May 2015 report)
• 2015 Number of Households: 33,869, up 1% from 2014 (Source: Claritas, March 2015)
• 2015 Average Household Income: $85,839, up 6.3% from 2014 (Source: Claritas, March
2015)
• 2015 April Median Home Price: $452,976, up 6% from March 2014 (Source: Southwest
Riverside County Association of Realtors)
• 2014 Number of Jobs: 49,292, up 15% from 2013 (Source: EDD)
• 2015 March Unemployment Rate: Temecula: 4.7% (down from 5.6% in April 2014),
Riverside County: 6.6%, CA: 6.5%, Nation: 5.6% (Source: EDD)
Steady expansion of the City's economic base leads to growth in City revenues, which allows
the City to continue to provide the high level of services citizens enjoy, as noted in a recent
Citizen Survey stating that 93% of Temecula residents indicated they were satisfied with the
City's municipal services.
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GENERAL FUND
OPERATING REVENUES
Fiscal Year 2015-16 General Fund Revenue is projected to increase a modest 1.0% over the
prior fiscal year. The City's tax base continues to grow, with a projected increase of 2.5% over
the prior fiscal year, however due to delays in two major development projects, the related
revenue is decreasing by 4.0% from FY14-15. Total General Fund Revenue is projected to be
$65,853,760 for the upcoming fiscal year, with the following major components:
Operating
Transfers In
4%
General Fund Revenue
Fiscal Year 2015-16 Property Tax
OtherRevenue_ 11%
12%
Intergovernment
al Revenues
11%
Special
Tax
(Measur
e C)
3%
Transient
Occupancy Tax
5%
Franchise Fees
6%
Sales and Use Tax
48%
Sales and Use Tax: Total Sales Tax is projected to be $31,982,496 for FY15-16, an increase
of 2.0% over the prior year. Solid growth is anticipated in the Building and Construction sector,
as well as Auto Sales and General Consumer Goods. Potential corporate changes at one of the
City's major businesses have created uncertainty in one affected market sector, causing the
projected revenue within this sector to be lower than the others.
The City continues to maintain a strong and diverse sales tax base by promoting economic
development in areas such as manufacturing, light industrial, and retail businesses. Sales tax is
one of the City's largest revenue sources, representing 48% of the total General Fund revenue.
Temecula continues to exceed the State, County, and surrounding areas with respect to sales
per capita, with approximately $26,000 per year, nearly double Riverside County's sales per
capita.
2
Property Tax: The Fiscal Year 2015-16 estimated Property Tax revenue of $7,157,977
represents approximately 11% of the total General Fund revenues. As properties continue to be
re -valued after the Great Recession, Property Tax revenue is projected to increase by 5.6% in
FY15-16.
Intergovernmental: The Intergovernmental revenue category represents approximately 10.7%
of the General Fund Revenues. The primary source of intergovernmental revenue is Property
Tax in Lieu of Vehicle License Fees, which is projected to increase by 4.2% to a total of
$7,055,799 in Fiscal Year 2015-16. This is based on an estimated increase in assessed
valuations of property Citywide.
Licenses, Permits, and Charges for Services: Due to the delay in two major development
projects, this revenue source is projected to decrease by 13% from the prior year, with a total of
$4,274,771 projected for Fiscal Year 2015-16.
Franchise Fees: With a projected increase of 4%, this revenue source is expected to be
$3,888,177 for FY15-16, and represents fees collected from telephone, cable, natural gas,
refuse collection, and electricity companies for use of the public right of way. This increase is
attributed primarily to an anticipated increase in cable subscribers as well as refuse and
recycling customers.
Transient Occupancy Tax (TOT): The City collects an 8% tax on the amount of all transient
(30 days or less) lodging rentals. TOT revenue is projected to be $2,976,305 in Fiscal Year
2015-16, increasing 9.3% over the prior year. This projection is based on current occupancy
rates from existing hotel/motel rooms.
Reimbursements: These include the transfer of funds from Capital Improvement Program
(CIP) projects to offset administration costs charged to the General Fund. This amount
fluctuates each year, as CIP activity varies, and a 3.5% decline is projected for Fiscal Year
2015-16.
Parks/Lighting Services Special Tax (Measure C): This special tax is assessed to all real
property owners at a fixed rate of $74.44 per parcel. It is used for the ongoing operation and
maintenance of the City's parks and recreation facilities, recreational and community service
programs, median landscaping, arterial street lights, and traffic signals. It is projected to be flat
compared to the prior fiscal year.
Use of Money and Property: The increase in the Use of Money and Property category relates
to losses experienced in the prior year which are not projected to continue, as investment
returns have increased slightly over FY14-15.
OPERATING EXPENDITURES
General Fund operating expenditures are projected to be $65,365,519 in FY15-16, which is a
$1.4 million, or 2.2%, increase over the prior fiscal year, due primarily to rising public safety
contract costs. The City contracts with Riverside County to provide both Police and Fire
services. The prior fiscal year included a one-time allocation of $1.5 million towards the
Pavement Management program, which skews the comparison of total costs against FY14-15.
The following chart illustrates the departmental share of total General Fund expenditures.
3
CIPAdmin
3.2%
General Fund Expenditures
Fiscal Year 2015-16
Parks Maintenance
5.9%
Special Tax
(Measure C)
2.8%
Land Development
2.2%
Building & Safety
3.7%
Planning
3.1%
Administration
11.3%
Non Departmental:
12.9%
Police
39.3%
Fire
9.6%
Animal Control
0.7%
Police Services make up 39% of General Fund expenditures, with a total budget of
$25,694,620 for FY15-16. This represents an increase of $1.8 million, or 7.6%, over the prior
year due to a combination of rising labor costs per the County's union contacts and the
implementation of a new County -wide public safety communications system. Roughly $500,000
of the contract cost increase is attributable to the new communications system. Service levels
are projected to remain unchanged, with 100 sworn officers, 19 Community Service Officers and
19 administrative support personnel located at the Southwest Police Station. The following
positions are recommended to remain unfunded, generating $832,000 in annual savings, until
such time as revenue is sufficient to afford the restoration of the positions:
o One motorcycle officer
o One Accident Investigator
o One Special Enforcement Team (SET) officer
In addition to maintaining these vacant positions, the 50% cost sharing agreement with
Temecula Unified School District for five School Resource Officers will remain in effect, saving
the City an additional $337,000.
Fire Services contribute nearly 10% of General Fund expenditures, with a total budget of
$6,287,590. This budget is projected to increase by $827,459, or 15.2%, over FY14-15 due to
anticipated labor contract increases. The County contracts with Cal Fire to provide Fire
Services, and Cal Fire is entering labor negotiations with the State beginning in July 2015. The
County provided the City with a "best case" and "worst case" scenario in estimating the outcome
of the negotiations, ranging from a 4% to 16% increase, respectively. The City chose a middle -
ground and increased expected contract labor costs by 11%. Additional increases include the
4
appropriation of $60,000 in Emergency Services revenue collected in prior fiscal years, but not
previously programmed for expenditure. The total cost for Fire Services is estimated at $12.8
million annually, and is offset by a $7.6 million Fire Tax Credit.
Non -Safety Departments are projected to increase by $256,226 over the prior fiscal year,
excluding the contribution to the Pavement Management program in FY14-15. Departments
were provided a 2% inflationary target over the prior year's budget, but with the reduction in
election costs and the reassignment of vacant positions, these departments collectively
increased by only 0.8% over the prior year.
Operating Transfers Out total $2,125,098 for FY15-16, which is a reduction of $43,387 from
the prior year. Transfers Out provides funding from the General Fund to the Capital
Improvement Program, the Intern Fellowship Program, the Business Incubator Fund, and a one-
time transfer of $250,000 to the City's Workers' Compensation Fund. This fund was established
in FY14-15, as the City transitioned to being self-insured. The fund transfer will bring the
Workers' Compensation Fund Balance closer to the desired level, which is equal to the Self -
Insured Retention amount of $500,000.
Ending Fund Balance for the General Fund is estimated to be $22,719,620 for FY15-16. The
Economic Uncertainty Reserve, which is equal to 20% of Operating Expenditures, is fully funded
at $13,073,104. Also, the Secondary Reserve, which is equal to 5% of Operating Expenditures,
is fully funded at $3,268,276. An additional $1,033,088 is assigned for future CIP and
Unrealized Gains, leaving $5,345,152 as unassigned (available) Fund Balance.
OTHER FUNDS
Fund 100 - Gas Tax: Gas Tax revenue is projected to be $2,246,801 in FY15-16, which is a
decrease of $771,553 from the prior year due to falling gasoline prices as well as the reduction
in the collection rate of Gas Tax approved by the State Board of Equalization in February 2015.
Gas Tax funds are transferred to the General Fund to pay for street and road maintenance
activities. For FY15-16, a total of $2,741,992 is projected to be transferred, which includes the
$2.2 million in new revenue combined with $492,191 in available fund balance.
Fund 135 — Business Incubator Resource Fund: Total revenue in the Business Incubator
Fund comes from rental income and General Fund contributions. Beginning in FY15-16, 70% of
a Senior Management Analyst position is reflected in this Fund rather than the General Fund, to
show the true cost of operating the Business Incubator, as such the contribution from the
General Fund has increased in FY15-16 to cover the shift of staffing costs. Total revenue and
expenditures are projected to be $215,127 for FY15-16.
Fund 140 - Community Development Block Grant Fund (CDBG): CDBG revenue and
expenditures are projected to be $1,180,958 for FY15-16. Expenditures include the 20%
allowance for Administrative Costs ($104,548), funding for 12 outside agencies ($119,253) as
part of the community based services program, $597,157 programmed for the completion of the
Sam Hicks Monument Park Playground Equipment project, and $360,000 for the Old Town
Sidewalk Improvement Program.
Fund 170 - Measure A Fund: Measure A is the City's allocation of the County of Riverside's
additional one half percent sales tax for transportation. These monies are restricted for use on
local streets. Revenues are expected to increase by 3.5% in FY15-16, totaling $2,841,159, due
to an estimated increase in sales tax receipts throughout the County. These funds are first
5
utilized to pay for street and road maintenance operations with the remaining funds transferred
to the CIP for expenditure on eligible capital projects. For FY15-16, a total of $1,712,000 is
programmed to be spent on operations, with $841,159 to be transferred to the CIP for the
Pavement Management Program. Fund Balance of $1,006,166 will be available for future
eligible expenditures.
2015-16 AUTHORIZED STAFFING
The Budget includes consistent staffing levels with the prior year, with the following requested
changes:
• One vacant position is requested to be downgraded from a Senior Debt Analyst position
to a Management Analyst position within the Finance Office, creating a net savings to
the General Fund.
• Upgrade one Custodian position within Public Works to a Maintenace Worker position.
• Increase the two part-time Office Specialists within Central Services from 20 hours per
week to 24 hours per week.
Total authorized positions for Fiscal Year 2015-16 totals 158.2, five of which are City Council
members, with two positions unfunded. The unfunded positions are associated with the former
YMCA facility, and are proposed to be funded when the facility renovation is complete.
FIVE YEAR FINANCIAL PROJECTION
Pursuant to City policy, a five-year financial projection is developed as a part of the budget
process to assist in long range planning and policy development. The five-year forecast
provides a tool to evaluate the ability of the City to fund proposed programs, operating costs,
and meet the operational requirements of capital improvement projects in the future.
For Fiscal Year 2015-16, General Fund revenues are projected to exceed expenditures by
$488,241, both reserves will be fully funded at 25% of total expenditures, and the Ending Fund
Balance is projected to be $22,719,620, of which $5,345,152 is considered unassigned, or
available for future appropriation.
Due to anticipated cost increases related to public safety, projected revenues are not expected
to cover projected operating expenditures beginning in FY16-17. Public Safety is projected to
increase by 41% or $9.7 million over the next five -years based on contract escalation related to
union negotiations, the implementation of a new communications system and rising CaIPERS
retirement benefit rates. These cost projections do not include increases in staffing or service
levels, but rather maintaining status quo.
The value of long-range fiscal planning is to proactively alert decision makers early enough to
course -correct, and implement the necessary measures to ensure long-term fiscal solvency.
The City of Temecula is fortunate to have a strong revenue base, however the City is no longer
in its expansion phase and future revenue growth is limited. In order to remain fiscally solvent,
the City must address these rising public safety costs in the coming year to ensure ongoing
revenues are adequate to cover ongoing expenditures.
6
TEMECULA COMMUNITY SERVICES DISTRICT
Total combined Revenue for TCSD Operations and Service Levels is projected to be
$19,853,738, with Expenditures budgeted at $20,074,516. The Ending Fund Balance for the
District is projected to be $1,201,894 for Fiscal Year 2015-16.
TCSD Operations
Operational Revenue is projected to be $8,947,362 for Fiscal Year 2015-16, 7.5% higher than
the previous fiscal year. With the reopening of the Temecula Community Center after its
renovation, rental revenue for this facility is projected to increase by $24,009, or 38%. The Old
Town Theater is currently being renovated and is anticipated to re -open in the Fall of 2015. The
Theater will remain closed for only two months of FY15-16 (compared to four months in FY14-
15); additionally, alternative venues are being used to hold performances, so the Theater
revenue is projected to increase by $42,002, or 7% over the prior year. The contribution from
the General Fund is increasing by $395,263 over the prior year as a result of full staffing
projected for FY15-16 and higher internal service fund allocations related to the City wide
investment in technology.
Operating Expenditures are increasing by 6% compared to the prior year at $8,936,363, as the
District is budgeted at full staffing levels. Operating costs between the TCSD divisions have
been shifted to better reflect functional reporting of staff members and activities. Ending Fund
balance for TCSD is projected to be $100,000.
Service Levels
Service Level B — Residential Street Lights revenue is projected to be $1,032,272, which
includes a General Fund contribution of $390,888. Expenditures are projected to increase by
2% compared to Fiscal Year 2014-15. Ending Fund Balance is projected to be $32,330.
Service Level C — Landscape/Slope Maintenance revenue is projected to be $1,589,423, which
is flat compared to Fiscal Year 2014-15 levels. Expenditures are projected to be $1,782,963, a
14% decline compared to the prior year, as a result of less tree -trimming scheduled for the
coming year. Ending Fund Balance is projected to be $524,878.
Service Level D — Refuse and Recycling revenue is projected to be $7,240,240, a 6.3%
increase over the prior year. Expenditures are increasing by 5.6%, for a total of $7,188,836 due
to increased service rates per the Franchise Agreement with CR&R combined with the
implementation of the new residential organic recycling program. Ending Fund Balance is
projected to be $166,338.
Service Level R — Street/Road Maintenance revenue is projected to be $5,632. Expenditures
are projected to increase by 2% compared to the prior year at $9,843, causing a $4,211 draw on
available fund balance. Ending Fund Balance is projected to be $8,473.
Service Level L — Harveston Lake Park Maintenance revenue is projected to be $237,334,
which is flat compared to the previous fiscal year. Expenditures are projected to increase by
1.6% to $244,617. Ending Fund Balance is projected to be $269,876.
Library Fund revenue is projected to decline by 4.4% to $781,830, due to a reduced contribution
needed from the General Fund of $644,205. Total Expenditures are projected to decrease by
4.2%, to $859,976. Ending Fund Balance is projected to be $100,000.
7
Intern Fellowship Fund revenue is transferred in from the General Fund at $19,645 for Fiscal
Year 2015-16. This fund will afford part-time internship opportunities to local high school,
undergraduate and graduate students.
INTERNAL SERVICE FUNDS
Internal Service Funds are established to accumulate the costs of services that are provided to
other City departments. The costs are allocated to those departments benefitting from the
services.
Insurance Fund expenditures of $981,801 are projected to decline by 14% from the prior year
due to the reallocation of consulting costs related to ergonomics and employee training to the
Workers' Compensation Fund.
Workers' Compensation Fund expenditures are projected to be $35,267 for Fiscal Year 2015-
16, which is a significant increase over the prior year due to the reallocation of consulting
services that are designed to safeguard employees from future Workers' Compensation claims.
Ending Fund Balance for this fund is projected to be $472,693.
Vehicles and Equipment Fund expenditures in Fiscal Year 2015-16 include the replacement of
five Public Works vehicles, at a total cost of $203,000, or $20,300 annually for ten years. The
budget also reflects the replacement of a Vactron at a cost of $60,000, or $4,000 annually for 15
years. Ending Fund Balance for this fund is projected to be $1,926,195, of which $1,375,473 is
considered spendable.
Information Technology Fund expenses are projected to decrease due to the prior year transfer
of assets to the Technology Replacement Fund. Operations are increasing by $59,673 over the
prior year due to higher allocation of personnel costs to this fund as well as higher software
maintenance costs.
Technology Replacement Fund expenses in this fund are projected to be $316,830 for Fiscal
Year 2015-16, which is a significant increase over the prior year due to the City wide investment
in technology equipment. The City is proposing to lease a replacement Storage Area Network
(SAN) Server, upgrade the City's Wi-Fi network in the Civic Center and Old Town, replace the
firewall at the library and replace staff computers and monitors in accordance with the lifecycle
replacement program.
Support Services Fund expenditures are projected to decrease by 1.5% year due to lower
maintenance costs. Total expenses for FY15-16 are projected to be $523,878.
Facilities Fund expenditures reflect a 4.2% increase with a total budget of $1,460,348 due to
higher utility costs projected for FY2015-16.
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA)
SARDA obligations are paid with Property Tax Increment dollars that were formerly allocated to
the Redevelopment Agency. Expenditures for Fiscal Year 2015-16 total $8,668,574, of which
$7,204,269 is dedicated to debt service payments of the outstanding Redevelopment Agency
bonds. Another $1,250,433 is programmed for the payment of a Development Agreement
obligation, Owner Participation Agreements and Agency administration. Any residual Property
Tax Increment revenue existing after the payment of SARDA obligations will be distributed to
the various taxing entities within Riverside County, of which the City's General Fund is entitled
8
to receive approximately 5% of any residual revenue.
FISCAL IMPACT: The specific fiscal impacts by Fund are noted above in the
Discussion section of this report.
ATTACHMENTS: Binder- Fiscal Year 2015-16 Proposed Annual Operating Budget
9
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ANNUAL OPERATING BUDGET
FISCAL YEAR 2015-16
City of Temecula
City Council
Jeff Comerchero, Mayor
Maryann Edwards, Council Member
Michael S. Naggar, Council Member
Matt Rahn, Council Member
Michael McCracken, Council Member
City Staff
Aaron Adams, City Manager
Greg Butler, Assistant City Manager
Jennifer Hennessy, Finance Director
"Temecula Has Heart"
41000 Main Street
Temecula, CA 92590
(951) 694-6432
www.cityoftemecula.org
"Because Nice Matters"
Has Heart
...Because Nice Matters
"It's clear that kindness is prevalent throughout the Temecula community
—it's an attribute that makes our City so very special" and in strong support
of Temecula Valley Unified School District's ongoing campaign, "Because
Nice Matters" the City of Temecula is expanding the message community-
wide in a 2015 initiative entitled "Temecula Has Heart."
/1111157
e Heart of Souther:,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TABLE OF CONTENTS
INTRODUCTION
Transmittal Message 7
Directory 18
City Organizational Chart 19
Mission and Value Statements 20
Citywide Long Term Goals 21
Government Finance Officers Association (GFOA) Award 23
California Society of Municipal Finance Officers (CSMFO) Award 24
BUDGET GUIDE
Understanding the Budget Document 25
Budgetary Fund Structure 27
Description of Funds 29
Fund & Department Listing 33
Fund Use by Department 34
Budget Process 35
Budget Calendar
FIVE-YEAR FORECAST
Five -Year Financial Forecast — General Fund
Five -Year Expenditure Projection Summary— General Fund
Five -Year Revenue Forecast Summary— General Fund
39
41
44
Fiscal Year 2015-16 Annual Operating Budget
3
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TABLE OF CONTENTS (continued)
FINANCIAL SUMMARIES
Fund Balance Summary
General Fund Revenues
Revenues by Source
Fund Summaries — General Fund
45
46
49
50
Special Revenue and Debt Service Funds:
Fund Summaries 52
Temecula Community Services District (TCSD):
Revenue By Source 62
Revenue by Source Service Levels 66
Fund Summaries 68
Successor Agency to the Temecula Redevelopment Agency (SARDA):
Fund Summary 77
Internal Service Funds:
Fund Summaries 78
DEPARTMENTAL INFORMATION
City Council 85
City Manager 92
City Clerk 104
City Attorney 108
Finance Department 110
Community Development Department 115
Public Works Department 135
Police Department 156
Fire Department 167
Temecula Community Services District 174
Internal Service Funds 191
Non -Departmental 203
Fiscal Year 2015-16 Annual Operating Budget
4
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TABLE OF CONTENTS (continued)
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Summary
Projected CIP Revenue Summary
204
207
CIP Project Summary by Type of Project 209
Description of CIP Revenue Sources 221
Annual Operating and Maintenance Costs — Capital Improvement Program 223
BUDGET POLICIES
General Financial Policies 226
APPENDICES
Appendix A - Personnel
Summary of Changes in Authorized Positions, Personnel and Benefit Costs 264
Schedule of Authorized Positions 267
Personnel Allocation Changes 269
Summary of Budgeted Positions 274
Appendix B — Supplemental Information
Locator Map 276
Community Profile 277
GANN Appropriations Limit 280
Assessed and Estimated Actual Value of Taxable Property 281
Federal Grant Expenditures 282
Legal Debt Margin 283
Debt Administration 284
Construction, Bank Deposits and Property Values 285
Property Tax Rates Direct and Overlapping Governments 286
Fiscal Year 2015-16 Annual Operating Budget
5
4
The Heart of Souther,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TABLE OF CONTENTS (continued)
Appendix B — Supplemental Information (continued)
Principal Secured Property Owners 287
Computation of Direct and Overlapping Bonded Debt 288
Largest Employers by Number of Employees 290
Comparative City Information 291
Appendix C — Glossary/Index
Glossary of Acronyms
Glossary of Terms
292
294
Fiscal Year 2015-16 Annual Operating Budget
6
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
May 27, 2015
The Honorable Mayor and Members of the City Council:
I am pleased to submit the Proposed Annual Operating Budget for the Fiscal Year 2015-16. This budget
document was developed to serve as the financial plan for the City's programs and policies. It reflects
the resources necessary to meet the goals, programs, and service priorities that the City Council is
committed to providing its citizens.
The Fiscal Year 2015-16 Proposed Annual Operating Budget has been developed after a considerable
review process. Departmental budget submittals were prepared and reviewed by line item in
connection with projected revenues. Detailed performance objectives and accountability measures
were developed consistent with the City's Quality of Life Master Plan. Five-year revenue and
expenditure projections were developed to identify the future impacts of proposed staffing and
program changes, as well as the impact of proposed capital improvement projects. The resulting Budget
is conservative and balanced, and continues to provide quality services to the community while
effectively utilizing available resources.
CITY OF TEMECULA PROFILE
The City of Temecula is a dynamic community comprised of approximately 108,920 citizens. The City
maintains 39 parks on 309 developed acres throughout the community, which provide recreation
opportunities for both the citizens of Temecula, as well as surrounding communities. Police and Fire
protection services are provided through a contract with Riverside County. The Temecula Valley Unified
School District provides 32 schools for 28,426 students at the kindergarten through 12th grade levels
within the City. The City of Temecula prides itself on its community focus and quality of life.
Temecula's residents enjoy one of the finest lifestyles in Southern California. Environmental and
residential factors create a beautiful setting that attracts young, well-educated families to upscale
homes that are inexpensive by Southern California standards. Geography contributes to the City's
population and retail growth from San Diego and Orange Counties. A mountain gap that allows ocean
breezes to flow into the City provides a moderate climate ideal for the development of wineries.
Temecula's leadership has approached economic growth from a qualitative standpoint, providing the
City with a favorable share of the Inland Empire's higher paying and high technology career
opportunities. The City's average income levels are higher than the surrounding region, the educational
performance of its young people is above the State average, and Temecula has been recognized as one
of Nation's safest cities.
The region's geographic location, competitive cost structure and favorable logistics have put Temecula
in a position to remain one of the fastest growing and most prosperous communities in the Inland
Empire.
41000 Main Street, Temecula, CA 92590 • Phone (951) 694-6444 • Facsimile (951) 694-6479
7
\A/me Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
IMPACT OF LEGISLATION ON THE BUDGET
The Governor recently published his May Revision to the State's Budget for Fiscal Year 2015-16,
indicating the state's economy has strengthened and revenues are higher than originally projected due
to capital gains and other income from high -wage earners. The State Budget assumes the continued
expansion of the economy, however this marks the sixth consecutive year of expansion which is one-
year longer than the post-war period average, giving rise to concerns of a looming economic
contraction.
Several positive measures are included in the State's budget that positively impact cities, including the
continue funding of the front-line public safety grants, of which the City of Temecula receives
approximately $170,000 per year. Additionally, the Budget includes the full repayment of State
Mandated Reimbursements claims filed prior to 2004. New trailer bill language to simplify the
dissolution of redevelopment agencies may be of benefit to the City of Temecula, however its impacts
are still being analyzed.
ECONOMIC INDICATORS
The City of Temecula has experienced solid economic growth over the past year, as illustrated by the
indicators discussed below.
• Current Population: 108,920, up 2.5% from 2014 (Source: State Department of Finance)
• 2014 Median Age: 34 years old, no change from 2013 (Source: SCAG May 2015 report)
• 2015 Number of Households: 33,869, up 1% from 2014 (Source: Claritas, March 2015)
• 2015 Average Household Income: $85,839, up 6.3% from 2014 (Source: Claritas, March 2015)
• 2015 April Median Home Price: $452,976, up 6% from March 2014 (Source: Southwest
Riverside County Association of Realtors)
• 2014 Number of Jobs: 49,292, up 15% from 2013 (Source: EDD)
• 2015 March Unemployment Rate: Temecula: 4.7% (down from 5.6% in April 2014), Riverside
County: 6.6%, CA: 6.5%, Nation: 5.6% (Source: EDD)
Steady expansion of the City's economic base leads to growth in City revenues, which allows the City to
continue to provide the high level of services citizens enjoy, as noted in a recent Citizen Survey stating
that 93% of Temecula residents indicated they were satisfied with the City's municipal services.
2015-16 GOALS AND OBJECTIVES
The City Council adopted the Temecula 2030 Quality of Life Master Plan (QLMP) in October 2011. The
QLMP defines the strategic priorities of Temecula's residents, leaders, and partners for the City's next
twenty years. It reflects the vision for the City's future, and commits the City to a performance based
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
process to accomplish those goals. This plan was developed by engaging residents, businesses, local
institutions and regional partners in an inclusive process. The QLMP outlines six Core Values:
•
Healthy and Livable City
•
A Sustainable City
•
Economic Prosperity
•
Transportation Mobility and Connectivity
•
A Safe and Prepared Community
•
Accountable and Responsible City Government
In an effort to incorporate the QLMP into the City's budget process, City of Temecula Executive Staff met
at the outset of the budget process to update the Citywide Five -Year Goals based on the Core Values of
the Quality of Life Master Plan. These goals were then used by each Department to develop Short Term
Objectives for completion in the upcoming fiscal year, and are reflected in the Department Information
section of the budget document.
GENERAL FUND ANALYSIS
OPERATING REVENUES
Fiscal Year 2015-16 General Fund Revenue is projected to increase a modest 1.0% over the prior fiscal
year. The City's tax base continues to grow, with a projected increase of 2.5% over the prior fiscal year,
however due to delays in two major development projects, the related revenue is decreasing by 4.0%
from FY14-15. Total General Fund Revenue is projected to be $65,853,760 for the upcoming fiscal year,
with the following major components:
Operating
Transfers In
4%
General Fund Revenue
Fiscal Year 2015-16 Property Tax
Other Revenue_, 11%
12%
Intergovernment
al Revenues
11%
Special
Tax
(Measur
e C)
3%
Transient
Occupancy Tax
5%
Franchise Fees
6%
Sales and Use Tax
48%
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Sales and Use Tax: Total Sales Tax is projected to be $31,982,496 for FY15-16, an increase of 2.0% over
the prior year. Solid growth is anticipated in the Building and Construction sector, as well as Auto Sales
and General Consumer Goods. Potential corporate changes at one of the City's major businesses have
created uncertainty in one affected market sector, causing the projected revenue within this sector to
be lower than the others.
The City continues to maintain a strong and diverse sales tax base by promoting economic development
in areas such as manufacturing, light industrial, and retail businesses. Sales tax is one of the City's largest
revenue sources, representing 48% of the total General Fund revenue. Temecula continues to exceed
the State, County, and surrounding areas with respect to sales per capita, with approximately $26,000
per year, nearly double Riverside County's sales per capita.
Property Tax: The Fiscal Year 2015-16 estimated Property Tax revenue of $7,157,977 represents
approximately 11% of the total General Fund revenues. As properties continue to be re -valued after the
Great Recession, Property Tax revenue is projected to increase by 5.6% in FY15-16.
Intergovernmental: The Intergovernmental revenue category represents approximately 10.7% of the
General Fund Revenues. The primary source of intergovernmental revenue is Property Tax in Lieu of
Vehicle License Fees, which is projected to increase by 4.2% to a total of $7,055,799 in Fiscal Year 2015-
16. This is based on an estimated increase in assessed valuations of property Citywide.
Licenses, Permits, and Charges for Services: Due to the delay in two major development projects, this
revenue source is projected to decrease by 13% from the prior year, with a total of $4,274,771 projected
for Fiscal Year 2015-16.
Franchise Fees: With a projected increase of 4%, this revenue source is expected to be $3,888,177 for
FY15-16, and represents fees collected from telephone, cable, natural gas, refuse collection, and
electricity companies for use of the public right of way. This increase is attributed primarily to an
anticipated increase in cable subscribers as well as refuse and recycling customers.
Transient Occupancy Tax (TOT): The City collects an 8% tax on the amount of all transient (30 days or
less) lodging rentals. TOT revenue is projected to be $2,976,305 in Fiscal Year 2015-16, increasing 9.3%
over the prior year. This projection is based on current occupancy rates from existing hotel/motel
rooms.
Reimbursements: These include the transfer of funds from Capital Improvement Program (CIP) projects
to offset administration costs charged to the General Fund. This amount fluctuates each year, as CIP
activity varies, and a 3.5% decline is projected for Fiscal Year 2015-16.
Parks/Lighting Services Special Tax (Measure C): This special tax is assessed to all real property owners
at a fixed rate of $74.44 per parcel. It is used for the ongoing operation and maintenance of the City's
parks and recreation facilities, recreational and community service programs, median landscaping,
arterial street lights, and traffic signals. It is projected to be flat compared to the prior fiscal year.
Use of Money and Property: The increase in the Use of Money and Property category relates to losses
experienced in the prior year which are not projected to continue, as investment returns have increased
slightly over FY14-15.
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OPERATING EXPENDITURES
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
General Fund operating expenditures are projected to be $65,365,519 in FY15-16, which is a $1.4
million, or 2.2%, increase over the prior fiscal year, due primarily to rising public safety contract costs.
The City contracts with Riverside County to provide both Police and Fire services. The prior fiscal year
included a one-time allocation of $1.5 million towards the Pavement Management program, which
skews the comparison of total costs against FY14-15. The following chart illustrates the departmental
share of total General Fund expenditures.
CIP Admin
3.2%
General Fund Expenditures
Fiscal Year 2015-16
Parks Maintenance
5.9%1
Special Tax
(Measure C)
2.8%1
Land Development
2.2%
Building & Safety
3.7%
Planning
3.1%
Administration
11.3%
Non Departmental:
12.9%
Police
39.3%
Fire
9.6%
Animal Control
0.7%
Police Services make up 39% of General Fund expenditures, with a total budget of $25,694,620 for
FY15-16. This represents an increase of $1.8 million, or 7.6%, over the prior year due to a combination
of rising labor costs per the County's union contacts and the implementation of a new County -wide
public safety communications system. Roughly $500,000 of the contract cost increase is attributable to
the new communications system. Service levels are projected to remain unchanged, with 100 sworn
officers, 19 Community Service Officers and 19 administrative support personnel located at the
Southwest Police Station. The following positions are recommended to remain unfunded, generating
$832,000 in annual savings, until such time as revenue is sufficient to afford the restoration of the
positions:
o One motorcycle officer
o One Accident Investigator
o One Special Enforcement Team (SET) officer
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
In addition to maintaining these vacant positions, the 50% cost sharing agreement with Temecula
Unified School District for five School Resource Officers will remain in effect, saving the City an
additional $337,000.
Fire Services contribute nearly 10% of General Fund expenditures, with a total budget of $6,287,590.
This budget is projected to increase by $827,459, or 15.2%, over FY14-15 due to anticipated labor
contract increases. The County contracts with Cal Fire to provide Fire Services, and Cal Fire is entering
labor negotiations with the State beginning in July 2015. The County provided the City with a "best
case" and "worst case" scenario in estimating the outcome of the negotiations, ranging from a 4% to
16% increase, respectively. The City chose a middle -ground and increased expected contract labor costs
by 11%. Additional increases include the appropriation of $60,000 in Emergency Services revenue
collected in prior fiscal years, but not previously programmed for expenditure. The total cost for Fire
Services is estimated at $12.8 million annually, and is offset by a $7.6 million Fire Tax Credit.
Non -Safety Departments are projected to increase by $256,226 over the prior fiscal year, excluding the
contribution to the Pavement Management program in FY14-15. Departments were provided a 2%
inflationary target over the prior year's budget, but with the reduction in election costs and the
reassignment of vacant positions, these departments collectively increased by only 0.8% over the prior
year.
Operating Transfers Out total $2,125,098 for FY15-16, which is a reduction of $43,387 from the prior
year. Transfers Out provides funding from the General Fund to the Capital Improvement Program, the
Intern Fellowship Program, the Business Incubator Fund, and a one-time transfer of $250,000 to the
City's Workers' Compensation Fund. This fund was established in FY14-15, as the City transitioned to
being self-insured. The fund transfer will bring the Workers' Compensation Fund Balance closer to the
desired level, which is equal to the Self -Insured Retention amount of $500,000.
Ending Fund Balance for the General Fund is estimated to be $22,719,620 for FY15-16. The Economic
Uncertainty Reserve, which is equal to 20% of Operating Expenditures, is fully funded at $13,073,104.
Also, the Secondary Reserve, which is equal to 5% of Operating Expenditures, is fully funded at
$3,268,276. An additional $1,033,088 is assigned for future CIP and Unrealized Gains, leaving
$5,345,152 as unassigned (available) Fund Balance.
OTHER FUNDS
Fund 100 - Gas Tax: Gas Tax revenue is projected to be $2,246,801 in FY15-16, which is a decrease of
$771,553 from the prior year due to falling gasoline prices as well as the reduction in the collection rate
of Gas Tax approved by the State Board of Equalization in February 2015. Gas Tax funds are transferred
to the General Fund to pay for street and road maintenance activities. For FY15-16, a total of
$2,741,992 is projected to be transferred, which includes the $2.2 million in new revenue combined
with $492,191 in available fund balance.
Fund 135 — Business Incubator Resource Fund: Total revenue in the Business Incubator Fund comes
from rental income and General Fund contributions. Beginning in FY15-16, 70% of a Senior
Management Analyst position is reflected in this Fund rather than the General Fund, to show the true
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
cost of operating the Business Incubator, as such the contribution from the General Fund has increased
in FY15-16 to cover the shift of staffing costs. Total revenue and expenditures are projected to be
$215,127 for FY15-16.
Fund 140 - Community Development Block Grant Fund (CDBG): CDBG revenue and expenditures are
projected to be $1,180,958 for FY15-16. Expenditures include the 20% allowance for Administrative
Costs ($104,548), funding for 12 outside agencies ($119,253) as part of the community based services
program, $597,157 programmed for the completion of the Sam Hicks Monument Park Playground
Equipment project, and $360,000 for the Old Town Sidewalk Improvement Program.
Fund 170 - Measure A Fund: Measure A is the City's allocation of the County of Riverside's additional
one half percent sales tax for transportation. These monies are restricted for use on local streets.
Revenues are expected to increase by 3.5% in FY15-16, totaling $2,841,159, due to an estimated
increase in sales tax receipts throughout the County. These funds are first utilized to pay for street and
road maintenance operations with the remaining funds transferred to the CIP for expenditure on eligible
capital projects. For FY15-16, a total of $1,712,000 is programmed to be spent on operations, with
$841,159 to be transferred to the CIP for the Pavement Management Program. Fund Balance of
$1,006,166 will be available for future eligible expenditures.
2015-16 AUTHORIZED STAFFING
The Budget includes consistent staffing levels with the prior year, with the following requested changes:
• One vacant position is requested to be downgraded from a Senior Debt Analyst position to a
Management Analyst position within the Finance Office, creating a net savings to the General
Fund.
• Upgrade one Custodian position within Public Works to a Maintenace Worker position.
• Increase the two part-time Office Specialists within Central Services from 20 hours per week to
24 hours per week.
Total authorized positions for Fiscal Year 2015-16 totals 158.2, five of which are City Council members,
with two positions unfunded. The unfunded positions are associated with the former YMCA facility, and
are proposed to be funded when the facility renovation is complete.
FIVE YEAR FINANCIAL PROJECTION
Pursuant to City policy, a five-year financial projection is developed as a part of the budget process to
assist in long range planning and policy development. The five-year forecast provides a tool to evaluate
the ability of the City to fund proposed programs, operating costs, and meet the operational
requirements of capital improvement projects in the future.
For Fiscal Year 2015-16, General Fund revenues are projected to exceed expenditures by $488,241, both
reserves will be fully funded at 25% of total expenditures, and the Ending Fund Balance is projected to
be $22,719,620, of which $5,345,152 is considered unassigned, or available for future appropriation.
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Due to anticipated cost increases related to public safety, projected revenues are not expected to cover
projected operating expenditures beginning in FY16-17. Public Safety is projected to increase by 41% or
$9.7 million over the next five -years based on contract escalation related to union negotiations, the
implementation of a new communications system and rising CaIPERS retirement benefit rates. These
cost projections do not include increases in staffing or service levels, but rather maintaining status quo.
The value of long-range fiscal planning is to proactively alert decision makers early enough to course -
correct, and implement the necessary measures to ensure long-term fiscal solvency. The City of
Temecula is fortunate to have a strong revenue base, however the City is no longer in its expansion
phase and future revenue growth is limited. In order to remain fiscally solvent, the City must address
these rising public safety costs in the coming year to ensure ongoing revenues are adequate to cover
ongoing expenditures.
TEMECULA COMMUNITY SERVICES DISTRICT
Total combined Revenue for TCSD Operations and Service Levels is projected to be $19,853,738, with
Expenditures budgeted at $20,074,516. The Ending Fund Balance for the District is projected to be
$1,201,894 for Fiscal Year 2015-16.
TCSD Operations
Operational Revenue is projected to be $8,947,362 for Fiscal Year 2015-16, 7.5% higher than the
previous fiscal year. With the reopening of the Temecula Community Center after its renovation, rental
revenue for this facility is projected to increase by $24,009, or 38%. The Old Town Theater is currently
being renovated and is anticipated to re -open in the Fall of 2015. The Theater will remain closed for
only two months of FY15-16 (compared to four months in FY14-15); additionally, alternative venues are
being used to hold performances, so the Theater revenue is projected to increase by $42,002, or 7%
over the prior year. The contribution from the General Fund is increasing by $395,263 over the prior
year as a result of full staffing projected for FY15-16 and higher internal service fund allocations related
to the City wide investment in technology.
Operating Expenditures are increasing by 6% compared to the prior year at $8,936,363, as the District is
budgeted at full staffing levels. Operating costs between the TCSD divisions have been shifted to better
reflect functional reporting of staff members and activities. Ending Fund balance for TCSD is projected
to be $100,000.
Service Levels
Service Level B — Residential Street Lights revenue is projected to be $1,032,272, which includes a
General Fund contribution of $390,888. Expenditures are projected to increase by 2% compared to
Fiscal Year 2014-15. Ending Fund Balance is projected to be $32,330.
Service Level C — Landscape/Slope Maintenance revenue is projected to be $1,589,423, which is flat
compared to Fiscal Year 2014-15 levels. Expenditures are projected to be $1,782,963, a 14% decline
compared to the prior year, as a result of less tree -trimming scheduled for the coming year. Ending
Fund Balance is projected to be $524,878.
Service Level D — Refuse and Recycling revenue is projected to be $7,240,240, a 6.3% increase over the
prior year. Expenditures are increasing by 5.6%, for a total of $7,188,836 due to increased service rates
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
per the Franchise Agreement with CR&R combined with the implementation of the new residential
organic recycling program. Ending Fund Balance is projected to be $166,338.
Service Level R — Street/Road Maintenance revenue is projected to be $5,632. Expenditures are
projected to increase by 2% compared to the prior year at $9,843, causing a $4,211 draw on available
fund balance. Ending Fund Balance is projected to be $8,473.
Service Level L — Harveston Lake Park Maintenance revenue is projected to be $237,334, which is flat
compared to the previous fiscal year. Expenditures are projected to increase by 1.6% to $244,617.
Ending Fund Balance is projected to be $269,876.
Library Fund revenue is projected to decline by 4.4% to $781,830, due to a reduced contribution needed
from the General Fund of $644,205. Total Expenditures are projected to decrease by 4.2%, to $859,976.
Ending Fund Balance is projected to be $100,000.
Intern Fellowship Fund revenue is transferred in from the General Fund at $19,645 for Fiscal Year 2015-
16. This fund will afford part-time internship opportunities to local high school, undergraduate and
graduate students.
INTERNAL SERVICE FUNDS
Internal Service Funds are established to accumulate the costs of services that are provided to other City
departments. The costs are allocated to those departments benefitting from the services.
Insurance Fund expenditures of $981,801 are projected to decline by 14% from the prior year due to the
reallocation of consulting costs related to ergonomics and employee training to the Workers'
Compensation Fund.
Workers' Compensation Fund expenditures are projected to be $35,267 for Fiscal Year 2015-16, which is
a significant increase over the prior year due to the reallocation of consulting services that are designed
to safeguard employees from future Workers' Compensation claims. Ending Fund Balance for this fund
is projected to be $472,693.
Vehicles and Equipment Fund expenditures in Fiscal Year 2015-16 include the replacement of five Public
Works vehicles, at a total cost of $203,000, or $20,300 annually for ten years. The budget also reflects
the replacement of a Vactron at a cost of $60,000, or $4,000 annually for 15 years. Ending Fund Balance
for this fund is projected to be $1,926,195, of which $1,375,473 is considered spendable.
Information Technology Fund expenses are projected to decrease due to the prior year transfer of assets
to the Technology Replacement Fund. Operations are increasing by $59,673 over the prior year due to
higher allocation of personnel costs to this fund as well as higher software maintenance costs.
Technology Replacement Fund expenses in this fund are projected to be $316,830 for Fiscal Year 2015-
16, which is a significant increase over the prior year due to the City wide investment in technology
equipment. The City is proposing to lease a replacement Storage Area Network (SAN) Server, upgrade
the City's Wi-Fi network in the Civic Center and Old Town, replace the firewall at the library and replace
staff computers and monitors in accordance with the lifecycle replacement program.
Support Services Fund expenditures are projected to decrease by 1.5% year due to lower maintenance
costs. Total expenses for FY15-16 are projected to be $523,878.
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Facilities Fund expenditures reflect a 4.2% increase with a total budget of $1,460,348 due to higher
utility costs projected for FY2015-16.
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA)
SARDA obligations are paid with Property Tax Increment dollars that were formerly allocated to the
Redevelopment Agency. Expenditures for Fiscal Year 2015-16 total $8,668,574, of which $7,204,269 is
dedicated to debt service payments of the outstanding Redevelopment Agency bonds. Another
$1,250,433 is programmed for the payment of a Development Agreement obligation, Owner
Participation Agreements and Agency administration. Any residual Property Tax Increment revenue
existing after the payment of SARDA obligations will be distributed to the various taxing entities within
Riverside County, of which the City's General Fund is entitled to receive approximately 5% of any
residual revenue.
CAPITAL IMPROVEMENT PROGRAM
The City's five-year Capital Improvement Program (CIP) is presented to the City Council under separate
cover. This program provides a multi-year plan for capital improvements that is updated annually to
ensure compliance with the program. The impact of capital projects on maintenance and operating
costs were taken into consideration in the development of the operating budget. Circulation,
infrastructure, parks, affordable housing, and other various projects are identified in the CIP budget with
estimated five-year project costs totaling $321,707,361. The CIP reflects an aggressive $280,956,429 in
Traffic/Circulation project costs in the next five years, as well as $28,973,826 in Infrastructure projects,
$6,570,233 in Parks and Recreation projects, and $5,206,873 in Housing projects.
OBJECTIVES AND PERFORMANCE MEASURES
The budget document includes the short term operational objectives for completion in Fiscal Year 2015-
16, and the performance measures for evaluating the completion of those objectives. These objectives
were developed in a collaborative process with all City staff members in order to identify how each
department can contribute to the overall long term goals of the City. The objectives were then used by
the departments in order to identify and justify their Annual Operating Budget submittals.
The short term objectives are detailed by Department in the Department Information section of this
budget document. Each Department section also includes the objectives and performance measures
cross referenced by Five Year Goal and QLMP Core Value, along with significant accomplishments, and a
detail of the expenditure requests and personnel allocations which will be used to meet the objectives.
CONCLUSION
In conclusion, the City's General Fund remains balanced with reserves fully -funded; however with the
rising costs of public safety contracts, concerns exist regarding the ability to continue to provide the
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
same levels of service as Temecula citizens have enjoyed in prior years. I am committed to working with
the City Council to develop viable solutions in the coming year to ensure that the City's operating
revenues are sufficient to cover its operating expenditures, while maintaining adequate reserves.
I would like to express my appreciation to the City Council for providing the direction and support crucial
to achieving the City's goals. I would also like to recognize the contributions of the City staff for not only
creating a successful operating budget, but also for their commitment to providing top quality services
to all who live, work and play in Temecula. I would like to give special thanks to: Jennifer Hennessy,
Finance Director; Rudy Graciano, Revenue Manager; Pascale Brown, Accounting Manager; Erica Russo,
Acting Management Analyst, Evelyn Watson, Accounting Technician; and Shirley Robinson,
Administrative Assistant for their long hours and dedication to the City and this budget process.
Sincerely,
Aaron Adams
City Manager
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Hnare. of Soutlh•rn Caiifovnia
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DIRECTORY
EXECUTIVE MANAGEMENT:
City Manager Aaron Adams
Assistant City Manager Greg Butler
City Clerk Randi Johl-Olson
City Attorney Peter M. Thorson
Finance Director Jennifer Hennessy
Community Development Director Armando Villa
City Engineer Tom Garcia
Community Services Director Kevin Hawkins
Information Systems Deputy Director Michael Heslin
Human Resources Department Head Isaac Garibay
Chief of Police Jeff Kubel
Fire Chief Curtis Brown
CITY OF TEMECULA BUDGET TEAM:
Finance Director Jennifer Hennessy
Revenue Manager Rudy Graciano
Accounting Manager Pascale Brown
Acting Management Analyst Erica Russo
Administrative Assistant Shirley Robinson
Accounting Technician Evelyn Watson
Fiscal Year 2015-16 Annual Operating Budget
18
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Wine t_...
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY ORGANIZATIONAL CHART
Citizens of Temecula
City Attorney
City Clerk
Finance
Public Works
Human Resources
Economic Development
City Council
City Manager
Commissions
Community
Development
Information
Technology/Support
Services
Community
Services
Police / Fire
Emergency Management
Fiscal Year 2015-16 Annual Operating Budget
19
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
MISSION STATEMENT
The mission of the City of Temecula is to maintain a safe, secure, clean, healthy, and
orderly community; to balance the utilization of open space, parks, trail facilities, quality
jobs, public transportation, diverse housing, and adequate infrastructure; and to
enhance and revitalize historic areas.
The City will encourage programs for all age groups, utilize its human resources, and
preserve its natural resources while stimulating technology, promoting commerce, and
utilizing sound fiscal policy.
It is the City Council's resolve that this mission will instill a sense of pride and
accomplishment in its citizens and that the City will be known as a progressive,
innovative, balanced, and environmentally sensitive community.
VALUE STATEMENT
T
E
M
E
C
u
L
A
TEAMWORK among all employees
ENHANCEMENT of the work environment through open lines
of communication
MUTUAL respect of others
EDUCATION of employees and citizens about the operations and
accomplishments of the City
CUSTOMER service is our most important product
UNLIMITED potential for continued personal growth and
organizational development
LEADERSHIP in local government
ASSUMING 100% responsibility for projects and assignments
Fiscal Year 2015-16 Annual Operating Budget
20
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITYWIDE LONG TERM GOALS
CORE VALUES: The Quality of Life Master Plan (QLMP) provides the framework for the City's Strategic
Budgeting activities. The City Council has set priorities and guided staff in developing six (6) core values
upon which to focus time and resources (as identified in the QLMP). These areas include:
1. Healthy and Livable City
2. Economic Prosperity
3. A Safe and Prepared Community
4. A Sustainable City
5. Transportation Mobility and Connectivity
6. Accountable and Responsive City Government
CITYWIDE LONG TERM GOALS: City of Temecula Executive Staff met during the budget process to
develop Citywide Long Term Goals based on the Core Values. These goals serve as a five year roadmap
for departments in developing their budgets and Short Term Objectives for the upcoming fiscal year.
1. Healthy and Livable City:
• Promote high quality parks and recreation programs and cultural services
• Provide signature special events and cultural opportunities
• Attract high quality medical facilities
• Provide housing for all income types in the community
• Maintain a safe and family oriented environment
• Foster an "educated community" through a wide variety of opportunities
• Maintain the natural beauty of the community
2. Economic Prosperity:
• Continue to pursue high quality employment opportunities for Temecula residents
• Create a business friendly regulatory environment
• Promote a jobs/housing balance
• Improve delivery of technology services to attract businesses
• Continue to promote the Temecula Valley as a destination
• Fill gaps and diversify market sectors that increase sales tax revenue
• Retention and expansion of existing businesses
3. A Safe and Prepared Community
• Remain within the federal ranking of the top 25 safest cities
• Encourage community participation in public safety and emergency preparedness
• Promote high quality animal control services
• Continue to aggressively mitigate graffiti and vandalism
• Utilize social media to keep the community informed and involved
• Proactively address traffic improvements
• Minimize the impact to life, property, and the environment from natural hazards and
emergency situations
Fiscal Year 2015-16 Annual Operating Budget
21
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITYWIDE LONG TERM GOALS (continued)
4. A Sustainable City
• Continue to reduce solid waste diversion to landfills
• Promote and encourage mixed use infill developments along major transportation
corridors
• Preserve and promote open space
• Encourage alternative transportation options
• Promote a "walkable" community
• Promote energy efficient operations and development
• Actively maintain and preserve city assets and infrastructure
5. Transportation Mobility and Connectivity
• Utilize effective traffic enforcement, traffic monitoring, and planning processes to
ensure the safety of Temecula motorists
• Continue to maintain local roads and streets
• Connect the city through a series of trails and walkways
• Identify a location and develop a multi modal transit center
• Connect major commercial districts through circulation improvements
6. Accountable and Responsive City Government
• Provide transparency to the public for all government transactions
• Foster an organizational structure that aligns resources with demands
• Diversify the city's revenue base to ensure stability in any economic climate
• Promote community involvement
• Maintain overall sound fiscal policies to ensure long term solvency
• Provide highly functional and sustainable city facilities and infrastructure
SHORT TERM OBJECTIVES: In order to ensure meaningful financial priorities, each department develops
Short Term Objectives rooted in the Citywide Long Term Goals and the Core Values. Each Short Term
Objective is a department's incremental step toward achieving the overall Citywide Long Term Goals.
Within the Departmental Information Section of this budget, each Department provides their Short
Term Objectives for the ensuing fiscal year.
Fiscal Year 2015-16 Annual Operating Budget
22
Aft
3]
(4.4°Thit Nrrort a4 Sovth.rn GIi4wnra
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
GOVERNMENT FINANCE OFFICERS ASSOCIATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented an
award of Distinguished Budget Presentation to the City of Temecula for its annual budget for the fiscal
year beginning July 1, 2014.
In order to receive this award, a governmental unit must publish a budget document that meets
programs criteria as policy document, operations guide, financial plan, and communication device.
The award is valid for a period of one year only. The City of Temecula has received this award every
year since 2001. We believe our current budget continues to conform to program requirements and we
are submitting it to GFOA to determine its eligibility for another award.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
D istinguished
Budget Presentation
Award
,•teLSLNTLL1 TO
City of Temecula
California
Ynrth; fiscal Year Beginning
July 1, 2014
I-Ytsivitt I ]irxelnr
Fiscal Year 2015-16 Annual Operating Budget
23
]a
T ho Heart of Souther
w,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PLACE HOLDER
(CSMFO A ward)
Fiscal Year 2015-16 Annual Operating Budget
24
elk
-'a Heart of Southern L.
Wine t
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
UNDERSTANDING THE BUDGET DOCUMENT
This budget document provides the public with concise and readable information about City
government, and displays the objectives and budget of the City of Temecula for the Fiscal Year
2015-2016. The budget document is divided into the following sections:
INTRODUCTION
The budget document begins with the transmittal letter by the City Manager, which provides an
overview of the Fiscal Year 2015-2016 Operating Budget by highlighting programs, major projects and
changes in revenue and expenditure allocations for the upcoming fiscal year. There is an analysis of the
impact of legislation on the City budget, as well as recent economic indicators. The introduction section
details Temecula's Mission and Value Statements. The Long Term Goals and Objectives provide further
detail into the policies and the goals and objectives which drive the budget process. These are linked to
each Department's long term goals and objectives. The City Directory outlines the Executive
Management and Budget Team staff members who work on a daily basis implementing the goals and
strategies outlined in the Annual Operating Budget. The Citywide Organization Chart displays City
Departments and reporting structure. This section also includes copies of budget awards for the
previous fiscal year budgets.
GUIDE TO THE BUDGET DOCUMENT
In addition to this document, the Guide to the Budget Document Section contains the Budgetary Fund
Structure, which provides a quick graphic overview of the City's budgetary fund structure and includes all
funds that are subject to appropriation. The Description of Funds provides a narrative description of
these funds which are graphically depicted in the Fund Use by Department section. The Summary of
Accounting Principles explains the basis of accounting or all appropriated funds. The Budget Process and
Budget Calendar describe the City's process for preparing this year's Annual Operating Budget.
FIVE YEAR FORECAST
This section outlines the City of Temecula's five year strategic planning tool which allows the City to
project the impacts of proposed programs, operating costs, and capital improvement projects in the
future. This forecast assists in long range planning and policy development by ensuring that resources
will be available to meet the needs of our community into the future.
FINANCIAL SUMMARIES
The Financial Summaries section provides a complete overview and analysis of the total resources
budgeted by the organization. There is detail on each specific fund, fund balance changes, and a
complete budget picture for the current and previous two fiscal years. This section includes summaries
of revenues and expenditures for all appropriated Operating Budget funds. Fund balance, revenue and
expenditure changes are explained in this section as well. Historical and categorical data are provided
for comparative purposes.
Fiscal Year 2015-16 Annual Operating Budget
25
^a Heart of Southern California
Wine Counter
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
UNDERSTANDING THE BUDGET DOCUMENT (continued)
DEPARTMENTAL INFORMATION
The Department Information Section includes the department/program description, mission statements,
and quantifiable short term objectives and performance measures for each operating program in the
General Fund, Temecula Community Services District, and Internal Service Funds. Budget information is
organized by department and/or cost center and a short narrative is provided which analyzes
expenditure changes from the previous year.
CAPITAL IMPROVEMENT PROGRAM
This section summarizes the budgeted capital expenditures which are further detailed in the separate
Capital Improvement Budget. This section provides a summary of all projected Capital Improvement
revenues and descriptions of those sources, as well as a description of all Capital Improvement Program
projects. This section also includes forecasts of operating costs associated with Capital Improvement
projects which have been included as part of the operating budget.
BUDGET AND FISCAL POLICIES
The General Financial policies outline the City's policies related to budget preparation, staffing debt
management, fund/district purposes and financial reporting requirements.
APPENDIX
This section provides supplemental financial statistical information such as, property tax information,
and comparative City information. There is also a glossary of acronyms and terms to guide the reviewer
in understanding this document.
Additional information on the City's fiscal affairs is available in the following documents which are
available at:
http://www.cityoftemecula.org/Temecula/Government/Finance/AP/FinancialReports.htm:
+ Quarterly Financial Statements
+ Comprehensive Annual Financial Report
For further information, please contact the Temecula Finance Department at (951) 694-6430.
Fiscal Year 2015-16 Annual Operating Budget
26
Lr�
tif
The Heart of Southern Californra
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGETARY FUND STRUCTURE
GOVERNMENTAL
FUNDS
ELFUND
SPECIAL REVENUE
TEMECULA COMMUNITY
SERVICES (TCSD) FUNDS
DEBT SERVICE FUND
• Gas Tax
• Recovery Act Justice Assistance Grant
• Energy Efficiency Conservation Block Grant
• Business Incubator Resource
• Community Development Block Grant
• Temecula Energy Efficiency Asset Management
• AB 2766 MatorVehicle Subvention
• Supplemental Law Enforcement Services
• Larry Robinson Reward
• Affordable Housing
• Measure
• Parks and Recreation Citywide Operations
• Service Level B - Street Lighting
• Service Level C- Landscape/Slope Maintenance
• Service Level D - Refuse and Recycling
▪ Service Level L-Harveston Lake Park Maintenance
• Service Level R - Street/Road Maintenance
• Library
• Intern Fellowship Program
• 2011 Financing Lease for 2011 & 2008 COPs
CAPITAL PROJECTS FUNDS
• Community Facilities District Funds*
Fiscal Year 2015-16 Annual Operating Budget
27
The Heart of Southern Californra
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGETARY FUND STRUCTURE (continued)
PROPRIETARY
FUNDS
INTERNAL SERVICES
FUNDS
FIDUCIARY FUNDS
PRIVATE - PURPOSE
TRUST FUNDS
• Insurance
• Workers' Compensation
• Vehicle and Equipment
• Information Technology
• Technology Replacement
• Support Services
• Facilities
• Successor Agency to the Redevelopment Agency
(SARDA) Debt Service
*Denotes funds which are subject to appropriation and included in audited financial statements, but are summarized and adopted
separately and/or as part of the Capital Improvement Program budget.
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DESCRIPTION OF FUNDS
The City of Temecula revenues and expenditures are accounted for in a series of funds. Each fund is an
autonomous accounting entity, established in accordance with legal and professional accounting
standards. Funds are used to segregate the various financial activities of a governmental entity and to
demonstrate compliance with specific regulations, restrictions or limitations, (i.e., demonstrating that
restricted revenues are spent only for allowed purposes).
Funds used in government are classified into three broad categories: governmental, proprietary and
fiduciary. Governmental funds include activities usually associated with the operations of a typical state
or local government (public safety, general government activities, etc.). Proprietary funds are used in
government to account for activities often found in the private sector (utilities, stadiums, and golf
courses are prime examples). Fiduciary funds are utilized in situations where the government is acting in
a fiduciary capacity as a trustee or agent.
The appropriated funds utilized by the City of Temecula, governmental, fiduciary, and proprietary, are
detailed below. The City of Temecula details the Capital Improvement Funds in a separate document,
although the Capital Improvement program and its operating impacts are outlined in this budget
document in the Capital Improvement Program section.
ACCOUNTING BASIS
All governmental funds are accounted for and budgeted using the modified accrual basis of accounting.
Their revenues are recognized when they become measurable and available as net current assets. The
primary revenue sources susceptible to accrual are property and sales taxes, franchise fees, transient
occupancy taxes, investment income, fines and forfeitures collected by County courts, and motor
vehicle -in -lieu subventions.
Expenditures are generally recognized under the modified accrual basis of accounting when the related
fund liability is incurred. An exception to this general rule is principal and interest due on general
long-term debt which is recognized when due.
Proprietary and Fiduciary funds are accounted for and budgeted using the full accrual basis of
accounting, i.e., revenues are recognized in the period earned and expenses are recognized in the period
incurred.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the
expenditure of funds are recorded in order to reserve that portion of the applicable appropriation, is
employed in the governmental funds. Outstanding encumbrances at the end of the fiscal year are
recorded as reservation of fund balance since the commitments will be paid in the subsequent year.
Encumbrances do not constitute expenditures or liabilities.
GOVERNMENTAL FUNDS
General Fund:
This is the general operating fund for the City, utilized to account for all resources not required to be
accounted for in another fund.
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DESCRIPTION OF FUNDS (continued)
Special Revenue Funds:
Special Revenue Funds are used to account for specific resources that are legally restricted to
expenditure for particular purposes.
Gas Tax Fund - The City maintains this fund to account for the Highway User's Tax revenues
received from the State of California under Sections 2013, 2105, 2107, and 2107.5 of the
Streets and Highways Code.
Business Incubator Resource Fund - This fund was set up to account for all activity at the City
of Temecula Entrepreneur's Exchange Business Incubator. $150,000 was transferred from the
General Fund in Fiscal Year 2012-13 to initially fund this activity.
Community Development Block Grant (CDBG) Fund - This fund is used to account for grants
received from the U.S. Department of Housing and Urban Development (HUD). The grants are
used for the redevelopment of a viable community by providing decent housing, a suitable
living environment, and expanding economic opportunities, principally for persons of low and
moderate income.
Temecula Energy Efficiency Asset Management (TEEM) Fund - This fund was created to
capture energy efficiency rebates and reimbursements as well as expenditure savings
resulting from energy efficiency projects completed at various City facilities.
AB 2766 Motor Vehicle Subvention Fund - This fund is used to account for State funds that are
used to implement programs and projects that reduce air pollution from motor vehicles. This
fund is used for Capital projects and to account for operational costs such as the Natural Gas
operated Harveston Trolley, which provides free transportation within the Temecula business
district.
Supplemental Law Enforcement Services Fund - The City maintains this fund to account for
the Supplemental Law Enforcement Services (SLESF) monies which are exclusively expended
to provide front line law enforcement services provided by the State of California. These
monies supplement existing services and are unable to be used to supplant any existing
funding for law enforcement services provided by the City.
Larry Robinson Reward Fund - This fund was set up to account for a reward for information
that leads to the capture and conviction of the person(s) responsible for the murder of Larry
Robinson. The General Fund contributed $25,000 and the public can also contribute to this
fund.
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DESCRIPTION OF FUNDS (continued)
Affordable Housing Fund - The Affordable Housing fund contains the assets as well as loan
and rental income from the former Redevelopment Agency which have been transferred to
the City of Temecula.
Measure A Fund - This fund was established to account for the City's share of the County of
Riverside's additional one-half percent sales tax allocation. These monies are restricted for
use on local streets and roads.
Development Impact Fund - Used to account for activity generated and funded by
development applications in order to offset the effect of development. Mitigation projects
include infrastructure, fire protection, public facilities and services, libraries, roads, schools,
parks, traffic signal mitigation and open space. This fund is appropriated through the Capital
Improvement Program budget.
Temecula Community Services District (TCSD) Funds - Benefit assessments, and a special tax
are charged to property owners within the District (City), are received to provide recreation,
park development, street lighting, slope maintenance, refuse collection, emergency road
construction and maintenance, and library services. Specific services provided are identified as
follows:
+ Parks and Recreation - Facility operations and maintenance, community recreation
programs
+ Service Level "B" - Residential street lights
+ Service Level "C" - Perimeter landscaping and slope maintenance
+ Service Level "D" - Refuse collection, recycling, and street sweeping
+ Service Level "R" - Street and road maintenance
+ Service Level "L" - Harveston Lake Park maintenance
+ Library Fund - Services at the Temecula Public Library on Pauba Road
+ Intern Fellowship Program Fund - Accounts for funding received for the creation of
employment opportunities for young adults.
Debt Service Fund:
Debt Service funds are used to account for the accumulation of resources and payment of all general
long-term debt obligations of the City and related entities.
2011 Financing Lease for 2001 & 2008 COPs - This fund is used to account for the payment of
interest and principal of the refunding of both the 2001 and 2008 Certificates of Participation
(COPS). The 2001 COPS were originally issued to finance the construction of the Community
Recreation Center and the 2008 COPS were originally issued to finance the construction of the
Civic Center.
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DESCRIPTION OF FUNDS (continued)
PROPRIETARY FUNDS
Internal Service Funds:
Internal Services Funds are used to account for the financing of goods or services by one department to
other departments of the City on a cost reimbursement basis.
Insurance - This Internal Service Fund was established to fund and account for the City's
liability and property insurance costs.
Workers' Compensation - This fund was created to accumulate resources for Workers'
Compensation liabilities.
Vehicles and Equipment - This Internal Service Fund was created to depreciate vehicles and
large capital equipment over their estimated useful lives, and to accumulate resources for the
purchase of future replacement vehicles and equipment.
Information Technology - This Internal Service Fund was established as a cost center for the
City's Information Technology activities.
Technology Replacement - This fund was formed to account for computer, software and
telephone equipment and to accumulate resources for replacement of this equipment.
Support Services - This Internal Service Fund was established as a cost center for the City's
central duplicating, printing, and mailing activities.
Facilities - This Internal Service Fund was established to account for the cost of the Civic
Center, Business Incubator, City Maintenance Facility, and Civic Center Parking Structure
operations and maintenance.
FIDUCIARY FUNDS
Private -Purpose Trust Funds:
Private -Purpose Trust Funds are used to account for resources held and administered by the reporting
government when it is acting in a fiduciary capacity for other governments.
Successor Agency to the Redevelopment Agency (SARDA) Debt Service Fund - This fund is
used to account for payment obligations of the successor agency as a result of the State's
dissolution of Redevelopment Agencies.
Fiscal Year 2015-16 Annual Operating Budget
32
The Heart of Southern Californra
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FUNDS AND DEPARTMENTS
Quick Guide
City of Temecula Funds
001 General Fund
100 Gas Tax Fund
135 Business Incubator Resource Fund
140 Community Development Block Grant Fund
145 Temecula Energy Efficiency Asset Management
Fund (TEEM)
150 AB 2766 Motor Vehicle Subvention Fund
160 Supplemental Law Enforcement Services
161 Larry Robinson Reward Fund
165 Affordable Housing Fund
170 Measure A Fund
190 TCSD Citywide Operations
192 Service Level B — Street Lighting
194 Service Level D — Refuse and Recycling
General Fund Departments
001.100
001.101
001.110
001.111
001.115
001.120
001.130
001.140
001.150
001.161
City Council
Community Support
City Manager
Economic Development
Emergency Management
City Clerk
City Attorney
Finance
Human Resources
Planning
TCSD Departments
190.180.999
190.181.164
190.181.999
190.182.164
190.182.164
190.183.999
190.184.164
190.184.164
190.185.164
190.185.164
190.186.164
190.186.999
190.187.999
190.188.164
General Operations
Senior Center Maintenance
Senior Center Operations
Community Rec Center Maintenance
Community Rec Center Operations
Recreation
Temecula Community Center Maint.
Temecula Community Center Ops.
History Museum Maintenance
History Museum Operations
Aquatics Maintenance
Aquatics Operations
Sports
Children's Museum Maintenance
195 Service Level R — Emergency Road Maintenance
196 Service Level L— Harveston Lake Park
Maintenance
197 Library Fund
300 Insurance Fund
305 Workers' Compensation Fund
310 Vehicles and Equipment Fund
320 Information Technology Fund
325 Technology Replacement Fund
330 Support Services Fund
340 Facilities Fund
375 Intern Fellowship Fund
380 SARDA Debt Service Fund
395 2011 Financing Lease
501-530 Service Level C — Landscape / Slope
Maintenance
001.162
001.163
001.164
001.165
001.167
001.170
001.171
001.172
001.199
Building & Safety
Land Development
Public Works
CIP Public Works
Parks Maintenance
Police
Fire
Animal Control
Non Departmental
190.188.164
190.189.164
190.189.999
190.190.999
190.192.164
190.192.999
190.193.164
190.193.164
190.194.999
190.195.164
190.196.164
190.196.999
190.197.999
190.198.999
Children's Museum Operations
Theater Maintenance
Theater Operations
Cultural Arts
Harveston Center Maintenance
Harveston Center Operations
Conference Center Maintenance
Conference Center Operations
Human Services
YMCA Facility Maintenance
Jefferson Rec. Center Maintenance
Jefferson Rec. Center Operations
Contract Classes
Park Rangers
Fiscal Year 2015-16 Annual Operating Budget
33
C(;:g
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FUND USE BY DEPARTMENT
DEPARTMENT
GF
GT
SPECIAL REVENUE FUNDS
BI CG EM CA LE LR AH MA
CO SB
TCSD
SC SD SR
SL
LB
IF
RD
DS
IN WC VE
ISFs
IT
TR
SS
FA
City Council
Community Support
City Manager l
Economic Development
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Emergency Management
X
X
X
X
X
X
X
X
City Clerk
X
X
X
X
X
X
X
X
City Attorney
X
X
Finance
X
X
X
X
X
X
X
X
Human Resources
X
X
X
X
X
X
X
X
Planning
Building & Safety
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Land Development
X
X
X
X
X
X
X
X
Public Works 1
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
CIP Public Works
X
X
X
X
X
X
X
X
X
X
X
X
Park Maintenance
;X
X
X
X
X
X
X
X
X
X
X
Police
X
X
X
X
X
X
X
X
X
X
X
Fire
X
X
X
X
X
X
X
X
X
X
Animal Control
Affordable Housing - SARDA
X
X
X
X
X
X
X
X
X
X
Community Services
Information Technology
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Support Services
Facilities
X
X
X
X
MAIN FUND
GF - General Fund
SPECIAL REVENUE FUNDS
GT - Gas Tax Fund
BI - Business Incubator Resource Fund
CG - Community Development Block Grant Fund
TCSD FUNDS
CO - Citywide Operations
SB - Service Level B - Street Lights
SC - Service Level C - Landscape/Slope Maintenance
SD - Service Level D - Refuse/Recycling
SR - Service Level R - Street/Road Maintenance
SL - Service Level L - Lake Park Maintenance
EM - Temecula Energy Efficiency Asset Manageme LB - Library Fund
CA - AB 2766 Motor Vehicle Subvention Fund IF - Intern Fellowship Program
LE - Supplemental Law Enforcement Services Fund
LR - Larry Robinson Reward Fund SARDA FUNDS
AH - Affordable Housing Fund RD - SARDA Debt Service Fund
MA - Measure A Fund
ISF FUNDS
IN - Insurance Fund
WC - Workers' Compensation Fund
VE - Vehicles and Equipment Fund
IT - Information Technology Fund
TR - Technology Replacement Fund
SS - Support Services Fund
FA - Facilities Fund
DEBT SERVICE
DS - 2011 Financing Lease
Fiscal Year 2015-16 Annual Operating Budget
34
f he :iaart. of 5au6a*n Cala ornoa
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET PROCESS
The annual budget process begins in February. The budget team, which includes the City Manager,
Assistant City Manager, Finance Director, Budget Analyst, and Revenue Manager, reviews the fiscal
policies and procedures and prepares five year projections for the General Fund and Temecula
Community Services District. The budget team uses these projections to develop spending priorities and
department expenditure targets for the upcoming fiscal year.
In March, a Budget Kickoff Workshop is held with the City Manager, Department Directors, and
Department Analysts. This workshop includes a briefing on the status of the current fiscal year budget, a
review of the budget process calendar, the impacts of the current economic conditions, and a discussion
of elements of the budget process. The budget preparation guidelines and department targets used in
preparing department budget requests are distributed. A coordinated kickoff workshop ensures that the
fiscal policies and priorities that guide expenditure considerations are incorporated into the proposed
budget prior to formal submission to the community and the City Council.
Preparation of budget requests includes comparative analysis of historic and current expenditure levels.
Department revenue estimates are compiled from projections of activity for the upcoming fiscal year.
The Executive Team, which consists of Department Directors and the City Manager, meets shortly after
requests are submitted, to outline and prioritize requests. This includes a review of the following:
+ Expenditure requests above the established department target;
♦ Requests for new equipment (greater than $5,000) or vehicles;
+ Requests for information technology;
+ Personnel requests, including temporary personnel, and any proposed reclassifications.
In the last week of April, the budget team holds meetings with each department to discuss their budget
requests and to obtain additional information to assist in the resolution of the requests. Following this
review, department staff performs a final adjustment to their line item submissions.
In May, a public City Council budget workshop is held to receive public comment and to review the
components of the proposed budget and any modifications to fiscal policies, prior to formal
consideration for adoption. Any changes based on this review are incorporated prior to adoption at the
following City Council meeting, which occurs in early June.
All appropriations lapse at year-end, except for those relating to encumbrances approved for carryover
to the following fiscal year. The City Council has the legal authority to amend the budget at any time
during the fiscal year. Budgetary controls are maintained to ensure compliance with the budget as
approved by the City Council. Adjustments between departments or requests for additional funding
require the approval of the City Council. As referenced in the Budget Resolution, the City Manager has
the authority to make changes within departmental budgets. The level of budgetary control (that is, the
level at which expenditures cannot legally exceed the appropriated amount) is at the department level.
Fiscal Year 2015-16 Annual Budget
35
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The Heart. of 5ouShorn CaMornra
Wine Gauntry
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET PROCESS (continued)
The City has a formalized midyear budget review process which is used to update the appropriations and
revenue projections halfway through the fiscal year. The City begins this process in December by
analyzing revenue projections, service contracts, new City Council priorities, and the impacts of
legislation from the State and Federal Government. This is compiled into an updated five year
projection. In early January, departments review their individual budgets to identify any savings or to
request additional funds to meet the needs of new programs or spending priorities. The result is a final
balanced budget document that ensures that sufficient funding is available to meet the updated
objectives and priorities for the remainder of the fiscal year. This document is taken to the City Council
for adoption at the second meeting in February.
Fiscal Year 2015-16 Annual Budget
36
t
ll,e Heart. of Sout+ern Calilorma
Wine Covntry
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET PROCESS (continued)
Process begins with
analysis of prior year
activity and update
of five year
projections
Meeting with City Manager,
Finance Director and Budget
• team to review prior year
performance and identify
upcoming budget goals
City Manager and Executive Team
brainstorm on longterm priorities
for spending, revenue management
and project priorities
Deliverables to Departments
Report of Prior Year Spending
Target (Not to Exceed)Amount
List of Citywide Long Term Goals
Budget Calendar
Deliverables from Departments
• Revenue projections, expenditure requests
• Over target requests
• Request for Equipment/Vehicle
• Information Technology Request
• Project staffing request
• Personnel changes
• Department objectives and performance measures
Less than $30,000 and
+ intradepartmental
City Manager approval
City Council approval
Adjustment
Greater than $30,000 or
interdepartmental
•
Update calendar, standard forms and
procedures, calculate budget targets
v
Kickoff Meeting with Department
Heads and Department Analysts
Create detailed expenditure and
revenue projections
Compile citywide budget requests
and revenues for review
V
Review City financial
policies, recommend
changes
Meet with department staff to
develop annual objectives based
on Citywide long term goals
1
City Manager and Executive Team
review requests and set priorities for
spending
4
City Manager and Budget team meet
with departments to further refine
requests
4
Public City Council workshop
presentation to outline budget
requests and policy
recommendations to City Council
and the community
Yes
Budget Requests, Revenues, Goals,
Performance Measures, and Policies are all
adopted at one City Council meeting
Final published budget document
prepared for review by public and
distributed on City we bsite
Departments review and adjust budgets
throughout the year
City Manager/Budget Team
Executive Team
Finance Staff
Department Analysts
Legend
Fiscal Year 2015-16 Annual Budget
37
Has Heart
...Because N'ce Matters
38
Prior Year Contractual Obligations
Current year Revenues
Total Revenues
Expenditures by Dept:
City Council
Community Support
City Manager
Economic Development
Emergency Management
City Clerk
City Attorney
Finance
Human Resources
Planning
Building & Safety
Land Development
Public Works
CIP Admin
Parks Maintenance
Police
Fire
Animal Control
Non -Departmental
2011 Financing Lease (01&'08 COPS)
Pavement Management Program
Total Expenditures
Excess of Revenues
Over Expenditures
Operating Transfers Out and
One Time Payments:
Mercedes Benz Fee Reimbursement
TEEM Fund
Pavement Management Program
DIF Fire Facilities
City and Parks Facility Rehabilitation
Theater Remediation
Transfer to Capital Improvement Fund
Intern Fellowship Program
Affordable Housing Fund
Workers' Compensation Fund
Business Incubator Fund
Total Transfers Out/One-Time Pmts
Excess of Revenues Over (Under)
Expenditures
Beginning Fund Balance
FY 13-14
Actuals Change
0.0%
61,661,884 4.4%
61,661,884 4.4%
459,611 9.2%
92,123 5.3%
1,470,548 -9.2%
1,031,267 11.8%
0 0.0%
942,037 -5.7%
476,694 -41.9%
2,159,555 67.5%
491,085 15.5%
2,004,646 23.7%
1,750,028 -9.1%
1,157,167 3.4%
4,455,183 -12.3%
2,143,611 -0.7%
3,700,235 0.6%
22,604,881 2.8%
5,042,323 3.1%
476,022 2.9%
5,584,283 25.7%
2,137,866 0.1%
0.0%
58,179,165 1.5%
$ 3,482,719
(231,008)
(25,409)
(1,919, 842)
(750,000)
(2,084,175)
(779,270)
(13,665)
(5,803,369)
(2,320,650)
27,621,750
GENERAL FUND - FIVE YEAR FINANCIAL PROJECTION
FY 14-15
Midyear
Budget
163,295
65,035,557
65,198, 852
Change
0.0%
5.5%
5.7%
452,410 -1.6%
101,000 9.6%
1,199,604 -18.4%
1,073,452 4.1%
0.0%
1,121,597 19.1%
741,300 55.5%
2,295,237 6.3%
748,743 52.5%
2,018,552 0.7%
2,416,946 38.1%
1,400,261 21.0%
5,214,815 17.1%
2,116,445 -1.3%
3,742,322 1.1%
23,887,777 5.7%
5,460,131 8.3%
464,491 -2.4%
5,882,235 5.3%
2,137,672 0.0%
1,500,000 0.0%
63,974,990 10.0%
$ 1,223,862
(817,400)
(220,000)
(203,621)
(846,281)
(12,000)
(23,307)
(45,876)
(2,168,485)
(944,623)
25,301,100
FY 15-16
Projected
Budget Change
- -100.0%
65,853,760 1.3%
65.853.760 1.0%
458,521 1.4%
88,000 -12.9%
1,231,949 2.7%
947,920 -11.7%
109,074 0.0%
1,029,914 -8.2%
735,726 -0.8%
2,147,830 -6.4%
662,891 -11.5%
2,000,129 -0.9%
2,444,270 1.1%
1,430,978 2.2%
5,263,211 0.9%
2,098,579 -0.8%
3,834,559 2.5%
25,694,620 7.6%
6,287,590 15.2%
471,808 1.6%
6,290,584 6.9%
2,137,366 0.0%
100.0%
65,365,519 2.2%
488,241
(420,000)
(1,248,326)
(19,645)
(250,000)
(187,127)
(2,125,098)
(1,636,857)
24,356,477
39
FY 16-17
Projected
Budget
67,883,590
67,883,590
Change
0.0%
3.1%
3.1%
467,691 2.0%
89,760 2.0%
1,256,588 2.0%
966,878 2.0%
111,255 2.0%
1,170,512 13.7%
750,441 2.0%
2,190,787 2.0%
676,149 2.0%
2,040,132 2.0%
2,493,155 2.0%
1,459,598 2.0%
5,318,475 1.1%
2,140,551 2.0%
3,911,250 2.0%
27,687,352 7.8%
6,324,913 0.6%
476,526 1.0%
6,563,848 4.3%
2,140,222 0.1%
0.0%
68,236,083 4.4%
$ (352,492)
(250,000)
(420,000)
(348,648)
(20,038)
(190,870)
(1,229,555)
(1,582,047)
22,719,620
FY 17-18
Projected
Budget
69,968,714
69,968,714
Change
0.0%
3.1%
3.1%
477,045 2.0%
91,555 2.0%
1,281,720 2.0%
986,216 2.0%
113,481 2.0%
1,073,923 -8.3%
765,449 2.0%
2,234,602 2.0%
689,672 2.0%
2,080,934 2.0%
2,551,019 2.3%
1,488,790 2.0%
5,404,845 1.6%
2,183,362 2.0%
3,989,475 2.0%
29,799,179 7.6%
6,379,878 0.9%
481,291 1.0%
6,678,371 1.7%
2,135,231 -0.2%
0.0%
70,886,037 3.9%
$ (917,323)
(250,000)
(420,000)
(569,000)
(20,439)
(194,687)
(1,454,126)
(2,371,448)
21,137,572
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FY 18-19
Projected
Budget
72,747,054
72,747,054
Change
0.0%
4.0%
4.0%
486,586 2.0%
93,386 2.0%
1,307,354 2.0%
1,005,940 2.0%
115,750 2.0%
1,215,401 13.2%
780,758 2.0%
2,279,294 2.0%
703,465 2.0%
2,122,553 2.0%
2,610,039 2.3%
1,518,565 2.0%
5,512,942 2.0%
2,227,029 2.0%
4,069,265 2.0%
32,073,781 7.6%
6,491,943 1.8%
486,104 1.0%
6,803,218 1.9%
2,132,450 -0.1%
0.0%
74,035,825 4.4%
$ (1,288,770)
(250,000)
(420,000)
(319,000)
(20,847)
(198,581)
(1,208,428)
(2,497,198)
18,766,124
FY 19-20
Projected
Budget Change
0.0%
74,567,028 2.5%
74,567,028 2.5%
496,318 2.0%
95,254 2.0%
1,333,501 2.0%
1,026,059 2.0%
118,065 2.0%
1,119,709 -7.9%
796,373 2.0%
2,324,880 2.0%
717,535 2.0%
2,165,004 2.0%
2,670,240 2.3%
1,548,937 2.0%
5,623,200 2.0%
2,271,569 2.0%
4,150,650 2.0%
33,636,724 4.9%
6,607,145 1.8%
490,965 1.0%
6,897,478 1.4%
2,131,719 0.0%
0.0%
76,221,327 3.0%
$ (1,654,298)
(250,000)
(410,873)
(569,000)
(21,264)
(202,552)
(1,453,690)
(3,107,988)
16,268,926
Ending Fund Balance
Fund Balance:
Committed to:
Economic Uncertainty (20%)
Secondary Reserve (5%)
Nonspendable:
In ventory/Prepaids/Depos its
Assigned to:
Capital Projects
Pavement Management
Theatre Reconstruction
City & Park Facilities
Comprehensive Annual Leave
Unrealized Gains
Unassigned:
Total Fund Balance as of 6/30
FY 13-14
Actuals Change
25,301,100
11,635,833
2,908,958
75,641
646,281
203,621
220,000
1,528,078
250,000
7,832,688
$ 25,301,100
FY 14-15
Midyear
Bud e
24,356,477
12,794,998
3,198,750
4,383
526,648
470,000
14,440
7,347,258
$ 24,356,477
Cha e
FY 15-16
Projected
Budget Change
22,719,620
13,073,104
3,268,276
348,648
250,000
420,000
14,440
5,345,152
$ 22,719,620
40
FY 16-17
Projected
Bud
Cha e
21,137,572
13,647,217
3,411,804
569,000
250,000
420,000
14,440
2,825,112
$ 21,137,572
FY 17-18
Projected
Budget Change
18,766,124
▪ 14,177,207
3,544,302
319,000
250,000
■
420,000
14,440
41,175
$ 18,766,124
FY 18-19
Projected
Budget Change
16,268,926
14, 807,165
3,701,791
569,000
250,000
410,873
14,440
(3,484,343)
$ 16,268,926
FY 19-20
Projected
Budget Change
13,160,938
15,244,265
3,811,066
569,000
250,000
410,873
14,440
(7,138,707)
$ 13,160,938
City of Temecu Ia
Fiscal Year 2015-16
Annual Operating Budget
W.ne Country
GENERAL FUND EXPENDITURES
% %
13-14 Increase 14-15 Increase 15-16 Increase 16-17 Increase 17-18 Increase 18-19 Increase 19-20 Increase
Actuals (Decrease) Adjusted (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease)
City Council:
Salaries
PERs
O&M
ISF
Community Support
City Manager:
Economic Dev
Emerg Mgmt
City Clerk:
City Attorney
Finance
Human
Resources
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
136,968 7.72% 137,173 0.15% 144,986 5.70% 147,886 2.00% 150,843 2.00% 153,860 2.00% 156,938 2.00%
11,676 9.10% 11,469 -1.77% -100.00% - 0.00% - 0.00% 0.00% - 0.00%
162,720 15.32% 152,190 -6.47% 155,234 2.00% 158,339 2.00% 161,505 2.00% 164,736 2.00% 168,030 2.00%
148,247 4.32% 151,578 2.25% 158,301 4.44% 161,467 2.00% 164,696 2.00% 167,990 2.00% 171,350 2.00%
459,611 9.15% 452,410 -1.57% 458,521 1.35% 467,691 2.00% 477,045 2.00% 486,586 2.00% 496,318 2.00%
92,123 5.28% 101,000 9.64% 88,000 -12.87% 89,760 2.00% 91,555 2.00% 93,386 2.00% 95,254 2.00%
871,218 -22.12% 681,997 -21.72% 870,471 27.64% 887,880 2.00% 905,638 2.00% 923,751 2.00% 942,226 2.00%
285,975 24.33% 174,459 -39.00% -100.00% - 0.00% - 0.00% - 0.00% - 0.00%
18,678 0.00% 30,590 63.78% 30,215 -1.23% 30,819 2.00% 31,436 2.00% 32,064 2.00% 32,706 2.00%
102,972 1.75% 113,925 10.64% 113,453 -0.41% 115,722 2.00% 118,037 2.00% 120,397 2.00% 122,805 2.00%
191,705 13.41% 198,633 3.61% 217,810 9.65% 222,166 2.00% 226,610 2.00% 231,142 2.00% 235,765 2.00%
1,470,548 -9.16%
416,204 5.38%
111,190 12.92%
15,685 0.00%
339,301 7.16%
148,887 32.10%
1,031,267 11.76%
0.00%
0.00%
0.00%
0.00%
0.00%
483,149
117,689
45,259
22,312
273,628
0.00%
- 10.06%
-9.73%
0.00%
- 82.33%
33.18%
942,037 -5.73%
476,694 -41.87%
1,193,115
304,982
50,682
131,921
478,855
57.17%
63.49%
0.00%
185.62%
60.86%
2,159.555 67.47%
201,522 -11.34%
45,325 4.04%
30,582 0.00%
89,427 0.69%
124,229 89.17%
491,085 15.46%
1,199,604 -18.42%
435,128
109,291
399,308
129,725
4.55%
- 1.71%
-100.00%
17.69%
-12.87%
1,073,452 4.09%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
536,085 10.96%
125,177 6.36%
44,522 -1.63%
152,035 581.40%
263,778 -3.60%
1,121,597 19.06%
741,300 55.51%
1,233,225
312,497
97,104
189,065
463,346
3.36%
2.46%
91.59%
43.32%
- 3.24%
2,295,237 6.28%
364,606 80.93%
90,866 100.48%
21.104 -30.99%
133,1 1 1 48.85%
139,056 11.94%
748,743 52.47%
1,231,949 2.70%
446,774 2.68%
- 100.00%
0.00%
353,654 -11.43%
147,492 13.70%
947,920 -11.69%
95,499 0.00%
0.00%
6,464 0.00%
7,111 0.00%
0.00%
W 1,256,588
455,709
360,727
150,442
2.00%
2.00%
0.00%
0.00%
2.00%
2.00%
109,074 0.00%
673,820 25.69%
- 100.00%
30,215 -32.13%
35,640 -76.56%
290,239 10.03%
1,029,914 -8.17%
735,726 -0.75%
1,494,938 21.22%
- 100.00%
42,355 -56.38%
125,403 -33.67%
485,134 4.70%
2,147,830 -6.42%
388,311 6.50%
- 100.00%
12,971 -38.54%
136,454 2.51%
125,155 -10.00%
662,891 -11.47%
41
966,878 2.00%
97,409
6,593
7,253
2.00%
0.00%
2.00%
2.00%
0.00%
111,255 2.00%
687,296
30,819
156,353
296,044
2.00%
0.00%
2.00%
338.70%
2.00%
1
1,170,512 13.65%
750,441 2.00%
1,524,837 2.00%
0.00%
43,202 2.00%
127,911 2.00%
494,837 2.00%
2,190,787 2.00%
396,077 2.00%
0.00%
13,230 2.00%
139,183 2.00%
127,658 2.00%
676,149 2.00%
1,281,720 2.00%
464,824
367,942
153,451
2.00%
0.00%
0.00%
2.00%
2.00%
1,307,354 2.00%
474,120
375,300
156,520
2.00%
0.00%
0.00%
2.00%
2.00%
1,333,501 2.00%
483,603
382,806
159,650
2.00%
0.00%
0.00%
2.00%
2.00%
986,216 2.00%
99,357
6,725
7,398
2.00%
0.00%
2.00%
2.00%
0.00%
1,005,940 2.00%
101,344
6,860
7,546
2.00%
0.00%
2.00%
2.00%
0.00%
1,026,059 2.00%
103,371
6,997
7,697
2.00%
0.00%
2.00%
2.00%
0.00%
113,481 2.00%
701,042
31,436
39,480
301,965
2.00%
0.00%
2.00%
-74.75%
2.00%
115,750 2.00%
715,063
32,064
160,269
308,004
2.00%
0.00%
2.00%
305.95%
2.00%
118,065 2.00%
729,364 2.00%
0.00%
32,706 2.00%
43,475 -72.87%
314,164 2.00%
1,073,923 -8.25%
765,449 2.00%
1,555,333
44,066
130,469
504,733
2.00%
0.00%
2.00%
2.00%
2.00%
1,215,401 13.17%
780,758 2.00%
1,586,440 2.00%
0.00%
44,947 2.00%
133,079 2.00%
514,828 2.00%
1,119,709 -7.87%
796,373 2.00%
1,618,169
45,846
135,740
525,125
2.00%
0.00%
2.00%
2.00%
2.00%
2,234,602 2.00%
403,999
13,495
141,967
130,211
2.00%
0.00%
2.00%
2.00%
2.00%
2,279,294 2.00%
412,079 2.00%
0.00%
13,765 2.00%
144,806 2.00%
132,815 2.00%
2,324,880 2.00%
420,320
14,040
147,702
135,472
2.00%
0.00%
2.00%
2.00%
2.00%
689,672 2.00%
703,465 2.00%
717,535 2.00%
City of Temecu Ia
Fiscal Year 2015-16
Annual Operating Budget
W.ne Country
GENERAL FUND EXPENDITURES
% % % % % % %
13-14 Increase 14-15 Increase 15-16 Increase 16-17 Increase 17-18 Increase 18-19 Increase 19-20 Increase
Actuals (Decrease) Adjusted (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease)
Planning:
Bldg & Safety:
Land Development
Public Works:
CIP Admin:
Parks Maint
Police:
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
O&M
ISF
Salaries
PERs
Project
O&M
ISF
Salaries
PERs
Project
Grants
Contract
O&M -contract
Capital Outlay
ISF
O&M
972.131 13.43%
253.855 34.90%
122.750 0.00%
217.232 -11.24%
438.678 32.89%
2.004.646 23.74%
940,151 -17.00%
217.619 -17.67%
48.767 0.00%
268.311 35.64%
275.180 -16.53%
1.750.028 -9.07%
703.052 -3.15%
178.919 0.24%
2.493 0.00%
23.410 -22.60%
249.293 35.42%
1.157.167 3.44%
1.696.997 -1.07%
380.735 3.00%
10.217 0.00%
1.787.276 -28.92%
579.958 21.27%
4.455.183 -12.26%
1,439.394 -2.14%
364.374 -1.02%
20.155 24.14%
319.688 5.12%
2.143.611 -0.73%
759.302 0.80%
175,573 10.53%
25.666 0.00%
2,561,927 2.07%
177.767 -30.63%
3.700.235 0.59%
66.759 -53.01%
16,309 -21.66%
74.408 0.00%
16.617 -40.31%
21.158.725 4.13%
474.125 -27.78%
25.775 31.69%
304.229 9.07%
467.934 -10.36%
22,604,881 2.81%
735.536 -24.34%
173.182 -31.78%
176.004 43.38%
376.254 73.20%
557.576 27.10%
2,018,552 0.69%
1.326.623 41.11%
296.888 36.43%
75.984 55.81%
407.228 51.77%
310.223 12.73%
2,416,946 38.11%
827.297 17.67%
191,947 7.28%
133.568 5257.72%
47.640 103.50%
199.809 -19.85%
1,400,261 21.01.%
1.823,568 7.46%
398.779 4.74%
9.093 -11.00%
2.354.700 31.75%
628.675 8.40%
5,214,815 17.05%
1,444,539 0.36%
363.439 -0.26%
31,550 56.54%
276.917 -13.38%
2,116,445 -1.27%
771.726 1.64%
172.732 -1.62%
28.250 10.07%
2.529.512 -1.27%
240.102 35.07%
3,742,322 1.14%
73,731
17.514
67,961
22.255.732
545.072
8,591
378.093
541,083
10.44%
7.39%
-8.66%
-100.00%
5.18%
14.96%
-66.67%
24.28%
15.63%
23,887,777 5.68%
980,350 33.28% 999.957 2.00% 1.019.956 2.00%
- 100.00% 0.00% - 0.00%
169,580 -3.65% 172.972 2.00% 176.431 2.00%
340,638 -9.47% 347,451 2.00% 354.400 2.00%
509,561 -8.61% 519.752 2.00% 530.147 2.00%
2,000,129 -0.91% 2,040,132 2.00% 2,080,934 2.00%
1,703,430 28.40%
- 100.00%
72,290 -4.86%
336,590 -17.35%
331,960 7.01%
2,444,270 1.13%
1,006,180 21.62%
- 100.00%
116,724 -12.61%
40,283 -15.44%
267,791 34.02%
1,430,978 2.19%
2,200,243 20.66%
- 100.00%
5,765 -36.60%
2,294,943 -2.54%
762,260 21.25%
5,263,211 0.93%
1,794,833 24.25%
- 100.00%
32,181 2.00%
271,565 -1.93%
2,098,579 -0.84%
928,901 20.37%
- 100.00%
22,887 -18.98%
2,648,790 4.72%
233,981 -2.55%
3,834,559 2.46%
50,369 -31.69%
- 100.00%
73,286 7.84%
0.00%
24,151,300 8.52%
520,811 -4.45%
28,700 234.07%
319,671 -15.45%
550,483 1.74%
25,694,620 7.56%
42
1.737.499
73.736
343.322
338.599
2.00%
0.00%
2.00%
2.00%
2.00%
2,493,155 2.00%
1,026,304
119.058
41,089
273.147
2.00%
0.00%
2.00%
2.00%
2.00%
1,459,598 2.00%
2.244.248
5.880
2.290.842
777.505
2.00%
0.00%
2.00%
-0.18%
2.00%
5,318,475 1.05%
1,830,730
32.825
276.996
2.00%
0.00%
2.00%
2.00%
2,140,551 2.00%
947.479
23.345
2,701,766
238,661
2.00%
0.00%
2.00%
2.00%
2.00%
1
3,911,250 2.00%
51.376 2.00%
0.00%
74.752 2.00%
0.00%
26.082.207 8.00%
537.460 3.20%
54.000 88.15%
326.064 2.00%
561,493 2.00%
27,687,352 7.76%
1.772.249 2.00%
0.00%
75,211 2.00%
358.188 4.33%
345,371 2.00%
2,551,019 2.32%
1,046,830 2.00%
0.00%
121.440 2.00%
41.910 2.00%
278.610 2.00%
1,488,790 2.00%
2.289.133 2.00%
0.00%
5.998 2.00%
2.316.659 1.13%
793.055 2.00%
5,404,845 1.62%
1.867,344 2.00%
0.00%
33,481 2.00%
282.536 2.00%
2,183,362 2.00%
966.429 2.00%
0.00%
23.812 2.00%
2,755,801 2.00%
243.434 2.00%
3,989,475 2.00%
52.404 2.00%
0.00%
76.247 2.00%
0.00%
28.167.550 8.00%
554.670 3.20%
43.000 -20.37%
332.586 2.00%
572.723 2.00%
29,799,179 7.63%
1.040.355 2.00%
0.00%
179.960 2.00%
361,488 2.00%
540.750 2.00%
2,122,553 2.00%
1,807,694 2.00%
0.00%
76.715 2.00%
373.352 4.23%
352.279 2.00%
2,610,039 2.31%
1.067.766 2.00%
0.00%
123.868 2.00%
42.749 2.00%
284.182 2.00%
1,518,565 2.00%
2.334.915 2.00%
0.00%
6.118 2.00%
2.362.992 2.00%
808.916 2.00%
5,512,942 2.00%
1,904,691 2.00%
0.00%
34,151 2.00%
288.187 2.00%
2,227,029 2.00%
985.757 2.00%
0.00%
24.288 2.00%
2.810.917 2.00%
248.303 2.00%
4,069,265 2.00%
53.452 2.00%
0.00%
77.772 2.00%
0.00%
30.419.683 8.00%
572.460 3.21%
27.000 -37.21%
339.237 2.00%
584.177 2.00%
32,073,781 7.63%
1.061.162 2.00%
0.00%
183,559 2.00%
368.718 2.00%
551.565 2.00%
2,165,004 2.00%
1,843,847 2.00%
0.00%
78.249 2.00%
388.819 4.14%
359.324 2.00%
2,670,240 2.31%
1.089.122 2.00%
0.00%
126.346 2.00%
43.604 2.00%
289.866 2.00%
1,548,937 2.00%
2.381.614 2.00%
0.00%
6.240 2.00%
2.410.252 2.00%
825.095 2.00%
5,623,200 2.00%
1,942,785 2.00%
0.00%
34.834 2.00%
293,951 2.00%
2,271,569 2.00%
1.005.472 2.00%
0.00%
24.774 2.00%
2.867.135 2.00%
253.269 2.00%
4,150,650 2.00%
54,521 2.00%
0.00%
79.327 2.00%
0.00%
31.940.144 5.00%
590.850 3.21%
30.000 11.11%
346.022 2.00%
595,861 2.00%
33,636,724 4.87%
C*AfIP
W.oe Country
City of Temecu Ia
Fiscal Year 2015-16
Annual Operating Budget
GENERAL FUND EXPENDITURES
% %
13-14 Increase 14-15 Increase 15-16 Increase 16-17 Increase 17-18 Increase 18-19 Increase 19-20 Increase
Actuals (Decrease) Adjusted (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease) PROJECTION (Decrease)
Fire
Capital outlay 24,298 -48.28% -100.00% 0.00% - 0.00% 0.00% 0.00% 0.00%
Grants 18,765 -15.99% 33,817 80.21% 16,317 -51.75% - -100.00% 0.00% 0.00% 0.00%
Salaries 228,954 22.05% 248,314 8.46% 313,576 26.28% 319,848 2.00% 326,244 2.00% 332,769 2.00% 339,425 2.00%
PERs 55,240 28.44% 51,942 -5.97% -100.00% - 0.00% - 0.00% - 0.00% - 0.00%
Project 24,093 0.00% 28,135 16.78% 18,511 -34.21% 18,881 2.00% 19,259 2.00% 19,644 2.00% 20,037 2.00%
Fire Contract Suppression 3,700,807 1.78% 3,956,828 6.92% 4,763,788 20.39% 4,782,995 0.40% 4,801710 0.41% 4,878,687 1.58% 4,956,943 1.60%
Fire Contract Prevention 343,774 -0.92% 406,793 18.33% 428,347 5.30% 441,197 3.00% 454,433 3.00% 468,066 3.00% 482,108 3.00%
Fire ISF Costs 251,393 32.22% 305,182 21.40% 283,683 -7.04% 289,357 2.00% 295,144 2.00% 301,047 2.00% 307,068 2.00%
Fire O&M Costs 394,999 -5.18% 429,120 8.64% 463,368 7.98% 472,635 2.00% 482,088 2.00% 491,730 2.00% 501,564 2.00%
5,041323 3.12% 5,460,131 8.29% 6,287,590 15.15% 6,324,913 0.59% 6,379,878 0.87% 6,491,943 1.76% 6,607,145 1.77%
Animal Control
Animal Control - Debt Service
Non -Departmental
Recreation Funding
Service Level B Funding
Library Funding
Retiree Health
PERs Replacement Benefit
Capital Project Operating Costs
Prop. Tax Admin
268,695 2.95%
207,327 2.85%
476,022 2.90%
4,050,590
330,000
644,253
494,032
65.408
28.96%
12.49%
6.62%
46.66%
0.00%
0.00%
-2.95%
2011 Financing Lease
Total General Fund Expenditures
5.584.283 25.69%
2,137,866 0.00%
58,179,165 5.43%
269,211 0.19%
195,280 -5.81%
464,491 -2.42%
4,204,520 3.80%
370,548 12.29%
681,388 5.76%
488,207 -1.18%
60,850 0.00%
0.00%
76,722 17.30%
5,882,235 5.34%
2,137,672 -0.01%
62,474,990 7.38%
471,808 75.26%
-100.00%
471,808 1.58%
4,601,783 9.45%
390,888 5.49%
644,205 -5.46%
512,617 5.00%
62,067 2.00%
0.00%
79,024 3.00%
6,290,584 6.94%
2,137,366 -0.01%
65,365,519 4.63%
43
476,526 1.00%
- 0.00%
476,526 1.00%
4,569,469
403,183
669,920
527,996
63,308
248,577
81,394
-0.70%
3.15%
3.99%
3.00%
2.00%
0.00%
3.00%
6,563,848 4.34%
2,140,223 0.13%
68,124,828 4.22%
481,291 1.00% 486,104 1.00% 490,965 1.00%
0.00% - 0.00% - 0.00%
481,291 1.00%
486,104 1.00%
490,965 1.00%
4,641,955 1.59% 4,714,986 1.57% 4,788,534 1.56%
414,215 2.74% 414,215 0.00% 414,215 0.00%
670,257 0.05% 670,257 0.00% 670,257 0.00%
543,836 3.00% 560,151 3.00% 576,955 3.00%
64,575 2.00% 65,866 2.00% 67,183 2.00%
259,698 4.47% 291,392 12.20% 291,392 0.00%
83,836 3.00% 86,351 3.00% 88,942 3.00%
6,678,371 1.74% 6,803,218 1.87% 6,897,478 1.39%
2,135,232 -0.23% 2,132,451 -0.13%
2,132,451 0.00%
70,772,558 3.89% 73,920,075 4.45% 76,103,994 2.95%
PLANNING
Grants
BUILDING
LAND DEVELOPMENT
PUBLIC WORKS
PARKS & FACILITIES MAINTENANCE
Special Tax (Measure C)
Lease Income
Plan Check and Inspection Fees
POLICE
Parking Citations
Miscellaneous
Vehicle Impound Fees
Reimbursements
Grants
FIRE
Various
Grants
NON -DEPARTMENTAL
Residual RPTTF Distribution
Property Tax
Property Tax (Unsecured)
Supplemental Tax -AB 2345
Property Transfer Tax
Franchise Fees
Transient Occupancy Tax
Sales and Use Tax - Triple Flip
Sales and Use Tax - State of Calif.
FEMA Grants
Homeowner Exemption
MVLF- property tax in lieu
Motor Vehicle in Lieu- State
Vehicle Code Fines
Bids & Proposals
Business Licenses
Right of way advertising
Miscellaneous
Investment Interest
Rental Income
Reimbursements - Miscellaneous
Reimbursements - Capital Improvement Program
Operating Transfer In - Gas Tax
Operating Transfer In - COPS
Lease Income
State Mandated Cost Reimbursement
Financing Reimbursement
Change in Fair Value of Investments
TOTAL
FY 13-14
Actuals Change
617,641 6.16%
- 100.00%
1,915,390 8.97%
931,537 -25.00%
2,018 -39.16%
1,874,480
47,541
8,983
3.35%
3.30%
0.00%
105,138 38.07%
90,011 1.42%
97,620 -5.73%
144,789 -3.01%
22,531 -18.73%
1,016,330 13.68%
17,686 -18.04%
147,614 267.81%
5,043,031 6.35%
299,859 25.92%
151,958 24.28%
649,999 5.83%
3,655,357 4.42%
2,716,862 8.47%
7,002,229 2.24%
22,102,226 5.75%
- 100.00%
77,206 -0.17%
6,254,729 4.40%
44,559 -17.24%
646,272 -4.30%
1,675 -84.53%
304,666 2.13%
36,420 -17.81%
13,670 -90.44%
-38,888 -133.97%
77,332 9.34%
394,143 19.34%
2,071,267 1.89%
2,777,466 3.09%
265,376 237.56%
13,261 -90.72%
28,097
41,500
(7,697)
61,661,884
-5.91%
- 67.83%
- 96.80%
4.36%
GENERAL FUND REVENUE - FIVE YEAR PROJECTIONS
FY 14-15
Mid Year
Estimates Change
923,711 49.55%
0.00%
2,022,658 5.60%
790,061 -15.19%
3,506 73.74%
1,867,639 -0.36%
48,513 2.04%
2,000 -77.74%
104,636 -0.48%
95,845 6.48%
126,000 29.07%
142,500 -1.58%
-100.00%
899,469 -11.50%
- -100.00%
150,000 1.62%
5,421,258 7.50%
322,348 7.50%
88,549 -41.73%
711,281 9.43%
3,736,896 2.23%
2,976,305 9.55%
8,085,582 15.47%
23,264,277 5.26%
0.00%
82,996 7.50%
6,724,626 7.51%
44,559 0.00%
531,005 -17.84%
6,750 302.99%
300,000 -1.53%
41,400 13.67%
18,457 35.02%
-100.00%
78,204 1.13%
27,000 -93.15%
2,180,393 5.27%
3,018,353 8.67%
167,000 -37.07%
13,260 -0.01%
37,338 32.89%
40,000 -3.61%
(58,818) 664.17%
65,035,557 5.47%
FY 15-16
Estimates Change
620,061 -32.87%
0.00%
1,617,145 -20.05%
945,054 19.62%.
3,506 0.00%.
1,867,639
48,973
2,000
119,682
95,900
127,000
142,500
1
782,005
0.00%
0.95%
0.00%
14.38%
0.06%
0.79%
0.00%
0.00%
-13.06%
0.00%
155,000 3.33%
5,692,321 5.00%
338,465 5.00%
93,000 5.03%
792,045 11.35%
3,888,177 4.05%
3,251,835 9.26%
7,555,005 -6.56%
24,427,491 5.00%
0.00%
87,146 5.00%
7,013,112 4.29%
42,687 -4.20%
613,733 15.58%
4,000 -40.74%
301,000 0.33%
35,640 -13.91%
21,000 13.78%
0.00%
71,340 -8.78%
32,500 20.37%
2,103,208 -3.54%
2,741,992 -9.16%
171,000 2.40%
13,260 0.00%
37,338 0.00%
-100.00%
65,853,760 1.26%
44
FY 16-17
Estimates Change
525,550 -15.24%
0.00%
1,682,555 4.04%
869,721 -7.97%
4,071 16.11%
1,893,840 1.40%
49,952 2.00%
2,040 2.00%
122,076 2.00%
97,818 2.00%
129,540 2.00%
145,350 2.00%
0.00%
821,204 5.01%
0.00%
162,750 5.00%
5,976,937 5.00%
355,388 5.00%
97,650 5.00%
807,886 2.00%
3,965,941 2.00%
3,349,390 3.00%
7,932,755 5.00%
25,648,866 5.00%
0.00%
91,503 5.00%
7,363,768 5.00%
43,541 2.00%
626,008 2.00%
4,080 2.00%
307,020 2.00%
36,353 2.00%
21,420 2.00%
0.00%
72,767 2.00%
33,150 2.00%
2,270,327 7.95%
2,150,512 -21.57%
171,000 0.00%
13,525 2.00%
37,338 0.00%
0.00%
67,883,590 3.08%
FY 17-18
Estimates Change
528,484 0.56%
0.00%
1,518,205 -9.77%
795,646 -8.52%
4,193 3.00%
1,903,164
50,952
2,081
1-
124,517
99,774
132,131
148,257
0.49%
2.00%
2.00%
2.00%
2.00%
2.00%
2.00%
0.00%
738,106 -10.12%
0.00%
170,888
6,156,245
366,050
100,580
824,044
4,045,259
3,449,872
8,329,393
26,931,309
94,248
7,584,681
44,412
638,528
4,162
313,160
37,080
21,848
74,222
33,813
2,287,756
2,193,522
171,000
13,796
5.00%
3.00%
3.00%
3.00%
2.00%
2.00%
3.00%
5.00%
5.00%
0.00%
3.00%
3.00%
2.00%
2.00%
2.00%
2.00%
2.00%
2.00%
0.00%
2.00%
2.00%
0.77%
2.00%
0.00%
2.00%
37,338 0.00%
0.00%
69,968,714 3.07%
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FY 18-19
Estimates Change
534,031 1.05%
0.00%
1,690,095 11.32%
802,642 0.88%
4,277 2.00%
1,918,377 0.80%
51,971 2.00%
2,122 2.00%
127,007 2.00%
101,770 2.00%
134,773 2.00%
151,222 2.00%
0.00%
825,457 11.83%
0.00%
179,432 5.00%
6,340,933 3.00%
377,031 3.00%
103,597 3.00%
840,524 2.00%
4,126,165 2.00%
3,553,368 3.00%
8,745,863 5.00%
28,277,874 5.00%
0.00%
97,076 3.00%
7,812,221 3.00%
45,300 2.00%
651,298 2.00%
4,245 2.00%
319,424 2.00%
37,821 2.00%
22,285 2.00%
0.00%
75,707 2.00%
34,489 2.00%
2,298,854 0.49%
2,237,393 2.00%
171,000 0.00%
14,072 2.00%
37,338 0.00%
0.00%
72,747,054 3.97%
FY 19-20
Estimates Change
556,442 4.20%
0.00%
1,186,145 -29.82%
669,108 -16.64%
4,362 2.00%
1,935,089 0.87%
53,010 2.00%
2,165 2.00%
129,548 2.00%
103,805 2.00%
137,469 2.00%
154,247 2.00%
0.00%
655,470 -20.59%
0.00%
188,403 5.00%
6,531,160 3.00%
388,342 3.00%
106,705 3.00%
857,335 2.00%
4,208,688 2.00%
3,659,969 3.00%
9,183,156 5.00%
29,691,768 5.00%
0.00%
99,988 3.00%
8,046,588 3.00%
46,206 2.00%
664,324 2.00%
4,330 2.00%
325,812 2.00%
38,578 2.00%
22,731 2.00%
0.00%
77,221 2.00%
35,179 2.00%
2,298,854 0.00%
2,282,141 2.00%
171,000 0.00%
14,353 2.00%
37,338 0.00%
0.00%
74,567,028 2.50%
12741
rhe Hear/ of Southern Crhforma
Wire Country
Fund 001: General Fund
Special Revenue Funds
Fund 100: Gas Tax
Fund 130: Recovery Act Justice Assistance Grant
Fund 131: Energy Efficiency Conservation Block Grant
Fund 135: Business Incubator Resource
Fund 140: Community Development Block Grant
Fund 145: Temecula Energy Efficiency Asset Management
Fund 150: AB 2766 Motor Vehicle Subvention
Fund 160: Supplemental Law Enforcement Services
Fund 161: Larry Robinson Reward
Fund 165: Affordable Housing
Fund 170: Measure A
Total Special Revenue Funds
Debt Service Fund
Fund 395: 2011 Financing Lease
Temecula Community Services District (TCSD)
Fund 190: Citywide Operations
Fund 192: Service Level B - Street Lighting
Funds 501-530: Service Level C - Landscape/Slope Maintenance
Fund 194: Service Level D - Refuse and Recycling
Fund 195: Service Level R - Road Maintenance
Fund 196: Service Level L - Harveston Lake Park Maintenance
Fund 197: Library
Fund 375: Intern Fellowship Program
Total Temecula Community Services District
Successor Agency to the Temecula Redeveloment
Agency (SARDA)
Fund 380: Debt Service*
Internal Service Funds
Fund 300: Insurance
Fund 305: Workers' Compensation
Fund 310: Vehicles and Equipment
Fund 320: Information Technology
Fund 325: Technology Replacement
Fund 330: Support Services
Fund 340: Facilities
Total Internal Service Funds
Grand Total
FUND BALANCE SUMMARY
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Beginning
Fund Balance
7/1/14
Current Current
Revenues Expenditures
FY2014-15 FY2014-15
Projected
Ending
Fund Balance
6/30/15
Proposed Proposed
Revenues Expenditures
FY2015-16 FY2015-16
Proposed
Ending
Fund Balance
6/30/16
$ 24,356,478
$ 65,198,852 $ 63,974,990
$ 25,580,340
$ 65,853,760 $ 65,365,521
$ 26,068,579
491,190
3,019,354 3,018,353
492,191
2,249,801 2,741,992
-
41,031
75,501 116,532
-
215,127 215,127
-
-
866,134 866,134
-
1,180,958 1,180,958
(0)
165,165
30,000 -
195,165
30,600 -
225,765
462,831
130,449 593,280
-
136,994 136,994
0
-
167,000 167,000
-
171,000 171,000
-
25,145
- -
25,145
100 -
25,245
10,158,856
479,412 541,364
10,096,904
472,024 454,811
10,114,117
4,492,915
2,744,773 6,519,522
718,166
2,841,159 2,553,159
1,006,166
15,837,134
7,512,623 11,822,185
11,527,571
7,297,763 7,454,041
11,371,293
2,137,672 2,137,672
-
2,137,366 2,137,366
-
170,117
8,345,038 8,426,155
89,000
8,947,362 8,936,363
99,999
32,485
1,011,932 1,012,087
32,330
1,032,272 1,032,272
32,330
1,207,892
1,586,952 2,076,426
718,418
1,589,423 1,782,963
524,878
106,753
6,812,096 6,803,915
114,934
7,240,240 7,188,836
166,338
16,762
5,572 9,650
12,684
5,632 9,843
8,473
281,181
236,632 240,654
277,159
237,334 244,617
269,876
258,144
818,053 898,051
178,146
781,830 859,976
100,000
1
12,000 12,000
1
19,645 19,645
1
2,073,335
18,828,275 19,478,938
1,422,673
19,853,738 20,074,516
1,201,894
(36,980,400)
7,846,533 7,846,533
(36,980,400)
8,668,574 8,668,574
(36,980,400)
206,736
965,161 1,144,768
27,130
997,278 981,801
42,606
-
274,960 17,500
257,460
250,500 35,267
472,693
1,893,610
181,187 164,715
1,910,082
177,233 161,120
1,926,195
1,252,859
2,399,839 3,652,698
-
2,485,860 2,485,861
(0)
-
1,364,711 138,905
1,225,806
316,830 316,830
1,225,806
438,257
557,005 531,703
463,559
523,878 523,878
463,560
383,810
1,408,515 1,401,227
391,099
1,459,048 1,460,348
389,798
4,175,273
7,151,378 7,051,516
4,275,136
6,210,627 5,965,105
4,520,658
9,461,819
108,675,333 112,311,833
5,825,320
110,021,828 109,665,122
6,182,024
* The SARDA Debt Service Fund Balance is negative due to utilizing full accrual based accounting for this fiduciary fund. The
negative balance reflects long term liabilities that will be financed by future property tax distributions.
45
The Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
GENERAL FUND REVENUES
As demonstrated in the following chart, Sales and Use Tax is the largest revenue source for the General
Fund, and represents 48.6% of total General Fund revenue. This is due to regional retail destinations
within Temecula such as the Promenade Mall, Old Town, and the Auto Mall. Sales and Use Tax revenue
is projected to increase 2.02% from a projected $31,349,859 in Fiscal Year 2014-15 to $31,982,496 in
Fiscal Year 2015-16. This change is due to anticipated solid growth in the Building and Construction
sector, as well as Auto Sales and General Consumer Goods. This is offset by potential corporate changes
at one of the City's major businesses which could lead to a decline in its affected market sector. Fiscal
Year 2015-16 also represents the first full year Fletcher Jones Mercedes Benz will be in operation in the
City.
Sales and Use Tax
48.6% '
FISCAL YEAR 2015-16 GENERAL FUND REVENUES - $65,853,760
Transient Occupancy
Tax
Franchise Fees
4.9%
5.9% Special Tax r (Measure C)
2.8%
Property Tax
10.9%
Licenses, Permits and
Service Charges
6.5%
Fines and Forfeitures
1.3%
Use of Money and
Property
0.2%
Intergovernmental
Revenues
10.7%
Reimbursements
3.5%
Operating
Transfers In
4.4%
Miscellaneous
Revenue
0.2%
Property tax revenues are the second largest source of revenue for the General Fund and comprise
10.9% of total General Fund revenue. These revenues primarily include Secured and Unsecured
Property Taxes, property transfer taxes, and residual RPTTF distributions. Property tax revenues are
projected to increase 5.63% from a projected $6,776,432 in Fiscal Year 2014-15 to $7,157,977 in Fiscal
Year 2015-16. This change is based on an anticipated increase in assessed valuation of property within
the City of Temecula, and includes recaptures of Proposition 8 reductions made by the County Assessor
during the Great Recession period.
Fiscal Year 2015-16 Annual Operating Budget
46
he Heart of Southern f ,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Intergovernmental revenues are the third largest source of revenue for the General Fund and comprise
10.7% of total General Fund revenue. These revenues are primarily Property Tax in Lieu of Vehicle
License Fees, which are allocated to cities based on overall city assessed property valuation.
Intergovernmental revenues are expected to increase by 4.23%, from $6,769,185 in Fiscal Year 2014-15
to $7,055,799 in Fiscal Year 2015-16. This change is based on an anticipated increase in assessed
valuation of property within the City of Temecula.
Licenses, Permits, and Charges for Services comprise 6.5% of total General Fund revenues and include
Business License and Permit fees. This category is projected to decrease 13.61% from $4,948,155 in
Fiscal Year 2014-15 to $4,274,771 in Fiscal Year 2015-16. This anticipated decline is due to delays in two
development projects, as well as higher development project activity in the prior fiscal year.
Franchise Fees comprise 5.9% of total General Fund revenues. Franchise fees are the "rent" or
"reimbursement" that utility and cable providers pay for the use of the public's right-of-way. The City of
Temecula receives Franchise Fees from cable, natural gas, electricity and refuse collection operators.
These revenues are projected to increase 4.05% from $3,736,896 in Fiscal Year 2014-15 to $3,888,177 in
Fiscal Year 2015-16. This change is primarily due to an anticipated increase in the number of cable
subscribers and energy, refuse, and recycling customers.
Transient Occupancy Tax (TOT) is an 8% tax collected by the City on the amount of all transient (30 days
or less) lodging rentals. This tax comprises 4.9% of General Fund Revenues. TOT is projected to increase
9.26% from $2,976,305 in Fiscal Year 2014-15 to $3,251,835 in Fiscal Year 2015-16. This change is based
on current occupancy rates and average daily room rates from existing hotel/motel rooms.
Operating Transfers In comprise 4.4% of total General Fund revenues. This category includes the
operating transfer of Gas Tax revenue from the Gas Tax Fund to the General Fund and the transfer in of
Supplemental Law Enforcement grant funds from the Supplemental Law Enforcement Services Fund.
These transfers are projected to decrease 8.55% from $3,185,353 in Fiscal Year 2014-15 to $2,912,992 in
Fiscal Year 2015-16. This change is primarily due to an anticipated decrease in gas tax revenues due to
falling gas prices and consumption, as well as "true ups" under the fuel tax swap system, which are
allocated under Section 2103 of the California Streets and Highway Code.
Reimbursements revenue comprises 3.5% of total General Fund revenues. This category as a whole are
projected to decrease 4.6% from $2,427,231 in Fiscal Year 2014-15 to $2,315,546 in Fiscal Year 2015-16.
Reimbursements include the transfer of funds from Capital Improvement Program (CIP) projects to
offset administration charged to the General Fund. This amount fluctuates each year, as CIP activity
varies, and a 3.5% decline is projected for Fiscal Year 2015-16. Other significant reimbursements include
partial funding for Police Services at the Promenade Mall which projected to be the same as the
previous fiscal year.
Special Tax (Measure C) comprises 2.8% of total General Fund revenues. This category is projected to
remain unchanged from Fiscal Year 2014-15 to Fiscal Year 2015-16 at $1,867,639. Special Tax is a tax
charged to property owners in order to finance the operation, maintenance and servicing of public parks
and recreational facilities, recreational and community services programs, median landscaping, arterial
street lights and traffic signals. The maximum amount for each fiscal year is set by ordinance at $74.44
per single-family residential dwelling unit, $55.83 per multi -family residential dwelling unit, $148.88 per
acre of vacant property in a residential zone, $297.76 per acre of vacant property in a non-residential
zone, $446.64 per acre of non-residential improved property, and $37.22 per acre for agriculture uses.
Special Tax is allocated 50% in the General Fund and 50% in the Community Services District.
Fiscal Year 2015-16 Annual Operating Budget
47
the Heart of Southern C
Wine
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
As the following bar graph details, General Fund revenues were significantly lower in Fiscal Year 2011-12
and as a result of the nationwide recession. In addition, revenue related to parks maintenance and
street lighting services were programmed in the Community Services District until Fiscal Year 2012-13.
Revenue in Fiscal Year 2012-13 show a large increase, partly due to reprogramming revenue and
expenditures related to parks maintenance and street lighting from the Community Services District to
the General Fund, but also due to increases in tax receipts and development activity. Fiscal Year 2013-14
had continued steady growth. Fiscal Year 2014-15 continued to have steady growth, as well as increases
in gas tax "true ups", Fiscal Year 2015-16 is expected to continue with anticipated growth in overall
general taxes, although concerns over a major sales tax contributor have reduced the overall projected
growth in General Fund revenue.
$68,000,000 -
$65,000,000 -
$62,000,000 -
$59,000,000 -
$56,000,000
$53,000,000 -
$50,000,000 -
$47,000,000 -
$44,000,000
GENERAL FUND REVENUES — FIVE YEAR COMPARISON
$55,881,348
1
$58,943,940
$61,661,884
$65,035,557 $65,853,760
Actual Actual Actual Current Proposed
2011-12 2012-13 2013-14 2014-15 2015-16
Fiscal Year 2015-16 Annual Operating Budget
48
X37 City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
The Heart of Southern California
Wine Country
REVENUE BY SOURCE
GENERAL FUND
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
Taxes and Franchises
Property Tax $ 6,369,667 $ 6,776,432 $ 7,157,977 $ 381,545 5.63%
Sales and Use Tax 29,104,455 31,349,859 31,982,496 632,637 2.02%
Franchise Fees 3,655,357 3,736,896 3,888,177 151,281 4.05%
Transient Occupancy Tax 2,716,862 2,976,305 3,251,835 275,530 9.26%
Special Tax (Measure C) 1,874,480 1,867,639 1,867,639 - 0.00%
Licenses, Permits and Service Charges
Business Licenses 304,666 300,000 301,000 1,000 0.33%
Land Development 931,537 790,061 945,054 154,993 19.62%
Public Works 2,018 3,506 3,506 - 0.00%
Parks & Facilities Maintenance 8,983 2,000 2,000 - 0.00%
Building 1,915,390 2,022,658 1,617,145 (405,513) -20.05%
Planning 617,641 923,711 620,061 (303,650) -32.87%
Fire 986,515 899,469 782,005 (117,464) -13.06%
Bids and Proposals 1,675 6,750 4,000 (2,750) -40.74%
Fines and Forfeitures 849,030 761,641 860,415 98,774 12.97%
Use of Money and Property
Investment Interest (46,585) (58,818) 58,818 -100.00%
Lease/Rental Income 138,134 139,977 133,573 (6,404) 0.00%
Intergovernmental Revenues
Property Tax In Lieu of VLF 6,254,729 6,724,626 7,013,112 288,486 4.29%
Vehicle License Fees 44,559 44,559 42,687 (1,872) -4.20%
Grants 40,217 - 0.00%
Reimbursement From
Capital Improvement Program 2,071,267 2,180,393 2,103,208 (77,185) -3.54%
Other 638,344 246,838 212,338 (34,500) -13.98%
Operating Transfers In
Gas Tax Fund 2,777,466 3,018,353 2,741,992 (276,361) -9.16%
Law Enforcement Fund 265,376 167,000 171,000 4,000 2.40%
Miscellaneous Revenue 140,101 155,702 152,540 (3,162) -2.03%
Total Revenues and Other Sources
$ 61,661,884 $ 65,035,557 $ 65,853,760 $ 818,203 1.26%
49
.• '„,,,th:n Cali ore.
Wine Country
Fund: 001 GENERAL FUND
Description
Prior Year Contractual Obligations
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Actuals Budget Budget (Decrease) (Decrease)
163,295 (163,295) -100.00%
Revenues by Category
Taxes and Franchises 43,720,821 46,707,131 48,148,124 1,440,993 3.09%
Licenses, Permits and Service Charges 4,768,425 4,948,155 4,274,771 (673,384) -13.61%
Fines and Forfeitures 849,030 761,641 860,415 98,774 12.97%
Use of Money and Property 78,288 81,159 133,573 52,414 64.58%
Intergovernmental Revenues 6,339,505 6,769,185 7,055,799 286,614 4.23%
Reimbursements 2,709,611 2,427,231 2,315,546 (111,685) -4.60%
Operating Transfers In 3,042,842 3,185,353 2,912,992 (272,361) -8.55%
Miscellaneous Revenue 153,362 155,702 152,540 (3,162) -2.03%
Total Operating Revenues 61,661,884 65,198,852 65,853,760 654,908 1.00%
Expenditures by Department
City Council 459,612 452,410 458,521 6,111 1.35%
Community Support 92,123 101,000 88,000 (13,000) -12.87%
City Manager 1,470,546 1,199,604 1,231,949 32,345 2.70%
Economic Development 1,031,267 1,073,452 947,920 (125,532) -11.69%
Emergency Management - - 109,074 109,074 100.00%
City Clerk 942,037 1,121,597 1,029,915 (91,682) -8.17%
City Attorney 476,694 741,300 735,726 (5,574) -0.75%
Finance 2,159,554 2,295,237 2,147,834 (147,403) -6.42%
Human Resources 491,084 748,743 662,891 (85,852) -11.47%
Planning 2,004,646 2,018,552 2,000,129 (18,423) -0.91%
Building & Safety 1,750,027 2,416,946 2,444,269 27,323 1.13%
Land Development 1,157,166 1,400,261 1,430,977 30,716 2.19%
Public Works 4,455,184 5,214,815 5,263,212 48,397 0.93%
CIP Admin 2,143,611 2,116,445 2,098,579 (17,866) -0.84%
Parks Maintenance 3,700,236 3,742,322 3,834,558 92,237 2.46%
Police 22,604,881 23,887,777 25,694,620 1,806,843 7.56%
Fire 5,042,325 5,460,132 6,287,590 827,458 15.15%
Animal Control 476,022 464,491 471,808 7,317 1.58%
Non Departmental:
Property Tax Admin 65,408 76,722 79,024 2,302 3.00%
Recreation Funding 5,024,843 5,256,456 5,636,876 380,420 7.24%
Retiree Medical Contribution 494,032 488,207 512,617 24,410 5.00%
PERS Replacement Benefit - 60,850 62,067 1,217 2.00%
2011 Financing Lease - 2001 & 2008 COPS 2,137,866 2,137,672 2,137,366 (306) -0.01%
Pavement Management Program - 1,500,000 - (1,500,000) -100.00%
Total Operating Expenditures 58,179,164 63,974,990 65,365,521 1,390,531 2.17%
Excess of Revenues Over (Under) Expenditures 3,482,720 1,223,862 488,239 (898,918) -60.11%
50
City of Temecula
Fiscal Year 2015-16
jr Annual Operating Budget
,,7herncahorr,..
Wine Country
Fund: 001 GENERAL FUND
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Fund Description
The General Fund is the main operating fund for the City of Temecula. It is used to account for all financial resources for the City that
are not restricted to a special purpose and otherwise required to be accounted for in another fund. The General Fund provides the
resources necessary to sustain the day-to-day activities and pays for all administrative and operating expenditures.
Fund Balance, Beginning of Year 27,621,750 25,301,101 24,356,478 (944,623) -3.73%
Excess of Revenues Over (Under) Expenditures 3,482,720 1,223,862 488,239 (735,623) -60.11%
Operating Transfers Out / One Time Payments
Mercedes Benz Fee Reimbursement
T.E.E.M. Fund
Pavement Management Program
DIF Fire Facilities
City and Parks Facility Rehabilitation
Theater Remediation
Workers' Compensation
Capital Improvement Fund
Intern Fellowship Program Fund
Affordable Housing Fund
Business Incubator Fund
Total Transfers Out / One Time Payments
Fund Balance, End of Year
(231,008) - - - 0.00%
(25,409) - - - 0.00%
(1,919,842) - - - 0.00%
(817,400) - 817,400 -100.00%
(750,000) (220,000) (420,000) (200,000) 90.91%
(2,084,175) (203,621) - 203,621 -100.00%
(250,000) (250,000) 100.00%
(779,270) (846,281) (1,248,326) (402,045) 47.51%
(13,665) (12,000) (19,645) (7,645) 63.71%
(23,307) - 23,307 -100.00%
(45,876) (187,127) (141,251) 307.90%
(5,803,369) (2,168,485) (2,125,098) 43,387 -2.00%
25,301,101 24,356,478 22,719,619 (1,636,859) -6.72%
Detail of Fund Balance
Nonspendable:
Inventory 3,058 3,058 3,058 - 0.00%
Prepaid Costs - 1,325 1,325 - 0.00%
Deposits 72,583 - - - 0.00%
Committed To:
Contractual Obligations 306,074 1,451,750 - (1,451,750) -100.00%
Economic Uncertainty Reserve (20%) 11,635,833 12,794,998 13,073,104 278,106 2.17%
Secondary Reserve (5%) 2,908,958 3,198,749 3,268,276 69,527 2.17%
Assigned To:
Capital Projects 1,529,270 526,648 348,648 (178,000) -33.80%
Pavement Management 1,919,842 3,509,685 250,000 (3,259,685) -92.88%
Theater Reconstruction 2,084,175 - - - 0.00%
City and Park Facilities Improvements 750,000 470,000 420,000 (50,000) -10.64%
Unrealized Gains 75,840 250,000 - (250,000) -100.00%
Unassigned: 4,015,468 2,150,265 5,355,208 3,204,943 149.05%
25,301,101 24,356,478 22,719,619 (1,636,859) -6.72%
51
Fund: 100 GAS TAX FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Taxes and Franchises
Gas Tax
Use of Money and Property
Investment Interest
Total Revenues and Other Sources
Expenditures by Category
Operating Transfers Out - General Fund
Total Expenditures and Other Financing Uses
Excess of Revenues Over (Under) Expenditures
Fund Balance, Beginning of Year
Fund Balance, End of Year
3,267,123 3,018,354 2,246,801 (771,553) -25.56%
1,533 1,000 3,000 2,000 200.00%
3,268,656 3,019,354 2,249,801 (769,553) -25.49%
2,777,466 3,018,353 2,741,992 (276,361) -9.16%
2,777,466 3,018,353 2,741,992 (276,361) -9.16%
491,190 1,001 (492,191) (493,192) -49269.93%
491,190 492,191 1,001 0.20%
491,190 492,191 - (492,191) -100.00%
Fund Description
This fund was established to account for the tax per gallon on the purchase of motor vehicle fuel imposed by the State of California.
A portion is allocated to the City of Temecula as specified in the California Streets and Highways Code (SHC) (Sections 2013, 2105,
2107 and 2107.5). Gas Tax monies are restricted to the repair, maintenance and upkeep of City streets and roads, and the purchase
of equipment used to maintain roads.
52
Thr .
Fund: 135 BUSINESS INCUBATOR RESOURCE FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Use of Money and Property
Investment Interest 461 300 200 (100) -33.33%
Rental Income 23,794 29,325 27,800 (1,525) -5.20%
Operating Transfers In
General Fund - 45,876 187,127 141,251 307.90%
Total Revenues and Other Sources 24,255 75,501 215,127 139,626 184.93%
Expenditures by Category
Personnel - 104,369 104,369 100.00%
Operations and Maintenance 21,028 22,250 22,324 74 0.33%
Internal Service Allocation 85,765 94,282 88,434 (5,848) -6.20%
Total Expenditures and Other Financing Uses 106,793 116,532 215,127 98,595 84.6%
Excess of Revenues Over (Under) Expenditures (82,538) (41,031) - 41,031 -100.00%
Fund Balance, Beginning of Year 123,569 41,031 - (41,031) -100.00%
Fund Balance, End of Year 41,031 - - - 0.00%
Fund Description
This fund was established to account for all activity at the City of Temecula Entrepreneur's Exchange Business Incubator (TVE2). The
Business Incubator offers affordable, flexible and scalable space for startup businesses to network, collaborate and grow their
business.
53
ofSouth,
Fund: 140 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Intergovernmental Revenues
Community Development Block Grant 1,357,540 866,134 1,180,958 314,824 36.35%
Total Revenues and Other Sources 1,357,540 866,134 1,180,958 314,824 36.35%
Expenditures by Category
Personnel 92,696 109,149 104,548 (4,601) -4.22%
Operations and Maintenance 71,140 123,665 119,253 (4,412) -3.57%
Operating Transfers Out - CIP 1,193,704 633,320 957,157 323,837 51.13%
Total Expenditures and Other Financing Uses 1,357,540 866,134 1,180,958 314,824 36.35%
Excess of Revenues Over (Under) Expenditures - - - - 0.00%
Fund Balance, Beginning of Year - - - - 0.00%
Fund Balance, End of Year - - - - 0.00%
Fund Description
This fund was established to account for grants received from the U.S. Department of Housing and Urban Development (HUD). The
grants are used for the redevelopment of a viable community by providing decent housing, a suitable living environment, and for
expanding opportunities, principally for persons of low and moderate income.
54
Thr .
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Fund: 145 TEMECULA ENERGY EFFICIENCY ASSET MANAGEMENT (TEEM) FUND
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Use of Money and Property
Investment Interest
Reimbursements
Energy Efficiency Rebates
Operating Transfers In
General Fund
Total Revenues and Other Sources
Expenditures by Category
Operations and Maintenance
705 400 1,000 600 150.00%
19,322 29,600 29,600 - 0.00%
25,409 - - 0.00%
45,436 30,000 30,600 600 2.00%
0.00%
Total Expenditures and Other Financing Uses 0.00%
Excess of Revenues Over (Under) Expenditures 45,436 30,000 30,600 600 2.00%
Fund Balance, Beginning of Year 119,729 165,165 195,165 30,000 18.16%
Fund Balance, End of Year 165,165 195,165 225,765 30,600 15.68%
Fund Description
This fund was established to capture energy efficiency rebates and reimbursements as well as expenditure savings resulting from
energy efficiency projects completed at various City facilities. Revenue collected in this fund will be utilized on future energy
efficiency projects.
55
Fund: 150 AB 2766 MOTOR VEHICLE SUBVENTION FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Intergovernmental Revenues
AB2766 Motor Vehicle Subvention Revenues
Use of Money and Property
Investment Interest
Total Revenues and Other Sources
Expenditures by Category
Operations and Maintenance
Operating Transfers Out - CIP
Total Expenditures and Other Financing Uses
Excess of Revenues Over (Under) Expenditures
Fund Balance, Beginning of Year
Fund Balance, End of Year
128,125 129,449 134,294 4,845 3.74%
1,747 1,000 2,700 1,700 170.00%
129,872 130,449 136,994 6,545 5.02%
33,519 37,049 37,790 741 2.00%
556,231 99,204 (457,027) -82.16%
33,519 593,280 136,994 (456,286) -76.91%
96,353 (462,831) - 462,831 -100.00%
366,478 462,831 - (462,831) -100.00%
462,831 - - - 0.00%
Fund Description
This fund was established to account for State funds that are used to implement programs and projects that reduce air pollution
from motor vehicles. This fund is used for Capital projects and to account for operational costs such as the natural gas operated
Harveston Trolley, which provides free transportation within the Temecula business district.
56
Thr .
Fund: 160 SUPPLEMENTAL LAW ENFORCEMENT SERVICES (SLESF) FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Intergovernmental Revenues
SLESF Grant Revenue 265,337 167,000 171,000 4,000 2.40%
Use of Money and Property
Investment Interest 39 - - 0.00%
Total Revenues and Other Sources 265,376 167,000 171,000 4,000 2.40%
Expenditures by Category
Operating Transfers Out - General Fund 265,376 167,000 171,000 4,000 2.40%
Total Expenditures and Other Financing Uses 265,376 167,000 171,000 4,000 2.40%
Excess of Revenues Over (Under) Expenditures - - - - 0.00%
Fund Balance, Beginning of Year - - - - 0.00%
Fund Balance, End of Year - - - - 0.00%
Fund Description
This fund was established to account for the Supplemental Law Enforcement Services grant monies from the State of California
which are provided to assist Cities in delivering front line law enforcement services. These monies supplement existing services and
may not be used to supplant any existing funding for law enforcement services provided by the City.
57
Fund: 161 LARRY ROBINSON REWARD FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Operating Transfers In
General Fund - - - - 0.00%
Use of Money and Property
Investment Interest 127 - 100 100 0.00%
Total Revenues and Other Sources 127 100 100 0.00%
Expenditures by Category
Operations and Maintenance
0.00%
Total Expenditures and Other Financing Uses 0.00%
Excess of Revenues Over (Under) Expenditures 127 - 100 100 0.00%
Fund Balance, Beginning of Year 25,018 25,145 25,145 - 0.00%
Fund Balance, End of Year
25,145 25,145 25,245 100 0.40%
Fund Description
This fund was established to account for a reward for information that leads to the capture and conviction of the person(s)
responsible for the murder of Larry Robinson. The General Fund contributed $25,000 and the public can also contribute to this fund.
Once the reward is due to be paid, an appropriation will be made for the original $25,000 as well as any contributions made up to
that time. This fund is to remain open until such time as the reward is paid out or until March 22, 2018. If no person has been
apprehended or charged with causing the death of Larry Robinson by March 22, 2018, all monies in the Fund will be returned with
interest allocated to each contribution based on earning of City pooled investments, to the respective donors. Any undisbursed
balance will be deposited in the City's General Fund for law enforcement or public safety purposes designated by the City Council. If
one or more persons have been apprehended and charged but not yet convicted by March 22, 2018, the Fund will be retained until
trial of the person(s) charged has been completed. If a conviction is not obtained, disbursements will be made as outlined above.
58
Fund: 165 AFFORDABLE HOUSING FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Monitoring Fees 10,032 10,032 - (10,032) -100.00%
Use of Money and Property
Residual Receipt Distribution 53,481 17,579 35,172 17,593 100.08%
Investment Interest 571 60 300 240 400.00%
Loan Interest 2,559 5,434 2,552 (2,882) -53.04%
Rental Income 141,351 173,000 184,000 11,000 6.36%
Forgivable Loan Repayment 40,455 - - 0.00%
Intergovernmental Revenues
Agency Trust Contributions 250,000 250,000 250,000 - 0.00%
Reimbursements
Miscellaneous Non Taxable 111 - - - 0.00%
Operating Transfers In
General Fund - 23,307 - (23,307) -100.00%
Total Revenues and Other Sources 498,560 479,412 472,024 (7,388) -1.54%
Expenditures by Category
Personnel 316,510 284,687 262,042 (22,645) -7.95%
Operations and Maintenance 51,433 197,033 145,095 (51,938) -26.36%
Internal Service Allocation 75,038 59,644 47,674 (11,970) -20.07%
Total Expenditures and Other Financing Uses 442,981 541,364 454,811 (86,553) -15.99%
Excess of Revenues Over (Under) Expenditures 55,579 (61,952) 17,213 79,165 -127.78%
Fund Balance, Beginning of Year 10,103,277 10,158,856 10,096,904 (61,952) -0.61%
Fund Balance, End of Year 10,158,856 10,096,904 10,114,117 17,213 0.17%
Detail of Fund Balance
Nonspendable:
Land Held for Resale 4,400,388 4,400,388 4,400,388 - 0.00%
Notes and Loans 345,818 345,818 345,762 (56) -0.02%
Advances to Successor Agency 5,250,954 5,250,954 5,250,954 - 0.00%
Restricted For:
Community Development Projects 161,696 99,744 117,013 17,269 17.31%
10,158,856 10,096,904 10,114,117 17,213 0.17%
Fund Description
The Affordable Housing fund contains the assets as well as loan and rental income which have been transferred to the City of
Temecula from the former Redevelopment Agency .
59
Thr .
Fund: 170 MEASURE A FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Use of Money and Property
Investment Interest 17,232 8,000 24,000 16,000 200.00%
Intergovernmental Revenues
Measure A Revenue 2,565,083 2,736,773 2,817,159 80,386 2.94%
Total Revenues and Other Sources 2,582,315 2,744,773 2,841,159 96,386 3.51%
Expenditures by Category
Operations and Maintenance 1,015,343 2,502,000 1,712,000 (790,000) -31.57%
Operating Transfers Out - CIP 3,201,762 4,017,522 841,159 (3,176,363) -79.06%
Total Expenditures and Other Financing Uses 4,217,104 6,519,522 2,553,159 (3,966,363) -60.84%
Excess of Revenues Over (Under) Expenditures (1,634,789) (3,774,749) 288,000 4,062,749 -107.63%
Fund Balance, Beginning of Year 6,127,704 4,492,915 718,166 (3,774,749) -84.02%
Fund Balance, End of Year
4,492,915 718,166 1,006,166 288,000 40.10%
Fund Description
This fund was established to account for the City's allocation of the County of Riverside's additional one-half percent sales tax for
transportation. These monies are restricted for use on local streets. In 2002, Measure A was extended by Riverside County voters.
Measure A will continue to fund transportation improvements through 2039.
60
Fund: 395 2011 FINANCING LEASE
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Operating Transfers In
General Fund 2,137,866 2,137,672 2,137,366 (306) -0.01%
Total Revenues and Other Sources 2,137,866 2,137,672 2,137,366 (306) -0.01%
Expenditures by Category
Debt Service Interest
Debt Service Principal
938,866 893,672
1,199,000 1,244,000
846,366 (47,306) -5.29%
1,291,000 47,000 3.78%
Total Expenditures and Other Financing Uses 2,137,866 2,137,672 2,137,366 (306) -0.01%
Excess of Revenues Over (Under) Expenditures - - - - 0.00%
Fund Balance, Beginning of Year - - - - 0.00%
Fund Balance, End of Year - - - - 0.00%
Fund Description
This fund was established to account for the payment of interest and principal of the refunding of the 2001 and 2008 Certificates of
Participation (COPs). The 2001 COPs were originally issued to finance the construction of the Community Recreation Center and the
2008 COPs were originally issued to finance the construction of the Civic Center.
61
Acct #
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
h HSouthern m
e ears of Sout e n Ca I' ifor a
Wine Country
2014-15 2015-16 Proposed % Change
FUND 190: TEMECULA COMMUNITY SERVICES 2013-14 Current Proposed Increase From 14-15
DISTRICT Actuals Budget Budget (Decrease) Budget
Dept 180 General Operations
4004 Special Tax (Measure C) 452,785 398,149 398,149 - 0.00%
Various Miscellaneous Non Taxable 951 - - 0.00%
4062 Recovery of Prior Year Expense 48 - - 0.00%
Various Investment Interest 2,313 - 800 800 0.00%
4073 Recreation Funding from General Fund 4,050,590 4,206,520 4,601,783 395,263 9.40%
4076 Reimbursements 126 - - 0.00%
4084 Reimbursements (CIP) 500 500 - 0.00%
4151 Parcel Map Check 3,842 1,000 1,000 - 0.00%
4390 Street Lighting Fees 1,413 1,413 - 0.00%
Total General Operations 4,510,655 4,607,582 5,003,645 396,063 8.60%
Dept 181 Senior Center
4004 Special Tax (Measure C) 102,307 74,438 74,438 - 0.00%
4051 Donations 480 480 - 0.00%
4980 Classes/Activities 880 700 700 - 0.00%
4983 Transportation 1,615 1,675 1,675 - 0.00%
4986 Excursions 2,512 342 (342) -100.00%
4990 Indoor Rentals 4,487 6,335 6,335 - 0.00%
Total Senior Center 111,801 83,970 83,628 (342) -0.41%
Dept 182 Community Recreation Center
4004 Special Tax (Measure C) 185,226 137,346 137,346 - 0.00%
4966 Open Gym Non Resident 2,477 1,969 1,969 - 0.00%
4980 Classes/Activities 21,509 14,553 153 (14,400) -98.95%
4984 Day Camp - 109,480 109,480 0.00%
4989 Picnic Shelters - 10,500 10,500 0.00%
4990 Indoor Rentals 29,433 24,992 50,448 25,456 101.86%
4992 Special Events 2,340 2,500 160 6.84%
4998 Skate Park - 7,150 7,150 0.00%
Total Community Recreation Center 238,645 181,200 319,546 138,346 76.35%
62
Acct #
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
h HSouthern m
e ears of Sout e n Ca I' ifor a
Wine Country
2014-15 2015-16 Proposed % Change
FUND 190: TEMECULA COMMUNITY SERVICES 2013-14 Current Proposed Increase From 14-15
DISTRICT Actuals Budget Budget (Decrease) Budget
Dept 183 Recreation
4004 Special Tax (Measure C) 235,298 146,665 146,665 - 0.00%
4070 Cash Over & Short (6) - 0.00%
4161 Special Event Permits 1,086 1,600 1,600 - 0.00%
4982 Contracted Classes 721,546 - - 0.00%
4984 Day Camp 131,168 109,480 (109,480) -100.00%
4986 Excursions (24) - - 0.00%
4989 Picnic Shelter Rentals 13,506 10,200 (10,200) -100.00%
4992 Special Events 43,082 29,225 89,515 60,290 206.30%
4998 Skate Park 9,175 9,200 (9,200) -100.00%
Total Recreation 1,154,831 306,370 237,780 (68,590) -22.39%
Dept 184 Temecula Community Center
4004 Special Tax (Measure C)
4990 Indoor Rentals
78,110 45,238
45,238 - 0.00%
17,875 41,884
24,009 134.32%
Total Temecula Community Center 78,110 63,113 87,122 24,009 38.04%
Dept 185 History Museum
4004 Special Tax (Measure C) 71,340 62,188 62,188 - 0.00%
4051 Donations 8 - - 0.00%
4980 Classes/Activities 375 375 - 0.00%
4984 Day Camp 1,495 4,080 4,320 240 5.88%
Tours - 2,000 2,000 0.00%
Field Trips - 3,000 3,000 0.00%
Photo Reproductions - 500 500 0.00%
4990 Indoor Rentals 832 1,000 1,000 - 0.00%
4991 Museum Admissions 14,496 15,000 10,000 (5,000) -33.33%
Total History Museum 88,171 82,643 83,383 740 0.90%
Dept 186 Aquatics
4004 Special Tax (Measure C) 172,811 164,175 164,175 - 0.00%
4970 Swim Lessons 132,268 104,825 116,345 11,520 10.99%
4971 Lap Swim 11,314 11,550 9,500 (2,050) -17.75%
4972 Public Swim 19,197 20,000 20,000 - 0.00%
4973 Family Night Swim 684 500 500 - 0.00%
4974 Pool Rentals 44,258 40,026 35,931 (4,095) -10.23%
4976 Non-resident Swim 12,452 10,000 12,000 2,000 20.00%
4980 Aquatic Classes 14,842 16,650 17,700 1,050 6.31%
Total Aquatics 407,826
367,726 376,151
8,425 2.29%
63
Acct #
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
h HSouthern m
e ears of Sout e n Ca I' ifor a
Wine Country
2014-15 2015-16 Proposed % Change
FUND 190: TEMECULA COMMUNITY SERVICES 2013-14 Current Proposed Increase From 14-15
DISTRICT Actuals Budget Budget (Decrease) Budget
Dept 187 Sports
4004 Special Tax (Measure C) 136,888 136,888 - 0.00%
4257 Administrative Citations 2,400 (2,400) -100.00%
4960 Adult Softball 65,000 75,000 81,250 6,250 8.33%
4963 Tournaments 111,618 94,000 104,000 10,000 10.64%
4964 Adult Leagues (non-resident) 4,930 6,250 (6,250) -100.00%
4965 Youth Leagues (non-resident) 13,280 9,000 9,000 - 0.00%
4988 Field Rentals/Lights 132,426 109,750 126,500 16,750 15.26%
4994 Tennis 1,386 1,824 1,824 - 0.00%
4997 Sports Concessions 13,240 13,325 13,325 - 0.00%
Dept 188 Children's Museum
Total Sports 341,880
448,437 472,787
24,350 5.43%
4004 Special Tax (Measure C) 95,497 44,850 44,850 - 0.00%
4051 Contributions 70 - - 0.00%
4991 Museum Admissions 138,623 130,000 136,500 6,500 5.00%
Dept 189 Community Theater
Total Children's Museum 234,190
174,850 181,350
6,500 3.72%
4004 Special Tax (Measure C) 313,931 263,091 263,091 - 0.00%
4051 Donations 675 500 500 - 0.00%
4070 Cash Over & Short (38) - - 0.00%
4901 Theater Ushers 7,999 7,894 7,894 - 0.00%
4906 Theater - Stagehand Labor Reimb 107,691 79,555 89,784 10,229 12.86%
4907 Theater - Ticket Services Reimb 36,703 37,219 32,844 (4,375) -11.75%
4910 Theater - Temecula Presents 97,116 106,002 129,600 23,598 22.26%
4915 Theater Merchandise Sales 250 250 - 0.00%
4990 Theater Rentals 71,702 68,500 75,600 7,100 10.36%
4991 Theater Admissions 43,312 35,000 38,000 3,000 8.57%
4997 Concessions 1,200 800 1,000 200 25.00%
4999 Theater -Equipment Rentals 15,677 9,750 12,000 2,250 23.08%
Total Community Theater 695,968 608,561 650,563 42,002 6.90%
Dept 190 Cultural Arts
4004 Special Tax (Measure C)
122,930 78,766
4992 Special Events 7,832
78,766 - 0.00%
3,800 19,932
16,132 424.53%
Total Cultural Arts 130,762
82,566 98,698
16,132 19.54%
64
Acct #
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
h HSouthern m
e ears of Sout e n Ca I' ifor a
Wine Country
2014-15 2015-16 Proposed % Change
FUND 190: TEMECULA COMMUNITY SERVICES 2013-14 Current Proposed Increase From 14-15
DISTRICT Actuals Budget Budget (Decrease) Budget
Dept 192 Harveston Center
4004 Special Tax (Measure C)
4070 Cash Over & Short
4990 Indoor Rentals
38,965 38,965
(200)
69,221 62,000
72,133 10,133
0.00%
0.00%
16.34%
Total Harveston Center 69,021 100,965 111,098 10,133 10.04%
Dept 193 Civic Center Conference Room
4004 Special Tax (Measure C) 15,009
15,009 - 0.00%
4990 Indoor Rentals 34,668 26,000 29,975
3,975 15.29%
Total Civic Center Conference Room 34,668 41,009 44,984 3,975 9.69%
Dept 194 Human Services
4004 Special Tax (Measure C) 44,320 39,348 39,348 - 0.00%
4980 Classes/Activities 29 2,850 2,850 - 0.00%
4992 Special Events 50 3,525 3,525 - 0.00%
4995 High Hopes 1,378 980 980 - 0.00%
Total Human Services
Dept 196 Jefferson Recreation Center
45,777 46,703
46,703 - 0.00%
4004 Special Tax (Measure C)
14,613
(14,613) -100.00%
Total Jefferson Recreation Center 14,613 (14,613) -100.00%
Dept 197 Contract Classes
4004 Special Tax (Measure C)
4982 Contract Classes
Dept 198 Park Rangers
207,911 222,524
900,947 925,000
14,613 7.03%
24,053 2.67%
Total Contract Classes 1,108,858 1,147,524 38,666 3.49%
4257 Aministrative Citations - 2,400 2,400 0.00%
Total Park Rangers - 2,400 2,400 0.00%
TOTAL TCSD 8,142,305 8,319,166 8,947,362 628,196 7.55%
65
L3
The Heart ofSaut_l GFo.nia
Wne Country
FUND 192: SERVICE LEVEL B
Acct # Description
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4005 Assessments
Various Investment Interest
4073 Service Level B Funding From General Fund
4390 Residential Street Lighting Fees
Total Service Level B Fund
FUNDS 501-530: SERVICE LEVEL C
641,647
286
330,000
5,832
641,384 641,384
370,548
390,888 20,340
0.00%
0.00%
50850.00%
0.00%
977,765
1,011,932 1,032,272
20,340 0.00%
Acct # Description
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4005 Assessments 1,591,792 1,584,493 1,584,913 420 0.03%
Various Investment Interest 5,113 2,459 4,510 2,051 83.41%
Total Service Level C Fund 1,596,905 1,586,952 1,589,423 2,471 0.16%
FUND 194: SERVICE LEVEL D
Acct# Description
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4005 Assessments 6,541,713 6,779,150 7,206,905 427,755 6.31%
4025 Grants 27,804 27,246 27,335 89 0.33%
Various Investment Interest 4,220 700 1,000 300 42.86%
4096 Recycling Program 5,000 5,000 5,000 0.00%
Total Service Level D Fund 6,578,737 6,812,096 7,240,240 428,144 6.29%
FUND 195: SERVICE LEVEL R
Acct # Description
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4005 Assessments 5,619 5,532 5,532 0.00%
Various Investment Interest 66 40 100 60 150.00%
Total Service Level R Fund 5,685 5,572 5,632 60 1.08%
FUND 196: SERVICE LEVEL L
Acct # Description
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4005 Assessments 232,348 232,432 232,434 2 0.00%
4007 Harveston Lake Boat Revenue 3,971 3,600 3,600 0.00%
Various Investment Interest 1,169 600 1,300 700 116.67%
Total Service Level L Fund 237,488 236,632 237,334 702 0.30%
66
L3
The Heart ofSaut_l GFo.nia
Wne Country
FUND 197: LIBRARY
Acct # Description
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4051 Library Donations 8
Various Investment Interest 978 600 1,700 1,100 183.33%
4073 Library Funding From General Fund 644,253 681,388 644,205 (37,183) -5.46%
4271 Fines & Fees 89,365 85,000 85,000 - 0.00%
4272 Lost Damaged Materials 2,936 3,050 2,550 (500) -16.39%
4273 Printing & Copies 31,516 26,000 30,000 4,000 15.38%
4274 Facilities Rentals 21,680 18,375 18,375 0.00%
Total Library Fund 790,736
FUND 375: INTERN FELLOWSHIP PROGRAM
814,413 781,830
(32,583) -4.00%
Acct # Description
2014-15 2015-16 Proposed % Change
2013-14 Current Proposed Increase From 14-15
Actuals Budget Budget (Decrease) Budget
4090 Operating Transfer In 13,665 12,000 19,645 7,645 63.71%
Total Intern Fellowship Program 13,665 12,000 19,645 7,645 63.71%
67
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT - ALL FUNDS COMBINED
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Fund
Fund 190 Citywide Operations 8,142,305 8,345,038 8,947,362 602,324 7.22%
Fund 192 Service Level B 977,765 1,011,932 1,032,272 20,340 2.01%
Funds 501-530 Service Level C 1,596,905 1,586,952 1,589,423 2,471 0.16%
Fund 194 Service Level D 6,578,737 6,812,096 7,240,240 428,144 6.29%
Fund 195 Service Level R 5,684 5,572 5,632 60 1.08%
Fund 196 Service Level L 237,489 236,632 237,334 702 0.30%
Fund 197 Library 790,737 818,053 781,830 (36,223) -4.43%
Fund 375 Intern Fellowship 13,665 12,000 19,645 7,645 63.71%
Total Revenues and Other Sources 18,343,287 18,828,275 19,853,738 1,025,463 5.45%
Expenditures by Fund
Fund 190 Citywide Operations 8,318,443 8,426,155 8,936,363 510,208 6.06%
Fund 192 Service Level B 1,005,779 1,012,087 1,032,272 20,185 1.99%
Funds 501-530 Service Level C 1,678,389 2,076,426 1,782,952 (293,474) -14.13%
Fund 194 Service Level D 6,724,782 6,803,915 7,188,836 384,921 5.66%
Fund 195 Service Level R 1,772 9,650 9,843 193 2.00%
Fund 196 Service Level L 227,110 240,654 244,617 3,963 1.65%
Fund 197 Library 731,363 898,051 859,976 (38,075) -4.24%
Fund 375 Intern Fellowship 14,343 12,000 19,645 7,645 63.71%
Total Expenditures and Other Financing Uses 18,701,980 19,478,938 20,074,505 595,567 3.06%
Excess of Revenues Over (Under) Expenditures (358,694) (650,663) (220,767) 429,896 -66.07%
Fund Balance, Beginning of Year 2,432,029 2,073,335 1,422,672 (650,663) -31.38%
Fund Balance, End of Year 2,073,335 1,422,672 1,201,905 (220,767) -15.52%
Fund Description
The Temecula Community Services District is a separate governmental entity created to provide Parks and Recreation services as
well as the maintenance of parks and facilities, residential street lights, slopes, refuse and recycling, maintenance of rural roads,
lake park maintenance, library services and intern fellowship opportunities.
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
The Hearn
Fund: 190 CITYWIDE OPERATIONS
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Department
Prior Year Contractual Obligations - 25,872 (25,872) -100.00%
General Operations 4,510,655 4,607,582 5,003,645 396,063 8.60%
Senior Center 111,801 83,970 83,628 (342) -0.41%
Community Recreation Center 238,645 181,200 319,546 138,346 76.35%
Recreation 1,154,831 306,370 237,780 (68,590) -22.39%
Temecula Community Center 78,110 63,113 87,122 24,009 38.04%
Temecula History Museum 88,171 82,643 83,383 740 0.90%
Aquatics 407,826 367,726 376,151 8,425 2.29%
Sports 341,880 448,437 472,787 24,350 5.43%
Temecula Children's Museum 234,190 174,850 181,350 6,500 3.72%
Community Theater 695,968 608,561 650,563 42,002 6.90%
Cultural Arts 130,762 82,566 98,698 16,132 19.54%
Harveston Center 69,021 100,965 111,098 10,133 10.04%
Civic Center Conference Center 34,668 41,009 44,984 3,975 9.69%
Human Services 45,777 46,703 46,703 - 0.00%
Jefferson Recreation Center - 14,613 - (14,613) -100.00%
Contract Classes 1,108,858 1,147,524 38,666 3.49%
Park Rangers - 2,400 2,400 0.00%
Total Revenues and Other Sources 8,142,305 8,345,038 8,947,362 602,326 7.22%
Expenditures by Department
General Operations 2,098,492 1,697,199 2,482,818 785,619 46.29%
Senior Center 325,894 335,496 296,236 (39,260) -11.70%
Community Recreation Center 583,162 635,952 825,775 189,823 29.85%
Recreation 1,449,362 696,730 666,624 (30,106) -4.32%
Temecula Community Center 98,233 213,215 213,560 345 0.16%
Temecula History Museum 253,534 295,621 296,724 1,103 0.37%
Aquatics 707,708 754,297 753,119 (1,178) -0.16%
Sports 401,227 629,448 342,230 (287,218) -45.63%
Temecula Children's Museum 175,171 208,991 274,200 65,209 31.20%
Community Theater 1,246,946 1,182,842 1,145,606 (37,236) -3.15%
Cultural Arts 428,351 372,606 313,128 (59,478) -15.96%
Harveston Center 244,072 179,470 193,591 14,121 7.87%
Civic Center Conference Center 50,795 77,905 82,005 4,100 5.26%
Human Services 164,902 185,078 217,894 32,816 17.73%
YMCA Facility 9,599 13,500 22,000 8,500 62.96%
Jefferson Recreation Center 80,995 80,662 29,382 (51,280) -63.57%
Contract Classes - 867,144 776,765 (90,379) -10.42%
Park Rangers - 4,705 4,705 0.00%
Total Expenditures and Other Financing Uses 8,318,443 8,426,155 8,936,363 510,208 6.06%
Excess of Revenues Over (Under) Expenditures
(176,138) (81,117) 10,999 92,118 -113.56%
Fund Balance, Beginning of Year 346,255 170,117 89,000 (81,117) -47.68%
Fund Balance, End of Year 170,117 89,000 99,999 11,001 12.36%
Fund Description
Citywide Operations reflects the collection of the Special Tax (Measure C) charged to households for recreation programs as well as
fees for classes and activities. Accounts for facility operations, maintenance, and community recreation programs. Measure C was
approved by residents in 1997 at a rate of $74.44 per parcel for the purpose of maintaining the City's parks, recreation facilities,
arerial street lighting and traffic signals.
Fund: 192 SERVICE LEVEL B - STREET LIGHTING
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Assessments 641,647 641,384 641,384 - 0.00%
Funding From General Fund 330,000 370,548 390,888 20,340 5.49%
Residential Street Lighting Fees 5,832 - - - 0.00%
Use of Money and Property
Investment Interest 286 0.00%
Total Revenues and Other Sources 977,765 1,011,932 1,032,272 20,340 2.01%
Expenditures by Category
Personnel 11,040 10,987 11,150 163 1.49%
Operations and Maintenance 994,739 1,001,100 1,021,122 20,022 2.00%
Total Expenditures and Other Financing Uses 1,005,779 1,012,087 1,032,272 20,185 1.99%
Excess of Revenues Over (Under) Expenditures
(28,014) (155)
155 -99.85%
Fund Balance, Beginning of Year 60,499 32,485 32,330 (155) -0.48%
Fund Balance, End of Year 32,485
32,330 32,330 0.00%
Fund Description
Service Level B reflects the collection of benefit assessments charged to property owners. Service Level B includes only those
parcels within residential subdivisions that receive residential street lighting services. This service level includes operational,
administrative, maintenance and utility costs of residential street lights.
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Funds: 501-530 SERVICE LEVEL C - LANDSCAPE / SLOPE MAINTENANCE
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Assessments 1,591,792 1,584,493 1,584,913 420 0.03%
Use of Money and Property
Investment Interest 5,113 2,459 4,510 2,051 83.41%
Intergovernmental Revenue
Grants 0.00%
Total Revenues and Other Sources
1,596,905 1,586,952 1,589,423
2,471 0.16%
Expenditures by Category
Personnel 120,379 121,399 120,687 (712) -0.59%
Operations and Maintenance 1,558,010 1,955,027 1,662,266 (292,761) -14.97%
Total Expenditures and Other Financing Uses 1,678,389 2,076,426 1,782,952 (293,474) -14.13%
Excess of Revenues Over (Under) Expenditures (81,484) (489,474) (193,529) 295,945 -60.46%
Fund Balance, Beginning of Year 1,289,376 1,207,892 718,418 (489,474) -40.52%
Fund Balance, End of Year
1,207,892 718,418 524,889 (193,529) -26.94%
Fund Description
Service Level C Fund reflects the collection of benefit assessments charged to property owners for the purpose of providing
perimeter landscaping and slope maintenance throughout the City. Service Level C assesses only those parcels within residential
subdivisions receivingTCSD perimeter landscaping and slope maintenance and are separated into 32 zones. The rate levels for
Zones 6 and 29, are subject to a Consumer Price Index -Urban Consumers (CPI -U) annual inflator while all other rate levels will not
increase. Zones 30-32 will not be assessed, as the property owners have elected to have the landscaping maintained by the
respective Homeowner's Associations (HOAs).
Fund: 194 SERVICE LEVEL D - REFUSE AND RECYCLING
Description
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Assessments 6,541,713 6,779,150 7,206,905 427,755 6.31%
Recycling Program 5,000 5,000 5,000 0.00%
Use of Money and Property
Investment Interest 4,220 700 1,000 300 42.86%
Intergovernmental Revenues
Grants 27,804 27,246 27,335 89 0.33%
Total Revenues and Other Sources 6,578,737 6,812,096 7,240,240 428,144 6.29%
Expenditures by Category
Personnel 94,087 96,309 98,014 1,705 1.77%
Operations and Maintenance 6,630,695 6,707,606 7,090,823 383,217 5.71%
Total Expenditures and Other Financing Uses 6,724,782 6,803,915 7,188,836 384,921 5.66%
Excess of Revenues Over (Under) Expenditures (146,045) 8,181 51,404 43,223 528.33%
Fund Balance, Beginning of Year 252,798 106,753 114,934 8,181 7.66%
Fund Balance, End of Year
106,753 114,934 166,338 51,404 44.72%
Fund Description
Service Level D Fund is used to collect benefit assessments charged to property owners for the purpose of providing refuse
collection, recycling, and street sweeping throughout the City. In addition, Service Level D has received grants to increase
recycling efforts Citywide.
31 City of Temecula
f Fiscal Year 2015-16
Annual Operating Budget
The Hearn
Fund: 195 SERVICE LEVEL R - STREET / ROAD MAINTENANCE
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Assessments 5,619 5,532 5,532 0.00%
Use of Money and Property
Investment Interest 66 40 100 60 150.00%
Total Revenues and Other Sources 5,684 5,572 5,632 60 1.08%
Expenditures by Category
Operations and Maintenance
Total Expenditures and Other Financing Uses
Excess of Revenues Over (Under) Expenditures
Fund Balance, Beginning of Year
Fund Balance, End of Year
1,772 9,650 9,843 193 2.00%
1,772 9,650 9,843 193 2.00%
3,913 (4,078) (4,211) (133) 3.26%
12,849 16,762 12,684 (4,078) -24.33%
16,762 12,684 8,473 (4,211) -33.20%
Fund Description
Service Level R Fund reflects the operational, administrative, construction and maintenance costs for certain unpaved roads that
become inaccessible after inclement weather. Zone R-1 provides service in the Nicolas/Liefer Road area. The maximum rate that
can be charged for Zone R-1 for an improved parcel is $115.26 and for an unimproved parcel is $57.62.
gA-3
The Heart of SoWhem Calibrma
Fund: 196 SERVICE LEVEL L- HARVESTON LAKE PARK MAINTENANCE
Description
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Assessments 232,348 232,432 232,434 2 0.00%
Harveston Lake Boat Revenue 3,971 3,600 3,600 0.00%
Use of Money and Property
Investment Interest 1,169 600 1,300 700 116.67%
Total Revenues and Other Sources 237,489 236,632 237,334 702 0.30%
Expenditures by Category
Personnel 22,847 22,754 22,359 (395) -1.74%
Operations and Maintenance 204,263 217,900 222,258 4,358 2.00%
Total Expenditures and Other Financing Uses 227,110 240,654 244,617 3,963 1.65%
Excess of Revenues Over (Under) Expenditures 10,379 (4,022) (7,283) (3,261) 81.08%
Fund Balance, Beginning of Year 270,802 281,181 277,159 (4,022) -1.43%
Fund Balance, End of Year
281,181 277,159 269,876 (7,283) -2.63%
Fund Description
Service Level L Fund reflects the benefit assessments charged to property owners for the purpose of maintaining the Harveston
Lake Park. Expenditures include operational, administrative and maintenance costs.
The Heart of Southern Cali(arnw
wine Country
Fund: 197 LIBRARY FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Prior Year Contractual Obligations 3,640 (3,640) -100.00%
Licenses, Permits and Service Charges
Library Funding From General Fund 644,253 681,388 644,205 (37,183) -5.46%
Printing and Copies 31,516 26,000 30,000 4,000 15.38%
Facilities Rentals 21,680 18,375 18,375 - 0.00%
Contracted Classes - - - 0.00%
Fines and Forfeitures
Fines and Fees 89,365 85,000 85,000 0.00%
Lost and Damaged Materials 2,936 3,050 2,550 (500) -16.39%
Use of Money and Property
Investment Interest 978 600 1,700 1,100 183.33%
Miscellaneous Revenue
Library Donations 8 0.00%
Total Revenues and Other Sources 790,737 818,053 781,830 (36,223) -4.43%
Expenditures by Category
Personnel 53,116 57,313 48,701 (8,612) -15.03%
Operations and Maintenance 424,365 473,136 486,879 13,743 2.90%
Internal Service Allocation 253,881 367,602 324,397 (43,205) -11.75%
Total Expenditures and Other Financing Uses 731,363 898,051 859,976 (38,075) -4.24%
Excess of Revenues Over (Under) Expenditures 59,374 (79,998) (78,146) 1,852 -2.31%
Fund Balance, Beginning of Year 198,770 258,144 178,146 (79,998) -30.99%
Fund Balance, End of Year 258,144 178,146 100,000 (78,146) -43.87%
Fund Description
Library Fund is used to account for the maintenance and operations of the Temecula Public Library on Pauba Road.
31 City of Temecula
f Fiscal Year 2015-16
Annual Operating Budget
The Hearn
Fund: 375 INTERN FELLOWSHIP FUND
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Operating Transfers In
General Fund
Use of Money and Property
Investment Interest
13,665
Total Revenues and Other Sources 13,665
12,000 19,645
12,000 19,645
7,645 63.71%
0.00%
7,645 63.71%
Expenditures by Category
Personnel 14,343 12,000 19,645 7,645 63.71%
Operations and Maintenance - - - - 0.00%
Total Expenditures and Other Financing Uses 14,343 12,000 19,645 7,645 63.71%
Excess of Revenues Over (Under) Expenditures (678) 0.00%
Fund Balance, Beginning of Year 679 1 1 0.00%
Fund Balance, End of Year 1 1 1 0.00%
Fund Description
Accounts for personnel expenditures for intern and fellowship employment opportunities. The City of Temecula Internship Program
offers part-time internships to high school and undergraduate college students. The internships are designed to expose students to
the workings of local city government. Internship positions are open year round in three sessions of 10 weeks (summer, fall, and
spring). The City of Temecula Fellowship Program is designed for undergraduate, graduate and post -graduate level students and
allows individuals to work in their areas of specialty/interest. Fellows gain valuable work experience, as well as the skills and
knowledge that will enhance their job prospects by working in a fast -paced, challenging environment.
Fund: 380 SUCCESSOR AGENCY TO THE REDEVELOPMENT
AGENCY (SARDA) DEBT SERVICE FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Taxes and Franchises
Redevelopment Property Tax Fund Distribution 6,323,887 7,846,533 8,668,574 822,041 10.48%
Reimbursements
Build America Bonds Treasury Credit 316,994 0.00%
Use of Money and Property
Investment Interest 12,275 0.00%
Total Revenues and Other Sources 6,653,156 7,846,533 8,668,574 822,041 10.48%
Expenses by Category
Operations and Maintenance 1,773,604 1,231,000 1,250,433 19,433 1.58%
Debt Service - Interest 4,981,270 4,910,533 5,429,269 518,736 10.56%
Debt Service - Principal 1,705,000 1,775,000 70,000 4.11%
Operating Transfer Out - CIP 249,999 - 213,873 213,873 0.00%
Total Expenses and Other Financing Uses 7,004,873 7,846,533 8,668,574 822,041 10.48%
Excess of Revenues Over (Under) Expenses (351,717) 0.00%
Fund Balance, Beginning of Year (36,628,683) (36,980,400) (36,980,400) 0.00%
Fund Balance, End of Year
(36,980,400) (36,980,400) (36,980,400) 0.00%
Fund Description
The Successor Agency to the Redevelopment Agency (SARDA) Debt Service Fund was established to account for payment
obligations of the successor agency as a result of the State's dissolution of Redevelopment Agencies. This is a private -purpose trust
fund that is used to account for resources held and administered by the SARDA acting in a fiduciary capacity for other governments.
Analysis / Comments
The SARDA Debt Service Fund Balance is negative due to utilizing full accrual based accounting for this fiduciary fund. The negative
balance reflects long term liabilities that will be financed by future property tax distributions.
77
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Ta1 -
Fund: 300 INSURANCE FUND
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges For Services 883,428 963,361 995,378 32,017 3.32%
Use of Money and Property
Investment Interest 2,337 1,800 1,900 100 5.56%
Total Revenues and Other Sources 885,765 965,161 997,278 32,117 3.33%
Expenses by Category
Personnel 217,628 114,403 116,822 2,419 2.11%
Operations and Maintenance 1,090,486 1,030,365 864,979 (165,385) -16.05%
Total Expenses and Other Financing Uses 1,308,114 1,144,768 981,801 (162,966) -14.24%
Excess of Revenues Over (Under) Expenses (422,349) (179,607) 15,477 195,083 -108.62%
Net Position, Beginning of Year 629,085 206,736 27,130 (179,607) -86.88%
Net Position, End of Year
206,736 27,130 42,606 15,477 57.05%
Fund Description
The Insurance Fund was established to account for the City's liability and property insurance costs. Fund Balance is a combination
of both spendable and non spendable assets. These costs are allocated to each department based on the total number of Full Time
Equivalent positions assigned to those departments. The City has a Self -Insured Retention (SIR) of $150,000 per incident, and
strives to maintain a fund balance equal to two times the SIR.
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Fund: 305 WORKERS' COMPENSATION FUND
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services - 274,402 - (274,402) 0.00%
Use of Money and Property
Investment Interest - 558 500 (58) -11.60%
Operating Transfers In
General Fund - - 250,000 250,000 0.00%
Total Revenues and Other Sources 274,960 250,500 (24,460) -8.90%
Expenses by Category
Operations and Maintenance
Total Expenses and Other Financing Uses
Excess of Revenues Over (Under) Expenses
Net Position, Beginning of Year
Net Position, End of Year
17,500 35,267 17,767 101.53%
17,500 35,267 17,767 101.53%
257,460 215,233 (42,227) 0.00%
257,460 257,460 100.00%
257,460 472,693 215,233 83.60%
Fund Description
The Workers' Compensation Fund was established in Fiscal Year 2014-15 as the City transitioned to a self-insured status for
Workers' Compensation liabilities. Departments are charged based on each position allocated on a Full Time Equivalent basis, with
a cost assigned to each position based on job duties and potential for risk. The City's Self -Insured Retention (SIR) and desired Fund
Balance for this fund is $500,000.
79
Fund: 310 VEHICLES AND EQUIPMENT FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services 140,701 177,187 168,833 (8,354) -4.71%
Use of Money and Property
Investment Interest 9,744 4,000 8,400 4,400 110.00%
Total Revenues and Other Sources 150,445 181,187 177,233 (3,954) -2.18%
Expenses by Category
Operations and Maintenance 133,811 164,715 161,120 (3,595) -2.18%
Total Expenses and Other Financing Uses 133,811 164,715 161,120 (3,595) -2.18%
Excess of Revenues Over (Under) Expenses 16,634 16,472 16,113 (359) -2.18%
Net Position, Beginning of Year
Net Position, End of Year
1,876,976 1,893,610 1,910,082 16,472 0.87%
1,893,610 1,910,082 1,926,195 16,113 0.84%
Detail of Fund Balance
Nonspendable:
Vehicles and Equipment
Spendable:
Vehicle and Equipment Purchases
518,002 445,084 550,722
1,375,608 1,464,998 1,375,473
1,893,610 1,910,082 1,926,195
105,638 23.73%
(89,525)
16,113
-6.11%
0.84%
Fund Description
The Vehicles and Equipment Fund was established to account for the depreciation of vehicles and capital equipment over their
estimated useful lives, and to accumulate resources for the purchase of future replacement vehicles and equipment. Fund Balance
is a combination of both spendable and non spendable assets. Departments are charged based on their percentage of assigned
vehicles that carry a depreciable value.
80
Fund: 320 INFORMATION TECHNOLOGY FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services 2,463,521 2,398,339 2,483,360 85,021 3.55%
Use of Money and Property
Investment Interest 2,202 1,500 2,500 1,000 66.67%
Operating Transfers In
General Fund - - 0.00%
Total Revenues and Other Sources 2,465,723 2,399,839 2,485,860 86,021 3.58%
Expenses by Category
Personnel 1,275,935 1,503,545 1,551,351 47,806 3.18%
Operations and Maintenance 1,175,674 922,643 934,510 11,867 1.29%
Operating Transfer Out - Technology Replacement - 1,226,510 (1,226,510) -100.00%
Total Expenses and Other Financing Uses 2,451,609 3,652,698 2,485,861 (1,166,837) -31.94%
Excess of Revenues Over (Under) Expenses 14,114 (1,252,859)
Net Position, Beginning of Year
Net Position, End of Year
1,238,745 1,252,859
1,252,859
1,252,859 -100.00%
(1,252,859) -100.00%
0.00%
Fund Description
The Information Technology Fund was established to fund and account for technology -related operating and maintenance
expenses. In Fiscal Year 2014-15, all assets of this fund were transferred to the newly established Technology Replacement Fund.
Fund Balance is a combination of both spendable and non spendable assets. Departments are charged based on the number of
workstations assigned. The Temecula Public Library facility is charged directly for all IT expenditures and personnel costs related to
the facility.
81
Fund: 325 TECHNOLOGY REPLACEMENT FUND
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services - 138,100 316,330 178,230 56.34%
Use of Money and Property
Investment Interest - 101 500 399 79.80%
Operating Transfer In
Information Technology Fund - 1,226,510 - (1,226,510) -100.00%
Total Revenues and Other Sources
1,364,711 316,830
(1,047,881) -76.78%
Expenses by Category
Operations and Maintenance - 138,905 316,830 177,925 128.09%
Total Expenses and Other Financing Uses 138,905 316,830 177,925 128.09%
Excess of Revenues Over (Under) Expenses - 1,225,806 - (1,225,806) 0.00%
Net Position, Beginning of Year - - 1,225,806 1,225,806 100.00%
Net Position, End of Year - 1,225,806 1,225,806 - 0.00%
Fund Description
The Technology Replacement Fund was established in Fiscal Year 2014-15 in order to accumulate resources for computer,
telephone equipment and software to fund future equipment replacement. Fund Balance is a combination of both spendable and
non spendable assets. Contributions to this fund are made by departments utilizing the assets in an amount equivalent to the
estimated cost to replace the item at the end of its useful life.
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Fund: 330 SUPPORT SERVICES FUND
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services
Use of Money and Property
Investment Interest
Total Revenues and Other Sources
Expenses by Category
Personnel
Operations and Maintenance
Total Expenses and Other Financing Uses
Excess of Revenues Over (Under) Expenses
Net Position, Beginning of Year
Net Position, End of Year
570,572 555,905 521,178 (34,727) -6.25%
1,872 1,100 2,700 1,600 145.45%
572,444 557,005 523,878 (33,127) -5.95%
365,366 348,067 350,760 2,693 0.77%
179,838 183,636 173,118 (10,518) -5.73%
545,205 531,703 523,878 (7,825) -1.47%
27,239 25,302 - (25,302) -100.00%
411,018 438,257 463,559 25,302 5.77%
438,257 463,559 463,559 - 0.00%
Fund Description
The Support Services Fund was established as a cost center for the City's central receptionist, duplicating, printing, and mailing
activities. It is also used to depreciate all related copying and mailing equipment over their useful lives, and to accumulate
resources for the purchase of future equipment. Fund Balance is a combination of both spendable and non spendable assets.
Departments are charged based on a count of copies made in the previous fiscal year.
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Fund: 340 FACILITIES FUND
Annual Operating Budget
2014-15 2015-16 Proposed
2013-14 Current Proposed Increase % Increase
Description Actuals Budget Budget (Decrease) (Decrease)
Revenues by Source
Licenses, Permits and Service Charges
Charges for Services 1,245,567 1,407,815 1,458,348 50,533 3.59%
Use of Money and Property
Investment Interest 1,099 700 700 0.00%
Total Revenues and Other Sources 1,246,666 1,408,515 1,459,048 50,533 3.59%
Expenses by Category
Personnel 470,665 509,519 529,584 20,065 3.94%
Operations and Maintenance 723,252 891,708 930,765 39,057 4.38%
Total Expenses and Other Financing Uses 1,193,917 1,401,227 1,460,348 59,122 4.22%
Excess of Revenues Over (Under) Expenses
Net Position, Beginning of Year
Net Position, End of Year
52,749 7,288 (1,300) (8,589) -117.84%
331,061 383,810 391,099 7,288 1.90%
383,810 391,099 389,798 (1,300) -0.33%
Fund Description
The Facilities Fund was established to account for the cost of the Civic Center, Business Incubator Facility (Former City Hall), City
Maintenance Facility, Field Operations Center, and Civic Center Parking Structure operations and maintenance. Fund Balance is a
combination of both spendable and non spendable assets. Departments are charged based on square footage allotted as well as full
time staff equivalents assigned.
84
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?tie Heart of Sout'rrn raIfor^a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
MISSION
The City Council is elected by the citizens of Temecula to adopt laws and set overall policy decisions for
the City of Temecula. The City Council gives direction to the City Manager to ensure effective and
efficient operation of the City and to identify the types and levels of programs and services that will
maintain and enhance Temecula's high quality of life which is consistent with the City's adopted Quality
of Life Master Plan (QLMP) Core Values as follows: (1) A Healthy and Livable City; (2) Economic
Prosperity; (3) A Safe and Prepared Community; (4) A Sustainable City; (5) Transportation, Mobility and
Connectivity; and (6) An Accountable and Responsive City Government.
ORGANIZATIONAL CHART
CITIZENS
OF
TEMECULA
JEFF
COMMERCHERO
Mayor
MIKE
NAGGAR
Mayor Pro Tem
MARYANN
EDWARDS
Council Member
MATT
RAHN
Council Member
MICHAEL
MCCRACKEN
Council Member
Fiscal Year 2015-16 Annual Operating Budget
85
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?tie Heart of Sout'rrn CaGfor^a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
EXPENDITURES BY CATEGORY
Program: City Council
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 148,644 $ 148,642 $ 144,986 $ (3,656) -2.5%
Operations & Maintenance 162,721 152,190 155,234 3,044 2.0%
Internal Service Al location 148,247 151,578 158,301 6,723 4.4%
Total $ 459,612 $ 452,410 $ 458,521 $ 6,111 1.4%
Program: Community Support Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Operations & Maintenance $ 92,123 $ 101,000 $ 88,000 $ (13,000) -12.9%
Total $ 92,123 $ 101,000 $ 88,000 $ (13,000) -12.9%
ANALYSIS/COMMENTS
City Council: Expenditures are projected to increase slightly primarily due to higher Internal Service
Fund Allocations as a result of Citywide investment in technology.
Community Support: Expenditures are decreasing by $13,000 due to less available funding from the
Rod Run Event proceeds from 2015.
PERSONNEL ALLOCATION
CITY COUNCIL
Council Members
Total
Adopted
Proposed Unfunded
2014-15 Changes 2015-16 2015-16
5.00
5.00
5.00
5.00
Fiscal Year 2015-16 Annual Operating Budget
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The Heart of Southern California
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: CITY COUNCIL
SERVICES
• Serve as a five -member voice on behalf of the City of Temecula as elected by the citizens.
• Adopt laws and regulations that govern Temecula.
• Set City fiscal policy and provide direction to the City Manager to balance a high quality of life with
fiscally sustainable decisions.
• Represent the interests of the City of Temecula in local, regional, state, federal, tribal and
international affairs in addition to serving as members (or commissioners) for related agencies or
organizations for the benefit of the City of Temecula.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Protected the City's financial strength with fiscal policies and a balanced budget.
• Supported business and job growth by providing policy direction to promote local workforce
opportunities including business and economic development workshops, events, and youth intern
programs.
• Provided policy decisions that improved roadways including citywide concrete repairs, slurry seals,
new sidewalk construction on Pauba Road, and pavement rehabilitation.
• Provided policy decisions for enhanced bicycle facilities including citywide striping of bike lanes,
sharrows and bicycle racks in Old Town, and the commencement of an update to Temecula's Multi -
Use Trails and Bikeways Master Plan that will provide for enhanced future bicycle lanes and trail
connectivity throughout the City.
• Provided improved building and development services with the implementation of a more efficient
Citywide permit software system, EngerGov
• Provided enhanced government communications with increased social media outreach, and
continued mailing of semi-annual newsletters to all residents and businesses in Temecula.
• Supported higher education opportunities for Temecula citizens with the opening of Cal State
University San Marcos (CSUSM) at Temecula (THE Center) located within a city -owned facility on the
second floor at Temecula Valley Entrepreneur's Exchange (also known as TVE2).
• Supported policy decisions to provide that city parks and facilities are built and maintained with the
highest of standards including the completion of the Temecula Community Center Renovation,
completion of a special needs playground and splash pad at Margarita Community Park, upgrades at
Community Recreation Center Community pool, commencement of renovations at the Old Town
Community Theater and plans to renovate the former YMCA facility at Margarita Community Park.
Fiscal Year 2015-16 Annual Operating Budget
87
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?tie Heart of Sout'rr' raIfor^a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: CITY COUNCIL
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15 (continued)
• Supported the promotion of the City's 25th Anniversary events and activities throughout 2014, and
provided direction to continue to fund community events in order to preserve the family—friendly
small town feel of Temecula.
• Supported policy decisions to uphold Temecula's Quality of Life Master Plan and ensure a high
quality of life for Temecula citizens, which was demonstrated by the 2014 published Citizen Survey
results that 95% of citizens rate the quality of life in Temecula above average.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Protect the City's financial strength with fiscal policies and a balanced budget by June 2016.
Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency, Accountable and Responsive City
Government)
• Promote "Temecula Has Heart ...because Nice Matters" Mayor's initiative to create awareness of
kindness that promotes the City as a uniquely pleasant City to live and work by December 2015.
(Maintain a Safe and Family Oriented Environment, Healthy and Livable City)
• Support economic development growth opportunities in the city including those that attract luxury
automobile dealers to invest in Temecula by June 2016. (Fill Gaps and Diversify Market Sectors that
Increase Sales Tax Revenue, Economic Prosperity)
• Maintain continued public outreach to citizens with community -wide citizen newsletters mailed
twice annually, in addition to social medial, e -blasts, and the Guide to Leisure Activities that is
mailed three times annually by June 2016. (Promote Community Involvement, Accountable and
Responsive City Government)
• Participate on various local, regional, statewide, and national boards and commissions to support
and represent the City of Temecula interests by June 2016. (Actively Maintain and Preserve City Assets
and Infrastructure, a Sustainable City)
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: CITY COUNCIL
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance Measure
FY
2013-14
Target
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive
City Government
Promote
Community
Involvement
Number of newsletters sent
community -wide
86,000
86,000
86,000
Promote
Community
Involvement
Number of press releases
sent community -wide
N/A
N/A
100
Healthy and Livable City
Foster an
Educated
Community"
Through a Variety
of Opportunities
Square footage of expanded
indoor classroom space for
higher education
N/A
15,000
N/A
Maintain a Safe
and
Family Oriented
Environment
Number of Regional Family
Youth & Health Task Force
public meetings held by
elected members of the
Regional Task Force
3
2
N/A
Maintain a Safe
and
Family Oriented
Environment
Number of Hashtags for
#TemeculaHasHeart social
media posts to demonstrate
awareness of kindness in
Temecula
N/A
50
50
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: COMMUNITY SUPPORT
SERVICES
• Review annual funding applications from nonprofit organizations that provide services or programs
to Temecula residents.
• Enter into agreements to disburse financial assistance up to $5,000 for each selected nonprofit
organization in return for services that benefit the residents of Temecula.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Continued support of various nonprofit organizations that provide community -wide service
programs for the benefit of Temecula residents in the amount of $97,585, including Community
Service Funding Program ($72,585) and Council Grant Funding ($25,000).
OBJECTIVES FOR FISCAL YEAR 2015-16
• Provide financial assistance to nonprofit agencies for community programs that benefit citizens of
Temecula in the amount of $88,000 by June 2016. (Maintain A Safe And Family Oriented Environment,
Healthy and Livable City)
• Update Community Service Funding process to incorporate additional revenue in the amount of
$3,000 allocated from the Rod Run event to provide financial assistance to nonprofit agencies for
community programs that benefit citizens of Temecula by June 2016. (Maintain Overall Sound Fiscal
Policies To Ensure Long Term Solvency, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: COMMUNITY SUPPORT
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16:
Core Value
Five -Year Long
Term Goal
Performance
Measures
FY
2012-13
Actuals
FY
2014-15
Target
FY
2015-16
Target
Healthy and Livable City
Maintain a Safe
and Family
Oriented
Environment
Number of nonprofit
organizations funded
through the Community
Service Funding and the City
Council Grant Program
23
25
25
Total funding provided to
support nonprofit
programs through the
Community Service
Program and City Council
Grant Program
$87,500
$97,000
$88,000
Fiscal Year 2015-16 Annual Operating Budget
91
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gat
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
MISSION
The City Manager Department serves as the City's executive office responsible to the City Council for
implementing their priorities and objectives; to effectively deliver exceptional services, projects and
programs to the citizens of Temecula; providing timely and accurate dissemination of City news and
information to the community; and serve as the City's primary public liaison to all community
stakeholders as well as intergovernmental relations with local, regional, state, federal, tribal and
international governments. The City Manager Department provides organizational leadership to City
staff and operations, oversees the preparation and administration of a balanced annual budget, and
implements all City Council policies, as guided by the Quality of Life Master Plan (QLMP).
ORGANIZATIONAL CHART
CITY MANAGER
Aaron Adams
GENERAL
ADMINISTRATION
Intergovernmental
J
QLMP
Legislation
Community Funding
L J
I \
Special Projects
ECONOMIC
DEVELOPMENT
Business Attraction
J
Business Retention
L J
Marketing
Workforce
HUMAN
RESOURCES
Benefits
Employment
Training
Employee Relations
EMERGENCY
MANAGEMENT
Training
Emergency Operations
Center
Emergency Operations
Plan
r \ r \ Local Hazard Mitigation
Plan
Youth Employment Labor Relations L J
L J L
Business
Ombudsman
Community Liaison
L J
Temecula Valley
Entrepreneur's Exchange
J
Risk Management
L J
Safety
J
Insurance
L J
Workers' Compensation
L J
Fiscal Year 2015-16 Annual Operating Budget
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r,eart o, Soutnern
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
EXPENDITURES BY CATEGORY
Program: City Manager
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Program: Economic Development
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Program: Emergency Management
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Program: Human Resources
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 1,175,869 $ 887,046 $ 900,686 $ 13,640 1.5%
102,972 113,925 113,453 (473) -0.4%
191,705 198,633 217,810 19,177 9.7%
$ 1,470,546 $ 1,199,604 $ 1,231,949 $ 32,345 2.7%
Funding Source: General Fund
2014-15 Proposed Proposed % Change
Current 2015-16 Increase From 14-15
Budget Budget (Decrease) Budget
2013-14
Actuals
$ 543,079
339,301
148,887
$ 544,419 $ 446,774 $ (97,645) -17.9%
399,308 353,654 (45,654) -11.4%
129,725 147,492 17,767 13.7%
$ 1,031,267 $ 1,073,452 $ 947,920 $ (125,532) -11.7%
Funding Source: General Fund
2013-14
Actuals
2014-15
Current
Budget
Proposed
2015-16
Budget
Proposed
Increase
(Decrease)
$ 101,963 $ 101,963
7,111 7,111
$ $ $ 109,074 $ 109,074
Funding Source: General Fund
2014-15 Proposed Proposed % Change
Current 2015-16 Increase From 14-15
Budget Budget (Decrease) Budget
2013-14
Actuals
$ 277,429 $ 476,576 $ 401,282 $ (75,294) -15.8%
89,427 133,111 136,454 3,343 2.5%
124,229 139,056 125,155 (13,901) -10.0%
% Change
From 14-15
Budget
0.0%
100.0%
0.0%
0.0%
$ 491,084 $ 748,743 $ 662,891 $ (85,852) -11.5%
Fiscal Year 2015-16 Annual Operating Budget
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gat
r,eart o, Southern l.aiuorn,
Wlne rnanlry
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
ANALYSIS/COMMENTS
City Manager: Fiscal Year 2015-16 Personnel expenditures are projected to increase due to contractual
obligations as well as increasing benefits rates. Internal Service Fund Allocation is increasing due to the
Citywide investment in technology equipment.
Economic Development: Personnel expenditures are decreasing in Fiscal Year 2015-16 due to the
allocation of staff to the Business Incubator Fund, to better reflect the costs associated with this
venture.
Emergency Management: This cost center is newly established in Fiscal Year 2015-16 to centralize costs
associated with the City's Emergency Management function that were previously reflected in a variety
of departments.
Human Resources: Personnel expenditures in Fiscal Year 2015-16 were shifted to the new Emergency
Management division.
PERSONNEL ALLOCATION
CITY MANAGER
Assistant City Manager
City Manager
Executive Assistant
Senior Management Analyst
Total
Adopted
2014-15 Changes
0.75
1.00
1.00
1.00
3.75
Proposed Unfunded
2015-16
2015-16
0.75
1.00
1.00
1.00
3.75
ECONOMIC DEVELOPMENT
Administrative Assistant(Confidential) 1.00 - 1.00
Economic Development Analyst! 3.00 (0.70) 2.30
Total 4.00 (0.70) 3.30
BUSINESS INCUBATOR
Senior Management Analyst
Total
EMERGENCY MANAGEMENT
Fiscal Services Manager
Total
0.70 0.70
0.70 0.70
0.50 0.50
0.50
0.50 -
HUMAN RESOURCES
Assistant City Manager 0.25 - 0.25
Fiscal Services Manager 0.50 (0.50) -
OfficeSpecialist(Confidential) 1.75 0.25 2.00
Senior Human Resources Analyst 1.00 - 1.00
Total 3.50 (0.25) 3.25
Grand Total 11.25 0.25 11.50
Fiscal Year 2015-16 Annual Operating Budget
94
4
r,e,rt „ SOUtfern
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
SERVICES
• Ensure the QLMP goals and citizen priorities
adopted by the City Council are achieved through
citywide strategic planning, policy implementation
and budget development.
• Keep the City Council informed about City
operations and important community issues that
impact the City.
• Responsible for implementing City Council's long
term and short term directives.
• Provide prudent leadership and clear policy direction to City executives concerning organizational
decisions in order to efficiently provide the highest quality of public services and maintain the Core
Values of the QLMP.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Presented a balanced budget to City Council while providing high quality services for the
community.
• Introduced, and City Council adopted, an increase of General Fund reserves from 20% to 25% of City
expenditures for future economic uncertainty.
• Hired and mentored new executive staff members including City Clerk and Fire Chief.
• Provided enhanced communications with citizens by producing semi-annual community -wide
newsletter, updating promotional literature and media with City branded templates, increasing the
use of social media, producing video vignettes, and expanding the media list to include San Diego
and LA media contacts to disseminate city information.
• Implemented citywide special 2014 City programs including 25th Anniversary of City of Temecula,
Pechanga Pu'eska Mountain Day and State of the City.
• Researched and provided staff reports or City Council updates regarding proposed state and federal
legislative bills that may impact the city in order to protect the interests of the City of Temecula.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement fiscal policies and a balanced budget. (Maintain Overall Sound Fiscal Policies To Ensure Long
Term Solvency, Accountable and Responsive City Government)
• Implement community outreach and activities for "Temecula Has Heart ...Because Nice Matters"
Mayor's citywide initiative to create awareness of kindness that promotes the City as a uniquely
pleasant City to live and work. (Maintain a Safe and Family Oriented Environment, Healthy and Livable
City)
Fiscal Year 2015-16 Annual Operating Budget
95
C7
Southern
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Plan and implement Mayor's State of the City in order to provide information about the City to the
local business community and citizens. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
• Plan and implement City's annual holiday event, Pechanga Pu'eska Mountain Day, to provide
cultural awareness and appreciation of local native tribe. (Provide Signature Special Events and Cultural
Opportunities, Healthy and Livable City)
• Provide ongoing research and updates regarding proposed state and federal legislative bills and
funding that may impact the city in order to protect the interests of the City of Temecula. (Actively
Maintain and Preserve City Assets and Infrastructure, A Sustainable City)
Fiscal Year 2015-16 Annual Operating Budget
96
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Southern
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City Government
Promote Community
Involvement
Number of community
newsletters published
2
2
2
Percentage of overall citizen
satisfaction from Citizen
Survey ranked "greater than
average"
N/A
>90%
N/A
Maintain Overall
Sound
Fiscal Policies to
Ensure Long Term
Solvency
Number of operational
policies updated citywide
N/A
10
N/A
Provide Transparency
to the Public for All
Government
Transactions
Number of local business
representatives and
attendees learning of City of
Temecula's accomplishments,
budget, development and
future plans at State of the
City event
550
550
550
Healthy and Livable City
Provide Signature
Special Events and
Cultural Opportunities
Number of Pechanga Pu'eska
Mountain Day holiday
attendees and participants
learning of local Pechanga
Culture
1000
1000
1000
Fiscal Year 2015-16 Annual Operating Budget
97
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: ECONOMIC DEVELOPMENT
SERVICES
• Support existing businesses and encourage their
continued prosperity and growth.
• Manage an ongoing marketing/branding
program to attract commercial and industrial
development.
• Manage an ongoing marketing/branding
program to attract entrepreneurs and innovative
startups.
• Administer the business incubator and resource center facility to foster new business formation and
provide resources to new and existing businesses.
• Provide enrichment, education, employment, and resources for youth and young adults.
• Work to attract new industries that bring an enhanced tax base, quality jobs, and new capital into
the community.
• Maintain strong relationships with educational, business, and community leaders to continue to
maximize opportunities.
• Facilitate smooth processing and problem solving for local businesses and businesses looking to
expand in or relocate to Temecula.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Created a City Ambassador Program called Temecula Trekkers to educate the real estate community
on City programs and general local government. (Foster An "Educated Community" Through A Wide
Variety Of Opportunities, Healthy and Livable City)
• Fostered business relationships by visiting 10 local companies a month. (Retention And Expansion Of
Existing Businesses, Economic Prosperity)
• Increased TVE2 Clients to 12. (Retention And Expansion Of Existing Businesses, Economic Prosperity)
• Provided over 100 business related workshops and seminars at TVE2. (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Expanded the City's current internship program to include placement with local businesses. (Foster
An "Educated Community" Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Launched the Future Physicians Leadership Program with UCR. (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Opened The Temecula Higher Education Center (THE Center) at TVE2 (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
98
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: ECONOMIC DEVELOPMENT
OBJECTIVES FOR FISCAL YEAR 2015-16
• Host Quarterly New Business Welcome Events by June 2016. (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Continue to foster business relationships by visiting 10 local companies a month by June 2016.
(Retention And Expansion Of Existing Businesses, Economic Prosperity)
• TVE2 to graduate first class of technology companies by June 2016. (Retention And Expansion Of
Existing Businesses, Economic Prosperity)
• Provide 24 workshops at TVE2 by June 2016. (Foster An "Educated Community" Through A Wide Variety
Of Opportunities, Healthy and Livable City)
• Expand the City's current internship Fellowship program to include an additional 7 paid interns by
September 2015. (Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy and
Livable City)
• Launch The Future Law Leadership Program by September 2015. (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Launch the Youth Entrepreneur Program by September 2015 (Foster An "Educated Community"
Through A Wide Variety Of Opportunities, Healthy and Livable City)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Economic prosperity
Create a Business
Friendly Regulatory
Environment
Number of local business site visits
(to foster business relationships)
100
100
Retention and
Expansion
of Existing Businesses
Number of TVE2 Clients
11
16
Number of graduated TVE2 Clients
N/A
4
2
Healthy and
Livable City
Foster an "Educated
Community" Through a
Wide Variety of
Opportunities
Number of attendees for Temecula
program
25
50
Number of interns
100
100
Number of colleges at College Fair
190
200
Fiscal Year 2015-16 Annual Operating Budget
99
'
the heart of Southern f...
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: HUMAN RESOURCES AND RISK MANAGEMENT
SERVICES
• Benefits—Assist employees in utilizing employer-provided
benefits to enhance their health, wellness, and quality of life.
• Employment — Establish and maintain equitable systems of
classification and compensation, recruitment and selection,
training, and performance management.
• Risk Management — Establish and maintain a safe and healthy
work environment by maintaining: open lines of communication
throughout the organization; compliance with established
federal, state and local regulations; and, best practices in
preventing safety and legal risk.
• Labor & Employee Relations — Facilitate a collaborative,
professional working environment with all represented and
unrepresented staff.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Completed a Citywide compensation study to evaluate staff compensation for external
competitiveness, and internal equity.
• Negotiated a limited reopener Amendment to the Memorandum of Understanding with the City's
General Employees bargaining unit.
• Worked with Management and labor groups to collaboratively complete a Citywide Classification
and Efficiency Study.
• Established a new selection of employee benefit providers based on a market evaluation of
providers offering the best benefit options at the most competitive prices.
• Drafted a Citywide Succession Plan designed to develop and retain City staff.
• Established an annual Executive workshop designed to: provide leadership training; foster
teambuilding; and, to discuss, establish, and evaluate goals, objectives, and related funding.
• Updated the City's Injury and Illness Prevention Program (IIPP) to provide and maintain a safe and
healthful workplace for employees.
• Updated significant sections the City's Safety Policies and Procedures to provide and maintain a safe
and healthful workplace for employees.
• Contracted with an OSHA compliance consultant to analyze the City's current safety approach in an
effort to provide and maintain a safe and healthy workplace for employees.
Fiscal Year 2015-16 Annual Operating Budget
100
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: HUMAN RESOURCES AND RISK MANAGEMENT
OBJECTIVES FOR FISCAL YEAR 2015-16
• Update personnel policies by preparing centralized personnel rules for City Council adoption, and
make available electronically by June 2016. (Provide Transparency To The Public For All Government
Transactions, Accountable and Responsive City Government)
• Update Administrative Guidelines, and make available electronically by June 2016. (Provide
Transparency To The Public For All Government Transactions, Accountable and Responsive City Government)
• Prepare and maintain a Citywide training calendar for employee development and succession
planning by June 2016. (Foster An Organizational Structure That Matches Activity To Demand, Accountable
and Responsive City Government)
• Update the City's Vehicle and Driver Safety Program, Emergency Showers and Eyewash Program, Job
Safety Analysis Program, and Accident Control Program to continue to provide and maintain a safe
and healthful workplace for employees. (Foster An Organizational Structure That Matches Activity To
Demand, Accountable and Responsive City Government)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City Government
Foster an
Organizational
Structure That
Aligns Resources
with Demand
Percentage of management trained to
utilize NeoGOV to manage
recruitment, selection, and
performance management
100%
Percentage of transition of
performance evaluations for
management and confidential staff to
electronic format
(i.e. NeoGOV)
100%
Number of successful recruitments
processed.
115
Provide
Transparency to
the Public For All
Government
Transactions
Percentage of Personnel Policies
updated and made available
electronically
100%
Percentage of Administrative
Guidelines updated and made
available electronically
100%
Fiscal Year 2015-16 Annual Operating Budget
101
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: EMERGENCY MANAGEMENT
SERVICES
Community Emergency Response Team Training
• Implement, monitor, and coordinate California's
Standardized Emergency Management System (SEMS)
within the City as well as the City's Emergency Operations
Center (EOC) in support of public safety and emergency
readiness.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Trained Emergency Operations Center (EOC) staff responsible for specialized positions within an EOC
(e.g. P10) to effectively respond to any emergency.
• Stocked the City's primary and alternate EOC locations with the necessary forms, reference
documents, folders, etc. to be properly prepared in the event of an emergency.
• Held one EOC table top/functional exercise to allow staff to become familiar with procedures,
facilities, and systems used during an actual emergency.
• Inventoried all emergency equipment (e.g. satellite phones, walkie-talkies, radios, etc.) and
established a test schedule to be properly prepared in the event of an emergency.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Stock the City's primary and alternate EOC locations with the necessary equipment to be properly
prepared in the event of an emergency (smocks, phones, radios, etc.). (Minimize The Impact To Life,
Property And The Environment From Natural Hazards And Emergency Situations, A Safe And Prepared
Community)
• Hold one EOC tabletop/functional exercise to allow staff to become familiar with procedures,
facilities, and systems used during an actual emergency. (Minimize The Impact To Life, Property And The
Environment From Natural Hazards And Emergency Situations, A Safe And Prepared Community)
• Provide individualized EOC Section Training for Operations, Planning and Intelligence, Logistics, and
Finance. (Minimize The Impact To Life, Property And The Environment From Natural Hazards And Emergency
Situations, A Safe And Prepared Community)
Fiscal Year 2015-16 Annual Operating Budget
102
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: EMERGENCY MANAGEMENT
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and Prepared Community
Minimize the
Impact to Life,
Property, and the
Environment from
Natural Hazards
and Emergency
Situations
Number of tabletop
functional exercises
provided to allow staff to
become more familiar
with procedures, facilities,
and systems used during
an actual emergency.
N/A
2
1
Percentage of Staff
Trained on Emergency
Management
N/A
75%
85%
Fiscal Year 2015-16 Annual Operating Budget
103
•••e Heart of ,outnern Lafiiornia
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY CLERK
MISSION
The City Clerk's office of the City of Temecula is committed to ethically serving the needs of the citizens
of our community by providing equal access to open and transparent government, ensuring the integrity
of the participatory process, bridging internal and external communication pathways, and enhancing the
public's trust in local government.
ORGANIZATIONAL CHART
CITY CLERK
Randi Johl-Olson
OPEN MEETINGS
ELECTIONS
RECORDS MANAGEMENT
Elections
Fair Political Practices
Commission (FPPC)
Filings
L
Records Services
And
Programs
Legislative
Operations
L
Boards
And
Commissions
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, RECORDS MANAGEMENT AND ELECTIONS
EXPENDITURES BY CATEGORY
Program: City Clerk
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Funding Source: General Fund
2014-15
2013-14 Current
Actuals Budget
646,097 $
22,312
273,628
Proposed Proposed % Change
2015-16 Increase From 14-15
Budget (Decrease) Budget
705,784 $ 704,035 $ (1,749) -0.2%
152,035 35,640 (116,395) -76.6%
263,778 290,239 26,461 10.0%
$ 942,037 $ 1,121,597 $ 1,029,915 $ (91,682) -8.2%
ANALYSIS/COMMENTS
Fiscal Year 2015-16 expenditures are projected to decrease due to less election -related costs as there is
not a General Municipal Election scheduled this fiscal year. Internal Service Fund Allocation costs are
increasing due to the Citywide investment in technology infrastructure.
PERSONNEL ALLOCATION
CITY CLERK
Administrative Assistant
City Clerk
Office Specialist
Records Manager
Grand Total
Adopted
2014-15
1.00
1.00
3.00
1.00
6.00
Changes
Proposed
2015-16
1.00
1.00
3.00
1.00
6.00
Unfunded
2015-16
Fiscal Year 2015-16 Annual Operating Budget
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•••e Heart of ,out'nern Cafiiornia
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, RECORDS MANAGEMENT AND ELECTIONS
SERVICES
• Conduct regular and special general municipal
elections in consolidation with the County of
Riverside for the election of City Council
members and local initiatives, referendums
and recalls.
• Administer Political Reform Act requirements
related to campaign disclosure statements,
conflict of interest filings and AB 1234 ethics
training.
• Administer Brown Act requirements ensuring meetings, agendas, minutes, reports, public notices,
resolutions and ordinances are prepared, posted and published pursuant to law.
• Ensure open and transparent access through records -related services including records
management, retention, and Public Records Act programs.
• Administer boards and commissions program related to vacancies, orientation, commission
handbook and Maddy Act compliance.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Conducted November 4, 2014 General Municipal Election.
• Conducted recruitment to fill vacancy on the City Council.
• Conducted biennial Boards and Commissions training, update Commission Handbook, create and
implement related policy/procedures.
• Conducted biennial review and update of Citywide Conflict of Interest Code per Political Reform Act.
• Conducted Youth In Government Program, created and implemented related policy/procedures.
• Conducted department strategic planning session and learning assessment.
• Created and implemented various policies and procedures for Citywide agenda reports, Boards and
Commissions recruitments and invocations.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement Public Records Act project for enhanced online access to top requested documents.
(Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City
Government)
• Implement annual review/approval process for records programs and related policies/procedures.
(Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City
Government)
• Implement Legislative Advocacy Program and related policy/procedures. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, RECORDS MANAGEMENT AND ELECTIONS
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Sustainable City
Promote Energy
Efficient Operations
and Development
Percentage of Electronic
Delivery of Agenda and
Materials
100%
100%
100%
Number of Electronic
WebQA Requests
669
810
810
Accountable and Responsive City Government
Foster An
Organizational
Structure That Aligns
Resources With
Demands
Percentage of Positions
Cross -Trained for
Departmental Coverage
100%
100%
100%
Provide
Transparency To The
Public For All
Government
Transactions
Percentage of Public
Records Act Requests
Processed In Statutory Time
Period
100%
100%
100%
Number of Annual Conflict
of Interest Filings for
Council, Boards,
Commissions, and
Employees
60
76
76
Percentage of Open
Meeting / Public Notices
Published On or Before
Statutory Time Period
100%
100%
100%
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY ATTORNEY
MISSION
The mission of the City Attorney's Office is to provide quality, timely, and cost-effective legal analysis,
opinion, and advice to the City's elected officials, departments, appointed commissions and boards on a
broad range of legal, administrative, legislative, and procedural matters, including application of
constitutional, statutory, administrative, and local government law. The City Attorney's Office strives to
effectively provide timely research, analysis, evaluation, and drafting of legal and other documents
necessary to the accomplishment of the city's municipal functions and goals. The City Attorney's
mission includes representation of the city in judicial, administrative, and appellate proceedings in an
efficient and cost-effective manner.
ORGANIZATIONAL CHART
CITY ATTORNEY
Peter M. Thorson
CITY
COUNCIL
-s\
l� l
l
CITY MANAGER
Aaron Adams
L 11
Fiscal Year 2015-16 Annual Operating Budget
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(fetitz:„i
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
CITY ATTORNEY
EXPENDITURES BY CATEGORY
Program: City Attorney
Expenditure Summary
Operations & Maintenance
Total
Funding Source:
2013-14
Actuals
476,694
476,694
General Fund
2014-15 Proposed Proposed % Change
Current 2015-16 Increase From 14-15
Budget Budget (Decrease) Budget
$ 741,300 $ 735,726 $ (5,574) -0.8%
$ 741,300 $ 735,726 $ (5,574) -0.8%
SERVICES
• Serves as legal advisor to the City Council, City Manager, and the various City departments,
Commissions, Committees, and Boards.
• Prepares and approves the majority of proposed City ordinances, resolutions, contracts, and other
legal documents.
• Represents the City of Temecula in all litigation.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Provided sound legal counsel to the City Council, City Manager, City Staff, Commissions,
Committees, and Boards on matters concerning the City and administration of City policy.
• Rendered legal advice to City Council and City Staff on City matters in a manner that permitted
timely and appropriate action.
• Reviewed and advised City Staff on court decisions and laws that affect City operations.
• Advised and represented the City on litigation matters.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Provide sound legal counsel to the City Council, City Manager, City Staff, Commissions, Committees,
and Boards on matters concerning the City and administration of City policy. (Provide Transparency To
The Public For All Government Transactions, Accountable and Responsive City Government)
• Render legal advice to City Council and City Staff on City matters in a manner that permits timely
and appropriate action. (Provide Transparency To The Public For All Government Transactions, Accountable
and Responsive City Government)
• Review and advise City Staff on court decisions and laws that affect City operations. (Provide
Transparency To The Public For All Government Transactions, Accountable and Responsible City Government)
• Advise and represent the City on litigation matters. (Provide Transparency To The Public For All
Government Transactions, Accountable and Responsive City Government)
• Review ordinances, resolutions, contracts and agreements. (Provide Transparency To The Public For All
Government Transactions, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
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e Heart of Southern California
Wine County
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FINANCE
MISSION
Primary responsibilities of the Finance Department include cash and investment management, financial
reporting, coordination and preparation of the Annual Operating Budget and Capital Improvement
Program, internal audit, payroll, accounts receivable, financial oversight, business licensing, purchasing
and contracting, financial management of Police, Animal Control and Fire contracts, and administration
of all City funds and accounts.
ORGANIZATIONAL CHART
FINANCE SUPPORT
SERVICES
[
Procurement
I
Debt
Administration
r Animal Control
Contract
Administration
J
Police and Fire
Contract
Administration
FINANCE DIRECTOR
Jennifer Hennessy
BUDGETING
FINANCIAL
REPORTING
l
Ope ating
Five Year Forecasting
General Ledger
Maintenance
/ 1
Annual Reports
Payroll
REVENUE
MANAGEMENT
r 1
Treasury and
Investments
Business License and
Cashier
Grants
Administration
Fiscal Year 2015-16 Annual Operating Budget
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.ie Heart of Southern California
Wine County
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FINANCE
EXPENDITURES BY CATEGORY
Program: Finance
Expenditure Summary
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
Personnel $ 1,548,779 $ 1,642,826 $ 1,537,297 $ (105,529) -6.4%
Operations & Maintenance 131,921 189,065 125,403 (63,662) -33.7%
Internal Service Allocation 478,855 463,346 485,134 21,788 4.7%
Total $ 2,159,554 $ 2,295,237 $ 2,147,834 $ (147,403) -6.4%
Program: Animal Control Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
$ 476,022 $ 464,491 $ 471,808 $ 7,317 1.6%
$ 476,022 $ 464,491 $ 471,808 $ 7,317 1.6%
Operations & Maintenance
Total
ANALYSIS/COMMENTS
Finance: Fiscal Year 2015-16 expenditures are decreasing due to the reassignment of a vacant
management -level position to better align with the workload of the department. Operations and
Maintenance costs are declining due to a one-time consulting expenditure in the prior fiscal year.
Fiscal Year 2015-16 Annual Operating Budget
111
( -‘
.,e Heart of Southern California
Wine County
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
PERSONNEL ALLOCATION
FINANCE
Administrative Assistant
Accountant (Confidential)
Accounting Assistant
Accounting Manager
Accounting Specialist
Accounting Specialist Payroll
Business License Specialist/Cashier
Finance Director
Management Analyst
Purchasing Coordinator!!
Revenue Manager
Senior Debt Analyst
Senior Management Analyst
Grand Total
Adopted
Proposed Unfunded
2014-15 Changes 2015-16 2015-16
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
12.50
1.00
(1.00)
(0.10)
(0.10)
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.40
12.40
SERVICES
• Oversee the citywide coordination of the City's Annual Operating Budget, Capital Improvement
Program, and Five Year Forecast Budgets.
• Manage and develop annual and five year forecasts for City funds and programs, provide oversight
of City's internal controls and manage audit requirements.
• Provide front-line customer service to the public and manage the issuance and renewal of business
licenses for businesses operating within the city limits.
• In accordance with Investment Policy, manage cash and investments focusing on safety and
liquidity, as well as return on investment.
• Prepare Comprehensive Annual Financial Report, Single Audit Reports, State Reports and Quarterly
Financial reports.
• Process Accounts Payable, Accounts Receivable, biweekly Payroll and yearly W-2, 1098 and 1099
reporting.
• Maintain and update general ledger accounts for budget preparation and financial reports.
• Review all City contracts and insurance certificates to ensure compliance with State law, Public
Contract Code and the Temecula Municipal Code.
Fiscal Year 2015-16 Annual Operating Budget
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ie Heart of Southern California
Wine County
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
SERVICES (continued)
• Administer the City's purchasing process in accordance with the Temecula Municipal Code.
• Administer the City's debt obligations, including Community Facility District bonds, Tax Allocation
bonds, and the Financing Lease.
• Coordinate the annual update of the rates and charges of the City's eligible Service Levels.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Assisted in the implementation of the City's new enterprise software, Energov, including
documenting workflows, testing and documenting procedures and assisting customers throughout
the integration process.
• Implemented a new cashiering system to better integrate with the City's new enterprise software
system.
• Streamlined processes related to the Annual Operating Budget process, including the utilization of
technology to download/upload data from the City's accounting system, reducing the need for
manual data entry.
• Received the awards related to the City's Annual Operating Budget, Capital Improvement Program
Budget and Comprehensive Annual Financial Report from the Government Finance Officers'
Association (GFOA) and the California Society of Municipal Finance Officers (CSMFO).
• Began the process of updating the City's Indirect Cost Allocation Plan, to more accurately reflect the
costs of services provided by the City.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement the use of Procurement Cards Citywide by June 2016. (Provide Transparency To The Public
For All Government Transactions, Accountable and Responsive City Government)
• Complete the Indirect Cost Allocation Plan related to the City's Administrative functions by June
2016. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency, Accountable and Responsive City
Government)
• Complete a Fee Study for Development Permit Fees
and Impact Fees by June 2016. (Foster An Organizational
Structure That Aligns Resources With Demands,
Accountable and Responsive City Government)
• Research methods for budget preparation utilizing
existing Eden budgeting by December 2015. (Foster An
Organizational Structure That Aligns Resources With
Demands, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
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ie Heart of Southern California
Wine County
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Automate employee time keeping and implement enhanced cost accounting capabilities within
the City's financial system (Foster An Organizational Structure That Aligns Resources With Demands,
Accountable and Responsive City Government)
• Test and implement a new on-line business license renewal module using the new Energov
software (Foster An Organizational Structure That Aligns Resources With Demands, Accountable and
Responsive City Government)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
g
Accountable and
Responsive City
Government
Maintain Overall Sound
Fiscal Policies to Ensure
Long Term Solvency
Purchase orders processed
2,102
2,000
2,500
Bids processed online
31
80
50
Purchase orders processed
within two days
100%
100%
100%
Provide Transparency to
the Public For All
Government Transactions
Monthly Treasurer's Report
completed and distributed
within 30 days of month-end
100%
100%
100%
Economic
Prosperity
Create a Business Friendly
Regulatory Environment
Number of business license
issued
8,651
8,500
8,700
Number of on-line business
license renewals
3,023
2,000
3,000
Fiscal Year 2015-16 Annual Operating Budget
114
.C711j17
Southern t
Wine Cord:
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
MISSION
Community Development is a multi -disciplinary department providing planning, development services,
Community Development Block Grant (CDBG), and affordable housing to citizens, elected officials,
appointed boards, commissions, and City Departments. The department guarantees all development is
consistent with the General Plan, Municipal Codes, and Building Codes. Community Development
ensures that the goals of the community are met, with regards to health, life safety, public welfare, and
neighborhood preservation. The department also conducts activities related to the winding down of
redevelopment through the Successor Agency to the Temecula Redevelopment Agency.
ORGANIZATIONAL CHART
DIRECTOR OF COMMUNITY
DEVELOPMENT
ARMANDO G. VILLA
CURRENT PLANNING/
PERMIT CENTER
—
BUILDING AND
SAFETY
Inspection Services
r \
Plan Review
Processing
Public
Information
CODE ENFORCEMENT
r \
Nuisance Abatement
r \
Weed Abatement
Sign Abatement
Abandoned Vehicle
Abatement
Y
LONG RANGE
PLANNING
r \
General Plan
Zoning Ordinance
Development
CELLA management
Gran[ Writing/
Administration
Energy Conservation
Programs
Y
SARDA/HOUSING
ROPS/LRPMP
r ti
Affordable Housing
Compliance
Real Estate
Acquisition and
Disposition
1
Grant Writing and
Administration
COMMUNITY
DEVELOPMENT BLOCK
GRANT
'Consolidated Plan\
Implementation
HUD Grant
Administration and
Compliance
ADMINISTRATION
\
Operating Budget
CIP Budget
\ Procurement and
Sub -recipient Contract
Contract Administration
Administration
r \
Public Information
r
Personnel
Fiscal Year 2015-16 Annual Operating Budget
115
Southern C..:
Wine Cow
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
EXPENDITURES BY CATEGORY
Program: Planning
Expenditure Summary
Funding Source:
2013-14
Actuals
Personnel $ 1,348,736
Operations & Maintenance 217,232
Internal Service Allocation 438,678
Total
Program: Building and Safety
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Program: Affordable Housing
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Total
Program: CDBG
Expenditure Summary
Personnel
Operations & Maintenance
Operating Transfer Out
Total
Program: SARDA
Expenditure Summary
Operations and Maintenance
Debt Service - Interest
Debt Service - Principal
Operating Transfer Out - CI P
Total
$ 2,004,646
Funding Source:
2013-14
Actuals
$ 1,206,537
268,311
275,180
$ 1,750,027
Funding Source:
2013-14
Actuals
316,510
51,433
75,038
$ 442,981
Funding Source:
2013-14
Actuals
$ 92,696
71,140
1,193,704
$ 1,357,540
Funding Source:
2013-14
Actuals
$ 1,773,604
4,981,270
249,999
$ 7,004,873
General Fund
2014-15
Current
Budget
$ 1,084,722
376,254
557,576
Proposed Proposed % Change
2015-16 Increase From 14-15
Budget (Decrease) Budget
$ 1,149,930 $ 65,207 6.0%
340,638 (35,616) -9.5%
509,561 (48,015) -8.6%
$ 2,018,552 $ 2,000,129 $ (18,423) -0.9%
General Fund
2014-15
Current
Budget
$ 1,699,495
407,228
310,223
$ 2,416,946
Proposed
2015-16
Budget
$ 1,775,720
336,589
331,960
$ 2,444,269
Intergovernmental Revenue
2014-15
Current
Budget
284,687
197,033
59,644
Proposed
2015-16
Budget
262,042
145,095
47,674
Proposed % Change
Increase From 14-15
(Decrease) Budget
$ 76,225 4.5%
(70,639) -17.3%
21,737 7.0%
$ 27,323 1.1%
Proposed % Change
Increase From 14-15
(Decrease) Budget
$ (22,645) -8.0%
(51,938) -26.4%
(11,970) -20.1%
$ 541,364 $ 454,811 $ (86,553) -16.0%
Intergovernmental Revenue
2014-15
Current
Budget
109,149
123,665
633,320
Proposed
2015-16
Budget
$ 104,548
119,253
957,157
Proposed % Change
Increase From 14-15
(Decrease) Budget
$ (4,601) -4.2%
(4,412) -3.6%
323,837 51.1%
$ 866,134 $ 1,180,958 $ 314,824 36.3%
Intergovernmental Revenue
2014-15
Current
Budget
$ 1,231,000
4,910,533
1,705,000
Proposed
2015-16
Budget
$ 1,250,433
5,429,269
1,775,000
213,873
Proposed
Increase
(Decrease)
$ 19,433
518,736
70,000
213,873
$ 7,846,533 $ 8,668,574 $ 822,041
% Change
From 14-15
Budget
1.6%
10.6%
4.1%
0.0%
10.5%
Fiscal Year 2015-16 Annual Operating Budget
116
1
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
ANALYSIS/COMMENTS
Planning: Fiscal Year 2015-16 expenditures are declining due to reductions in Environmental Review
and Planning Review consulting costs related to development activity.
Building & Safety: Fiscal Year 2015-16 expenditures are increasing due to higher personnel allocations
towards this activity than in the prior year. Consulting services for Plan Check are projected to decrease,
helping to offset the higher personnel costs.
Affordable Housing: Fiscal Year 2015-16 expenditures are declining as a result of less legal services and
consulting services related to real estate transactions. Additionally, less personnel is being allocated to
this function in Fiscal Year 2015-16.
Community Development Block Grant (CDBG): Fiscal Year 2015-16 Operating Transfers Out to the
Capital Improvement Program are increasing to provide funding for the completion of the Sam Hicks
Monument Park Playground Equipment project ($127,338) as well as the Old Town Sidewalks
Improvement Program ($360,000).
SARDA: Fiscal Year 2015-16 expenditures are increasing over the prior fiscal year in accordance with the
debt service schedule and the prior obligations of the former Redevelopment Agency.
Fiscal Year 2015-16 Annual Operating Budget
117
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
PERSONNEL ALLOCATION
COMMUNITY DEVELOPMENT- PLANNING
Adopted
Proposed Unfunded
2014-15 Changes 2015-16 2015-16
Administrative Assistant
Assistant Planner
Associate Planner
Community Development Director
Community Development Technician
Development Processing Coordinator
Senior Management Analyst
Senior Planner
Total
0.50
1.00
1.75
0.50
0.75
0.25
0.50
1.25
6.50
COMMUNITY DEVELOPMENT- BUILDING & SAFETY
Administrative Assistant 0.50
Building Inspector!! 4.00
Building Official 1.00
Code Enforcement Officer! 2.00
Code Enforcement Officer!! 1.00
Community Development Director 0.25
Community Development Technician 2.25
Development Processing Coordinator 0.75
Office Specialist 2.00
Senior Management Analyst 0.50
Total 14.25
CDBG
Associate Planner
Total
0.25
0.25
0.50
0.50
1.00
2.00
0.50
1.00
0.25
0.50
1.25
7.00
0.75
0.75
0.50
4.00
1.00
2.00
1.00
0.25
3.00
0.75
2.00
0.50
15.00
0.85 (0.05) 0.80
0.85 (0.05) 0.80
AFFORDABLE HOUSING
Associate Planner 0.65
Community Development Director 0.25
Senior Planner 0.75
Total 1.65
Grand Total 23.25
(0.20)
(0.20)
1.00
0.45
0.25
0.75
1.45
24.25
Fiscal Year 2015-16 Annual Operating Budget
118
.61,4(1"'s
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER
SERVICES
• Provide development and environmental review services
for development projects.
• Provide planning related analysis and recommendations
to Planning Commission and City Council for issues
related to development applications.
• Process building permits, including initial application, plan
check, issuance, and records retention.
• Guide and educate customers on building permit requirements, and the residential development
code to ensure code compliance and a seamless permitting process for the applicants.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Completed the implementation of EnerGov and trained all department employees on the new
enterprise system.
• Updated the Permit Center Website to include all handouts for the public.
• Successfully processed and issued over 2500 building permits, including over 400 dwelling units.
• Processed all final building permits and plans for records retention within 30 days of completion.
• Processed permits for the construction and opening of several new restaurants including 1909, Tabu
Sushi, Bluewater Grill, Corner Bakery, Burger Lounge, Jersey Mike's, Chipotle, Burgers and Beer, and
Devilicious.
• In conjunction with Code Enforcement, conducted a public workshop for business owners on
signage standards in Old Town.
• Processed permits for approximately 155,000 square feet of medical office space.
• Processed all final building permits for commercial developments including a 10,000 square foot
addition for Costco and O'Reilly's Autoparts.
• Issued building permits for the construction of several residential projects including Paseo del Sol,
Roripaugh Ranch panhandle, The Vineyard, BelVista, and Belle Maison.
• Processed Temecula Valley Hospital major modification to add helistop to the facility.
• Promoted high quality customer service and business friendly services by processing over 50 free
pre -applications for potential development.
• Began development plan review and environmental analysis for new Audi auto dealership.
Fiscal Year 2015-16 Annual Operating Budget
119
c7w1:_i____(;1".._ 1�
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER
OBJECTIVES FOR FISCAL YEAR 2015-16
• Create an online process for selected permits in conjunction with the new permitting software,
EnerGov by June 2016. (Provide transparency to the public for all government transactions: Accountable
and Responsive City Government)
• In coordination with the developer, complete the entitlement process for Altair by December 2015.
(Provide housing for all income types in the community: Accountable and Responsive City Government.)
• In coordination with the developer, complete the entitlement process for a new Audi dealership in
the community by June 2016. (Create a business friendly regulatory environment: Economic
Prosperity.)
• Processed all final building permits and plans for records retention within 30 days of completion.
(Create a business friendly regulatory environment: Economic Prosperity.)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City Government
Provide Transparency
To The Public For All
Government
Transactions
Percentage of all customer requests
responded to within 24 hours
N/A
100%
100%
Percentage of Development Plan
applications processed within 9
months
N/A
85%
90%
Percentage of Major Conditional
Use Permit applications processed
within 12 months
N/A
90%
90%
Percentage of Major Modification
applications processed within 3
months
N/A
85%
90%
Percentage of Notice of Exemption
filings sent to the Riverside County
Recorder within 3 business days of
project approval for CEQA exempt
projects
N/A
100%
100%
Fiscal Year 2015-16 Annual Operating Budget
120
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16 (continued)
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City Government
Provide
Transparency To
The Public For All
Government
Transactions
Percentage of Notice of
Determination filings sent to
the Riverside County Recorder
within 3 business days of
project approval for projects
requiring a Negative
Declaration, Mitigated
Negative Declaration, or
Environmental Impact Report
N/A
100%
100%
Percentage of applicants
receiving approval letter and
Conditions of Approval within
3 business days of project
approval
N/A
100%
100%
Percentage of Building
Department plan checks
completed within 12 business
days for first submittals and
within 7 business days for
subsequent submittals
N/A
100%
100%
Percentage of Land
Development plan checks
completed within 15 business
days for first submittals and
within 10 business days for
subsequent submittals
N/A
100%
100%
Fiscal Year 2015-16 Annual Operating Budget
121
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: BUILDING & SAFETY
SERVICES
• Promote life, health, and fire safety standards adopted through California Building Codes.
• Provide plan examinations and building inspections to applicants seeking to improve their property.
• Facilitate timely and efficient plan check and permitting services for businesses, residents, and
developers, allowing customers to handle development services in one convenient location.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Completed testing and implementation of EnerGov software and hardware including in -vehicle
tablets and permit tracking.
• Reduced average inspection wait time to 48 hours.
• Reduced the average number of inspections to approximately 19 per person per day, to conform to
industry standards.
• Increased public awareness and educated developers by holding two free workshops regarding
California Building Code and Energy Code changes and ADA requirements for business owners.
• Developed and implemented a policy on ground mount solar panels to comply with state legislation.
• Performed approximately 21,000 building inspections, or 1,750 inspections per month.
• Implemented expedited permitting process for photovoltaic permits, pursuant to Assembly Bill 2188
requirements.
• Issued a request for proposals (RFP) for a Citywide ADA Transition Plan.
• Coordinated with Public Works on the inspection of several Capital Improvement Projects including
the Main Street Bridge, Special Needs Park at Margarita Park, Butterfield Stage walls, rehabilitation
of Community Recreation Center pool, Fire Station 73, Old Town Theater remediation, and remodel
of Temecula Community Center.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Coordinate training with permit technicians for the 2013 construction code changes by June 2016.
(Minimize The Impact To Life, Property, And The Environment From Natural Hazards And Emergency
Situations, A Safe and Prepared Community)
• Increase public awareness and educate developers on changes by holding one developer workshop
on California Energy Code changes and ADA regulations by June 2016. (Promote Community
Involvement, Accountable and Responsive City Government)
• Begin first phase of the analysis of City owned facilities and Americans with Disabilities Act
requirements by June 2016. (Minimize The Impact To Life, Property, And The Environment From Natural
Hazards And Emergency Situations, A Safe and Prepared Community)
Fiscal Year 2015-16 Annual Operating Budget
122
].]
Heart of Southern Californ,a
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: BUILDING & SAFETY
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Coordinate with IT to increase the number of permits that can be applied for online through our
Citizen Access Portal by September 2015 (Provide transparency to the public for all government
transactions, Accountable and Responsive City Government)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City
Government
Provide Transparency To
The Public For All
Government
Transactions
Reduction in the amount
of time to complete photo-
voltaic plan checks
N/A
24 hours
24 hours
Number of workshops
provided for active
developers in the City
2
1
2
Foster An Organizational
Structure That Aligns
Resources With
Demands
Number of inspections perN/A
person, per day
23 per
person/day
20 per
person/ day
Length of time customers
must wait for next
available inspection
N/A
48 hours
48 hours
Fiscal Year 2015-16 Annual Operating Budget
123
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CODE ENFORCEMENT
SERVICES
• Provide commercial and residential neighborhood preservation
to ensure a high quality standard of living and sustainability in
communities.
• Identify substandard housing to promote life, health, and safety
standards.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Implemented and trained staff on new software system, EnerGov, and accompanying field
application, iGEnforce.
• Increased public awareness of nuisance and weed abatement issues by providing more public
information on website and brochures.
• Decreased the number of non-operable vehicles in the City with implementation of DMV software.
• Held an ADA compliance workshop for local developers and business owners.
• In conjunction with Planning, conducted a public workshop for signage standards in Old Town.
• Completed Code Enforcement Procedures and Policies Manual.
• Issued a request for proposals for weed abatement services.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Continue to decrease the number of non-operable vehicles in the City with implementation of DMV
software by June 2016. (Minimize The Impact To Life, Property, And The Environment From Natural Hazards
And Emergency Situations, A Safe and Prepared Community)
• Continue to improve the efficiency of the citation process through EnerGov and iGEnforce by June
2016. (Provide transparency to the public for all government transactions, Accountable and Responsive City
Government)
• Continue to increase public awareness of nuisance issues via the City website, social media, and
public outreach by June 2016. (Provide transparency to the public for all government transactions,
Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
124
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CODE ENFORCEMENT
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City
Government
Provide Transparency
To The Public For All
Government
Transactions
Number of brochures created for
common code violations, in order
to create public awareness
N/A
2
2
Percentage reduction of number
of weed abatement cases
N/A
15%
10%
Number of workshops proviided
for active developers and
business owners in the city
3
1
2
Percentage of inquiries followed
up within 24 hours
N/A
100%
100%
A Safe and Prepared Community
Continue To
Aggressively Mitigate
Graffiti And Vandalism
Number of hours for turnaround
time for graffiti abatement
N/A
48
48
Minimize The Impact
To Life, Property, And
The Environment From
Natural Hazards And
Emergency Situations
Percentage of weed abatement
cases successfully resolved prior
to placing a lien on the property
N/A
95%
95%
Percentage of code cases that are
resolved and closed within 3
weeks
N/A
75%
80%
Fiscal Year 2015-16 Annual Operating Budget
125
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
SERVICES
• Provide planning related analysis and
• Provide environmental review services for future
development projects.
• Provide oversight, analysis, and implementation
of the goals of the City's General Plan, to ensure
consistency with the objectives of the City
Council, the community, and economic trends, as
the community matures.
• Conduct legislative analysis and implementation
to maintain compliance with all applicable state
and federal laws.
recommendations to community, City staff, City Commissions
and City Council for issues related to current and future development.
• Engage in all planning processes regarding future development of the City and region.
• Administer solid waste agreement to ensure efficient solid waste removal and recycling.
• Conduct public outreach efforts.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Completed the Housing Element Annual Progress Report.
• Coordinated with Public Works to stripe over 14 miles of bike lanes in the City.
• Coordinated two Household Hazardous Waste and two Citywide cleanups with CR&R.
• Conducted a public workshop and Steering Committee meeting for the Uptown Jefferson Specific
Plan.
• Received annual funding from CalRecycle for $27,603 for investment in City recycling infrastructure.
• Received a merit award from California Trails and Greenways for the City's participation in the
planning of the Murrieta Creek Regional Trail Plan.
• Completed Citywide fiscal land use analysis and Old Town market assessment update.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Complete and adopt the Uptown Jefferson Specific Plan by Summer 2015. (Create A Business Friendly
Regulatory Environment, Economic Prosperity)
• Complete Phase 11 of Multi -Use Trails and Bikeways Master Plan by September 2015. (Connect the City
Through a Series of Trails and Walkways, Transportation Mobility and Connectivity)
• Complete Extension of Time ordinance update by September 2015. (Create a Business Friendly
Regulatory Environment, Economic Prosperity)
Fiscal Year 2015-16 Annual Operating Budget
126
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Hold public workshop for City -owned property on Ynez and Santiago by September 2015. (Promote
Community Involvement, Accountable and Responsive City Government)
• Adopt an Affordable Housing Overlay in accordance with the Housing Element by December 2015.
(Provide Housing For All Income Types In The Community, A Healthy and Livable City)
• Continue to coordinate with Public Works to stripe an additional 10 miles of bike lanes in the City by
June 2016. (Connect The City Through A Series Of Trails And Walkways, Transportation Mobility and
Connectivity)
• Coordinate with Public Works to add sharrows to promote bicycle safety to 10 miles of streets by
June 2016. (Connect The City Through A Series Of Trails And Walkways, Transportation Mobility and
Connectivity)
• Complete the Housing Element Annual Progress Report by June 2016. (Provide Housing For All
Income Types In The Community, A Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
127
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
w
sa
as
.0 >'
H.4-1
3
Q
Promote A "Walkable"
Community
Number of form based
codes developed and
adopted
N/A
1
1
Healthy and Livable
City
Provide Housing For All
Income Types In The
Community
Number of Housing
Element Programs
completed
N/A
5
5
Transportation
Mobility and
Connectivity
Connect The City
Through
A Series Of Trails And
Walkways
Number of miles of bike
lanes striped
5
10
Accountable and
Responsive City
Government
Maintain Overall Sound
Fiscal Policies To Ensure
Long Term Solvency
Number of grants applied
for each year
N/A
2
2
Fiscal Year 2015-16 Annual Operating Budget
128
Q
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: SARDA/HOUSING
SERVICES
• Administer the affordable housing compliance
program to ensure compliance at all affordable
housing developments monitored by the City.
• Identify, negotiate, and enter into funding
agreements for the construction of affordable
housing units.
• Administer the Successor Agency to the Temecula
Redevelopment Agency to wind down the
obligations of the former Temecula
Redevelopment Agency.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Entered into an exclusive negotiating agreement with a developer for the development of the Town
Square Marketplace.
• Entered into a disposition and development agreement with a developer for the development of the
Town Square Marketplace.
• Complied with all requirements of Senate Bill 341 as they relate to the Housing Successor Agency by
June 2015.
• Held a certified Recognized Obligation Payment Schedule (ROPS) for Fiscal Year 14-15A and Fiscal
Year 14-15B.
• Received Housing Related Parks Grant to assist in the funding of the rehabilitation of the Margarita
Special Needs Park.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement all requirements of Senate Bill 341 as they relate to the Housing Successor Agency by
December 2015. (Provide Transparency To The Public For All Government Transactions, Accountable and
Responsive City Government)
• Release a Request for Interest for the use of available affordable housing Tax Allocation Bond
proceeds by September 2015. (Provide Housing For All Income Types In The Community, A Healthy and
Livable City)
• Develop and certify Recognized Obligation Payment Schedule for Fiscal Year 2015-16A and Fiscal
Year 2015-16B. (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency, Accountable and
Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
129
Q
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: SARDA/HOUSING
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Healthy and Livable City
Provide Housing For All
Income Types In The
Community
Number of agreements with an
affordable housing developer for
the use of available Tax
Allocation Bond proceeds
1
1
1
Number of new affordable
housing units assisted
2
60
60
Fiscal Year 2015-16 Annual Operating Budget
130
4.1
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
SERVICES
• Administer the Community Development Block
Grant Program (CDBG) which provides funding for
community based services and capital infrastructure
projects.
• Complete compliance and documentation
requirements for U.S. Department of Housing and
Urban Development.
• Implement the goals of the Federal Community
Development Block Grant program - develop viable
communities by providing decent housing, a
suitable living environment, and opportunities to
expand economic opportunities, principally for low -
and moderate -income persons.
I 1 I ...AM,:
New playground slated for Sam Hicks Park
(Summer 2016)
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Successfully completed the third year as an entitlement community for the CDBG program, receiving
$544,060.
• Completed funding for the renovation of the Temecula Community Center with CDBG funds.
• Funded the rehabilitation of the Sam Hicks Monument Park playground.
• Funded five public service providers including the Fair Housing Council of Riverside County;
Assistance League of the Temecula Valley; Boys & Girls Club of Southwest County; Safe Alternatives
for Everyone, Inc.; and Single Mothers United in Rewarding Fellowship.
• Completed the 2014-15 CDBG Annual Action Plan.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Fund ten public service providers by June 2016 including the Assistance League of California; Boys &
Girls Club of Southwest County; Community Mission of Hope; City of Temecula Just Add One
Program; Fair Housing Council of Riverside County; Safe Alternatives for Everyone; Senior Citizens
Service Center; Single Mothers United in Rewarding Fellowship; Temecula Community Pantry; and
VNW Circle of Care. (Maintain A Safe And Family Oriented Environment, Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
131
ifr
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Fund CIP projects such as the Old Town Sidewalks Improvement Project; Sam Hicks Monument Park
Playground Replacement; Critical Home Maintenance and Repairs Program; and Solar Affordable
Home Program. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive Government)
• Enter into an agreement with a consultant and develop the Consolidated Plan for 2018-2023.
(Provide Transparency to the Public for all Government Transactions, Accountable and Responsive City
Government)
PERFORMANCE MEASURES FOR FISCALL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and
Responsive City
Government
Provide Transparency To
The Public For All
Government Transactions
Number of objectives
completed for the Five -Year
Consolidated Plan
N/A
3
3
Fiscal Year 2015-16 Annual Operating Budget
132
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: ADMINISTRATION
SERVICES
• Review all department contracts to ensure compliance with
public contract code and City Municipal Code and internal
financial policies.
• Manage department purchasing, contract administration and
procurement.
• Provide support to Planning Commission and Old Town Local
Review Board by managing and noticing agendas and reports.
• Prepare Department Annual Operating Budget, Capital
Improvement Program, and Five Year Forecast.
• Provide external agencies with quarterly, monthly, and annual
development and fee reports.
• Liaison to Human Resources for personnel responsibilities such
as recruitment and evaluations.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Worked with Information Technology to complete implementation of EnerGov, and train all
department employees on the new program.
• Developed approved environmental consultant list to improve efficiency of procurement process.
• Cross trained all administrative personnel.
• Prepared balanced department Annual Operating Budget and Capital Improvement Program.
• Completed all employee evaluations within 30 days of the review period.
• In coordination with Economic Development, participated in the City's Grant Subcommittee and
Branding Subcommittee.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Coordinate with IT on the implementation of the Citizens Access Portal to improve customer service
and streamline the permitting and application process. (Create a Business Friendly Regulatory
Environment. Economic Prosperity)
• Prepare balanced department Annual Operating Budget and Capital Improvement Program. (Provide
Transparency to the Public for All Government Transactions, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
133
]]
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: ADMINISTRATION
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Complete all employee evaluations within 30 days of the review period. (Foster an Organizational
Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
• Complete all reports for external agencies on time. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive city Government)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive
City Government
Provide Transparency
To The Public For All
Government
Transactions
Percentage of reports
completed on time for
external agencies
N/A
100%
100%
Percentage of all customer
requests responded to
within 24 hours
N/A
100%
100%
Foster And
Organizational
Structure That Aligns
Resources With
Demands
Percentage of performance
evaluations given within 30
days of the review period
N/A
100%
100%
Fiscal Year 2015-16 Annual Operating Budget
134
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
MISSION
The mission of the Public Works Department is to provide quality services that support the
infrastructure demands of the City of Temecula and enhance the safety, welfare and aesthetic
environment of the residents, businesses and visitors. This is accomplished through the development
and maintenance of City streets, sidewalks, traffic systems, bike lanes, parks, buildings, trails and
drainage facilities; professional engineering oversight of public and private improvement projects; and
implementation of erosion/sediment controls and storm water quality measures.
ORGANIZATIONAL CHART
DIRECTOR OF PUBLIC
WORKS / CITY ENGINEER
Tom Garcia
ENGINEERING
LAND
DEVELOPMENT
Permits and
Development
Inspection
FEMA Project and
Floodplan
Administration
1 I \
Bond Administration
and Map Recordation
\ l
NPDES Compliance
and Inspection
J
Dev mentPtans
Check and Review
Conditions
1 I \
Planning Commission
L J
TRAFFIC
ENGINEERING
J
Traffic/Safety
Commission
J
Speed Surveys
\ l
/ \
Traffic Signal
Maintenance and
Timing
J
Traffic Analysis and
Census
J
Public Service
Requests
I l
•
Traffic Impact
Analysis/Review
I
Traffic Control Plans
J
CAPITAL PROJECTS
ADMINISTRATION
1 \
Project
Development,
Management, and
Inspection
\
Grant Application
and Administration
5 I J
1 \
Plans and
Specifications
Requests for
Proposals and Public
Bidding
5 I
Assessment
and CFD Districts
i,. Measure A and
TUMF
Administration
MAINTENANCE
r
STREET
MAINTENANCE
L J
Asphalt/Concrete
Maintenance
J
Signing/Striping
J
Tree Trimming and
Weed Abatement
Drainage Channels/
Catch Basins
Public Service
Requests and Graffiti
Removal
Special Events and
Emergency Service
Response
J
\ ,-
FACILITY
MAINTENANCE
J L
Building
Maintenance and
Rehab
J
Public Service
Requests J
1 I \
Special Events
and Emergency
Response
J
Fiscal Year 2015-16 Annual Operating Budget
135
\
PARK AND
LANDSCAPE
MAINTENANCE
J
Park/Trail
Maintenance
L J
Median and Slope
Maintenance
Facility Landscape
Maintenance
Plan Check Review
CIP Projects
Special Events and
Emergency Service
Responses
Ass
the Heart of Southern Cal iforne
VA rue Cotj'rr
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
EXPENDITURES BY CATEGORY
Program: Land Development
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 884,464 $ 1,152,812 $ 1,122,904 $ (29,908) -2.6%
Operations & Maintenance 23,410 47,640 40,283 (7,357) -15.4%
Internal Service Allocation 249,293 199,809 267,791 67,982 34.0%
Total
$ 1,157,166 $ 1,400,261 $ 1,430,977 $ 30,716 2.2%
Program: Public Works Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 2,087,949 $ 2,231,440 $ 2,206,009 $ (25,431) -1.1%
Operations & Maintenance 1,787,277 2,354,700 2,294,943 (59,757) -2.5%
Internal Service Allocation 579,958 628,675 762,260 133,585 21.2%
Total $ 4,455,184 $ 5,214,815 $ 5,263,212 $ 48,397 0.9%
Program: OP Administration Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 1,803,768 $ 1,807,978 $ 1,794,833 $ (13,145) -0.7%
Operations & Maintenance 20,155 31,550 32,181 631 2.0%
Internal Service Allocation 319,688 276,917 271,565 (5,352) -1.9%
Total
$ 2,143,611 $ 2,116,445 $ 2,098,579 $ (17,866) -0.8%
Program: Parks Maintenance Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 960,541 $ 972,708 $ 951,788 $ (20,920) -2.2%
Operations & Maintenance 2,561,928 2,529,512 2,648,790 119,278 4.7%
Internal Service Allocation 177,767 240,102 233,981 (6,121) -2.5%
Total
$ 3,700,236 $ 3,742,322 $ 3,834,558 $ 92,237 2.5%
Fiscal Year 2015-16 Annual Operating Budget
136
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
ANALYSIS/COMMENTS
Land Development: Fiscal Year 2015-16 costs are projected to increase as a result of the Technology
Replacement Fund internal service charge, as the City is investing in upgraded technology.
Public Works: Fiscal Year 2015-16 costs are projected to increase as a result of the Technology
Replacement Fund internal service charge, as the City is investing in upgraded technology. Additional
internal service charges are increasing due to the replacement of high mileage vehicles and equipment
in Fiscal Year 2015-16.
CIP Administration: This department reflects the costs of managing the Capital Improvement Program
and is fully reimbursed by the various CIP funding sources.
Parks Maintenance: Fiscal Year 2015-16 costs are increasing due to landscape maintenance, outside
services related to the new splash pad and higher utilities costs.
Fiscal Year 2015-16 Annual Operating Budget
137
the Heart of Southern Californe
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
PERSONNEL ALLOCATION
PUBLIC WORKS- LAND DEVELOPMENT
Administrative Assistant
Associate Engineer
Junior Engineer
Office Specialist
Public Works Director
Public Works Inspector
Senior Engineer
Senior Management Analyst
Senior Public Works Inspector
Special Projects Engineer
Total
Adopted
Proposed Unfunded
2014-15 Changes 2015-16 2015-16
0.25
2.00
1.00
0.60
0.15
0.50
0.90
0.10
0.75
1.00
7.25
0.25
2.00
1.00
0.60
0.15
0.50
0.90
0.10
0.75
1.00
7.25
PUBLIC WORKS
Administrative Assistant 0.40 - 0.40
Assistant Engineer 1.00 - 1.00
Associate Engineer 2.00 - 2.00
Lead Maintenance Worker 4.10 - 4.10
Maintenance Superintendent 1.05 - 1.05
Maintenance Worker 5.00 - 5.00
Office Specialist 1.10 - 1.10
Public Works Director 0.40 - 0.40
Public Works Inspector 0.40 - 0.40
SeniorClPSpecialist 0.20 (0.20)
Senior Engineer 0.10 0.10
Senior Management Analyst 0.40 0.40
Senior Office Specialist 1.00 - 1.00
Senior Public Works Inspector 0.25 - 0.25
Senior Signal Technician 1.00 - 1.00
Signal Technician 1.00 - 1.00
Total 19.40 (0.20) 19.20
Fiscal Year 2015-16 Annual Operating Budget
138
the Heart of Southern Celiforne
Wine C ,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
PERSONNEL ALLOCATION, Continued
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant
Assistant Engineer
Associate Engineer
Construction Manager
Office Specialist
Principal Engineer
Public Works Director
Public Works Inspector
Senior CIP Specialist
Senior Engineer
Senior Management Analyst
Senior Public Works Inspector
Total
Adopted
Proposed Unfunded
2014-15 Changes 2015-16 2015-16
0.30 - 0.30
1.00 - 1.00
3.00 - 3.00
1.00 - 1.00
0.10 - 0.10
1.00 - 1.00
0.25 - 0.25
0.10 - 0.10
0.60 (0.60)
2.00 - 2.00
0.45 - 0.45
2.00 - 2.00
11.80 (0.60) 11.20
PARKS MAINTENANCE
Facility Services Manager 0.50
Landscape Inspector 0.75
Lead Maintenance Worker 2.00
Maintenance Manager 0.95
Maintenance Worker 1.90
Office Specialist 0.50
Park/Landscape Maintenance Supervisor 0.70
Public Works Director 0.10
Senior CIP Specialist 0.20
Senior Landscape Inspector 0.60
Total 8.20
Grand Total 46.65
(0.20)
(0.20)
(1.00)
0.50
0.75
2.00
0.95
1.90
0.50
0.70
0.10
0.60
8.00
45.65
Fiscal Year 2015-16 Annual Operating Budget
139
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: LAND DEVELOPMENT
SERVICES
• Provide plan check and engineering review and approval of parcel maps, subdivision maps and
improvement plans as required by the Subdivision Map Act. Review planning applications to enforce
the implementation of proper mitigation measures, conditions and code requirements. Ensure
National Pollutant Discharge Elimination System (NPDES), Federal Emergency Management Agency
(FEMA) and code compliance with applicable engineering and City standards.
• Provide NPDES engineering reviews, inspections and oversight for the development community to
ensure proper measures are considered during the development (planning/construction) process to
meet State and Federal NPDES regulations and requirements.
• Provide inspection oversight services for private development construction activity for all streets,
drainage facilities, parks and slopes to be included within City right-of-way and maintenance areas.
• Review and issue permits for encroachments into the public right-of-way including private and
public capital improvement construction activities, utility installation, repair work, special events,
haul routes, etc.
• Review of legal descriptions for property transactions and/or right-of-way acquisition, abandonment
and easement requests.
• Provide community outreach and education related to
pollution prevention and water quality management;
specifically, to address and meet NPDES compliance
standards.
• Provide for the administration and management of the
National Pollutant Discharge Elimination System (NPDES)
permit for construction activities and the Municipal
Separate Storm Sewer System (MS4) permit to ensure
compliance with local, state and federal mandates.
1
Fiscal Year 2015-16 Annual Operating Budget
140
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: LAND DEVELOPMENT
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Coordinated efforts with inter -departmental staff to introduce and implement the City's new permit
tracking software system, EngerGov.
• Completed revisions to the "Subdivision" and "Development Plan" Conditions of Approval (COA) for
integration with EnerGov, to improve our development process.
• Commenced the engineering comments for the entitlement process for Ambient Communities'
Altair project.
• Completed the engineering, plan checking, initial inspection and oversight for the development of
the Roripaugh Ranch Skyview Park project, Roripaugh Ranch panhandle developments, Lennar's
Belle Maison project, Halcon Rojo project and various commercial and single family residences.
• Completed the NPDES annual reporting which included the Santa Margarita Region Monitoring
Annual Report and the Jurisdictional Runoff Management Plan (JRMP) as required by the MS4
permit.
• Coordinated efforts with the Regional Water Quality Control Board and the Santa Margarita Region
permittees to enhance trash amendments, monitoring components, technical advisory committee
discussions/actions, prior lawful approval definition, watershed workplan updates and other special
studies as required by the MS4 permit.
• Completed the required annual reports (Nesting Bird/Burrowing Owl Plan, Annual Report and the
Habitat Enhancement Plan) associated with the Streambed Alteration Agreement between the City
and the Department of Fish & Wildlife for long term operations and maintenance.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Completion of the City's storm drain database to ensure efficient record retention by June 2016.
(Minimize The Impact To Life, Property And The Environment From Natural Hazards And Emergency
Situations, A Safe and Prepared Community)
• Study and implement National Pollutant Discharge Elimination System (NPDES) requirements and
fees to improve effectiveness and cost recovery associated with complying with the MS4 permit by
June 2016. (Minimize The Impact To Life, Property And The Environment From Natural Hazards And
Emergency Situations, A Safe and Prepared Community)
• Develop comprehensive written policies, procedures and guidelines to address effective operational
requirements June 2016. (Provide Highly Functional And Sustainable City Facilities And Infrastructure,
Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
141
the Heart of Southern ca iiorna
Wine
ne Caur��
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: LAND DEVELOPMENT
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Completion of annual updates to the Public Works Standards to ensure effective use and
implementation of current standards by June 2016. (Provide Highly Functional And Sustainable City
Facilities And Infrastructure, Accountable and Responsive City Government)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive City Government
Provide Highly
Functional And
Sustainable City
Facilities And
Infrastructure
Percentage of development
reviews completed within the
established Community
Development turn -around time
100%
100%
100%
Percentage of plan checking
reviews completed within the
established City turn -around
time for legal documents, final
maps, Water Quality
Management Plans, grading and
improvement plans.
100%
100%
100%
Percentage of onsite inspections
completed timely and effectively
for private development and
NPDES
100%
100%
100%
Percentage of permits issued
within a reasonable time for
grading, haul routes and
encroachment activities
100%
100%
100%
Percentage of timely assistance
provided to the general public at
the public counter and phone
inquiries
100%
100%
100%
Fiscal Year 2015-16 Annual Operating Budget
142
(ellizatqvg
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: TRAFFIC ENGINEERING
SERVICES
• Ensure neighborhood
and
• Maintain the Intelligent Transportation System (ITS) Network to
provide for the efficient progression of traffic on the City's
primary corridors.
• Conduct an effective preventative maintenance program for
traffic signal and communication equipment to minimize signal
equipment failures.
• Review proposed development plans to ensure consistency
with the City's General Plan, Circulation Element and QLMP
goals.
• Review and respond to citizen requests for traffic control
devices and traffic calming measures; with input from the
Public/Traffic Safety Commission.
school area traffic safety by providing education through the
Neighborhood Traffic Calming Program.
• Monitor traffic conditions and develop proactive measures to provide for the safe and efficient
movement of traffic on City arterials.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• In conjunction with the Office of Traffic Safety completed a citywide evaluation of bicycle and
pedestrian facilities and identified potential improvements to close missing links.
• Assisted in the implementation of bicycle facilities including bike lanes, sharrows and bicycle racks in
Old Town, to promote alternate modes of transportation.
• Implemented traffic calming measures to enhance neighborhood traffic safety.
• Assisted in the development of the circulation plan and roadway cross-sections for the Jefferson
Avenue Specific Plan.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement Bicycle and Pedestrian Safety Improvements by December 2015. (Proactively Address
Traffic Improvements, A Safe and Prepared Community)
• Upgrade Traffic Signal Controllers and Communication Equipment by June 2016. (Provide Functional
And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Utilize the City's Neighborhood Traffic Calming Program to Implement Traffic Calming Measures by
June 2016. (Utilize Effective Traffic Enforcement, Traffic Monitoring, And Planning Processes To Ensure The
Safety Of Temecula Motorists, Transportation Mobility and Connectivity)
Fiscal Year 2015-16 Annual Operating Budget
143
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: TRAFFIC ENGINEERING
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actual
FY
2014-15
Target
FY
2015-16
Target
A Safe and Prepared Community
Proactively Address Traffic
Improvements
Number of days to respond
to citizen generated
investigations
Target: 10 days
6
6
6
Number of minutes to
respond to traffic signal
complaints during business
hours
Target: 1 Hour
30 Min.
30 Min.
30 Min.
Number of hours to respond
to after hour call outs for
traffic signal malfunctions
Target: 2 Hours
1
1
1
Number of neighborhood
traffic calming measures
implemented
Target: 5 per year
3
5
5
Transportation
Mobility and
Connectivity
Utilize Effective Traffic
Enforcement, Traffic
Monitoring And Planning
Process To Ensure Safety Of
Temecula Motorists
Number of days to complete
plan check and reviews of
traffic control plans
Target: 10 Days
6
5
5
Fiscal Year 2015-16 Annual Operating Budget
144
(1.1
e
the Heart of Southern ca iiorna
Wine COV•u,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
SERVICES
• Project management and administration of all activities related to the City's Capital Improvement
Program (CIP) involving design and construction contracts for roadways, bridges, flood control and
drainage improvements, parks, buildings, and other improvements.
• Administration of assessment and special district design and construction projects.
• Coordination with federal, state, regional and local agencies related to design and construction of
CIP projects.
• Application for and administration of funding and grants from federal, state, regional, and local
sources for CIP projects.
• Monitor regional, state, and federal transportation initiatives to ensure City transportation interests
are met.
• Administration of right-of-way acquisitions, including negotiations, appraisal reviews, title and
escrow services, and management of right-of-way consulting services.
Fiscal Year 2015-16 Annual Operating Budget
145
the Heart of Southern (;a4iforoa
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Completed the Renovation of the Temecula Community Center and the Mechanical Renovation (pool
equipment) at the Community Recreation Center (CRC). (Accountable and Responsive City Government)
• Completed the construction of a Special Needs Playground at Margarita Community Park. (Healthy
and Liable City)
• Completed the construction of Pavement Rehabilitation and/or roadway enhancements along
segments of Ynez Road and Rancho California Road, applied Slurry Seal, and Repaired Concrete at
various locations throughout the City. (Transportation Mobility and Connectivity)
• Completed the construction of Pauba Road Sidewalks between east of La Primavera Street and Ynez
Road. (Transportation Mobility and Connectivity and A Sustainable City)
• Initiated construction of the Old Town Theater Remediation. (Accountable and Responsible City
Government)
• Completed the design and initiated construction of Fire Station 73 Living Quarters Upgrade.
(Accountable and Responsible City Government)
• Completed the establishment of the mitigation site for the Pechanga Parkway Environmental
Mitigation project and initiated the five-year maintenance period. (A Sustainable City and Healthy and
Livable City)
• Completed the design of planned pavement rehabilitation projects along several road segments
including, Old Town Front Street, Overland Drive, Temecula Parkway, Ynez Road and Margarita
Road. (Transportation Mobility and Connectivity)
• Completed the design of the old YMCA Repair and Remediation. (Healthy and Livable City)
• Completed the design of the Park and Ride facility on Temecula Parkway at La Paz. (A Sustainable City)
• Completed the sale of portions of three City properties in Old Town to Riverside County Flood
Control (RCFC) for the Murrieta Creek Flood Control project and reached a settlement with one of
the displaced tenants in connection with the Murrieta Creek Bridge and Overland Drive Extension to
Diaz Road. (A Safe and Prepared Community and Transportation Mobility and Connectivity)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Complete the construction of the Old Town Theater Remediation by September 2015. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsible City Government).
Fiscal Year 2015-16 Annual Operating Budget
146
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Complete the construction of Fire Station 73 Living Quarters Upgrade by December 2015. (Provide
Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsible City
Government).
Complete the construction of the old YMCA Repair and Remediation by March 2016. (Promote High
Quality Parks And Recreation And Cultural Services, Healthy and Livable City).
•
• Complete the construction of the Park and Ride facility on Temecula Parkway at La Paz by March
2016. (Encourage Alternative Transportation Options, A Sustainable City).
• Complete the construction of Phase 11 of the Library Parking on Pauba Road by June 2016. (Foster an
"Educated Community" Through a Wide Variety of Opportunities, Healthy and Livable City).
• Complete design and construction of the Sam Hicks Monument Park and Playground Enhancement
by June 2016. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and
Responsible City Government).
• Complete design and initiate construction of the I-15/SR 79 South Interchange Improvements by
March 2016. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and
Responsive City Government)
• Complete the federal environmental document, the right-of-way acquisition, and update the design
of the Murrieta Creek Bridge and Overland Drive Extension to Diaz Road by June 2016. (Connect
Major Commercial Districts through Circulation Improvements, Transportation Mobility and Connectivity)
• Complete the construction of pavement rehabilitation projects for Winchester Road, Old Town Front
Street, Temecula Parkway, and Margarita Road, Phase 1 by June 2016. (Continue To Maintain Local
Roads And Streets, Transportation, Mobility and Connectivity)
• Complete the design and the environmental document for the Flood Control Channel
Reconstruction and Repair for Pala Park by June 2016. (Minimize the Impact to Life, Property, and the
Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Fiscal Year 2015-16 Annual Operating Budget
147
(he Heart of Southern
V9ne
borne
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core Value
Five -Year Long
Term Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Sustainable City
Actively Maintain And
Preserve City Assets And
Infrastructure
Total annual value of
Capital Projects completed
$35,233,000
$25,400,000
$33,040,000
Accountable and Responsive City
Government
Maintain Overall Sound
Fiscal Policies
Projects completed within
budget
11
7
15
Provide Transparency To
The Public For All
Government Transactions
Projects completed on
schedule
11
7
15
Fiscal Year 2015-16 Annual Operating Budget
148
the Heart of Southern Cafiiorna
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: STREET MAINTENANCE
SERVICES
• Provide well maintained right-of-way areas for
the safety and mobility of motorists, bicyclists
and pedestrians, including traffic signing and
striping as directed by the Traffic Engineering
Division.
• Maintain City -owned storm drains, catch basins,
and surface drainage facilities, and monitor
illegal dump areas in support of the City's
NPDES program.
• Proactively mitigate graffiti vandalism from the right-of-way and expedite transmission of relevant
graffiti information to police investigators.
• Respond to emergency situations and natural disasters, provide special event support and perform
weed abatement and litter control.
• Administer the Trees for Temecula Program to replace missing or damaged street trees within
residential neighborhoods.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Slurry sealed and re -striped Stephen Linen Jr. Memorial and Vail Ranch community parks with Public
Works Street Maintenance staff.
• Provided 1,054 hours of overtime for city sponsored events and emergency callouts.
• Created and Implemented new Safety Policies and Procedures for field personnel.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Develop comprehensive written policies, procedures and guidelines to address operational
requirements by June 2016. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency,
Accountable and Responsive City Government)
• Develop and implement a re -striping program for all city facilities and park parking lots by June
2016. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and
Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
149
he Heart of Southern Cefifor
Wine Count,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: STREET MAINTENANCE
PERFORMANCE MEASURES FOR FISCAL YEAR 2014-15
Core
Value
Five -Year Long Term Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Healthy and Livable
City
Maintain A Safe And Family
Oriented Environment
Service order
request / response
716
1,000
'
1,000
Maintain The Natural
Beauty Of The Community
Street trees planted or
replaced
32
24
24
Street trees trimmed
2,972
3,200
3,200
Transportation Mobility
and Connectivity
Continue To Maintain Local
Roads And Streets
Legends stenciled
3,905
3,500
3,500
Street signs replaced,
repaired and installed
2,384
2,000
2,000
Linear Feet of Traffic Lames,
Bike Lanes and Curbs Painted
2 236,471
2,400,000
2,400,000
Centerline miles of street
crack/slurry sealed
22
20
20
Sq. Ft. of asphalt
repairs
91,366
150,000
100,000
A Safe and Prepared
Community
Continue To Aggressively
Mitigate Graffiti And
Vandalism
Sq. Ft. of graffiti removed
from public right -of way
29,397
70,000
70,000
Minimize The Impact To Life,
Property, And The
Environment From Natural
Hazards And Emergency
Situations
Storm drains
inspected/cleaned
2,601
2,700
2,700
Fiscal Year 2015-16 Annual Operating Budget
150
he Heart of Southern (;r4iio
Wine COV•I,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: FACILITY MAINTENANCE
SERVICES
• Administer the maintenance, repairs, and cleaning of all
City -owned or leased buildings and aquatics facilities
through in-house personnel and administration of
outside contract services.
• Manage scheduled inspections and license/permit
requirements associated with the operation of facility
fire prevention and elevator systems, kitchen
equipment, emergency generators, and pool facility
water quality/chemistry systems.
• Respond to routine and emergency work order
requests.
• Provide Council Chamber and meeting set-ups at
various City facilities.
• Provide special event support and day porter services to
ensure a safe and clean environment for all users.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Replaced wood on gym bleachers at the Community Recreation Center. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Upgraded and replaced the pool filtration system at Community Recreation Center. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Installed new exterior doors and hardware at the Community Recreation Center. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Replaced HVAC units at Children's Museum and installed energy management system to control
operations. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and
Responsive City Government)
• Installed proximity key system at Community Recreation Center to improve security. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Major roof repair completed on TVE2 building, including a cool roof final coating. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Renovated Community Recreation Center parking lot, patched damaged areas, sealed entire parking
area, and restriped parking stalls. (Provide Highly Functional And Sustainable City Facilities And
Infrastructure, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
151
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: FACILITY MAINTENANCE
OBJECTIVES FOR FISCAL YEAR 2015-16
• Replace Community Recreation Center pool heater with a high efficiency, low NOx unit by May
2016. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and
Responsive City Government)
• Repaint the interior of Mary Phillips Senior Center by December 2015. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Replace flooring at Mary Phillips Senior Center by February 2016. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Seal and stripe Old Town Community Theater parking lot by December 2015. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Implement lighting and HVAC upgrades at Temecula City Library to improve efficiency per the
energy audit by WRCOG and Southern California Edison by May 2016. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Refurbish maple floor in the gym at Community Recreation Center by January 2016. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Apply a non -slip coating on locker/shower room floors at the Community Recreation Center by
December 2015. (Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable
and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
152
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: FACILITY MAINTENANCE
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Actuals
FY
2015-16
Target
A Sustainable City
Promote Energy
Efficient Operations And
Development
Number of facilities improved
with roofing system
replacements and energy
efficiency upgrades
2
1
1
Number of facility HVAC
system replacements and
energy efficiency upgrades
2
2
1
Number of facility lighting
system replacement and
energy efficiency upgrades
14
3
1
Accountable and Responsive City
Government
Provide Highly
Functional And
Sustainable City
Facilities And
Infrastructure
Number of swimming pool
system repairs, replacements
and upgrades
2
2
2
Number of facility parking lots
repaired and resurfaced
1
1
1
Number of custodial service
order requests/response
24
50
55
Number of facility service and
repair requests/response
400
398
450
Fiscal Year 2015-16 Annual Operating Budget
153
the Heart of southern Cakiioro a
Wine
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: PARKS MAINTENANCE
SERVICES
• Respond to routine and
• Administer the ongoing maintenance, repair and
cleaning of all city parks, trails, open space areas,
landscaped medians and applicable slope areas.
• Coordinate arterial and residential street light repair
requests with Southern California Edison.
• Administer and oversee landscape water use for all city
parks, landscaped medians, applicable slope areas, and
recreation/administrative facility properties.
• Manage the urban forest within City parks, open space
areas, landscaped medians, applicable slope areas, and
recreation/administrative facility properties.
emergency work order requests and provide support services for citywide
programs and special events.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Painted Shade structures, railings, buildings at Patricia H Birdsall Sports Park.
• Repaired and resurfaced the parking lot at the Skate Park in Ronald Reagan Sports Park.
• Repaired and resurfaced eight tennis courts at Temecula Valley High school.
• Prepped and painted support poles for the protective netting in Ronald Regan Sports Park.
• Planted 600 15 gallon trees throughout the Cites Parks and Landscape Service Areas.
• Converted 52,000 square feet of turf area to California friendly drought tolerant landscape.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Convert 100,000 square feet of passive turf to California friendly landscaping (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Repair and resurface the parking lots at various park sites. (Provide Highly Functional And Sustainable
City Facilities And Infrastructure, Accountable and Responsive City Government)
• Replace inefficient irrigation controllers with weather based smart technology irrigation controllers
at various Parks and landscape service areas. (Provide Highly Functional And Sustainable City Facilities
And Infrastructure, Accountable and Responsive City Government)
• Replace Playground structures and safety surfacing at Vail Ranch Park and John Magee Park. (Provide
Highly Functional And Sustainable City Facilities And Infrastructure, Accountable and Responsive City
Government)
Fiscal Year 2015-16 Annual Operating Budget
154
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: PARKS MAINTENANCE
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actual
FY
2014-15
Target
FY
2015-16
Target
A Sustainable City
Promote Energy
Efficient Operations
And Development
Number of irrigation system
efficiency upgrades
2
2
2
Number of city landscaped
areas to be renovated with
drought tolerant "California
Friendly Landscape"
2
2
2
Number of park sites energy
efficiency lighting system
conversions
1
2
2
Healthy and
Livable City
Maintain The Natural
Beauty Of The
Community
Number of trees trimmed in
parks, slopes and medians
2257
3500
3000
Accountable and
Responsive City
Government
Provide Highly
Functional And
Sustainable City
Facilities And
Infrastructure
Number of play structure /
safety surfacing
replacements
0
2
2
Number of city park
rehabilitation and repair
projects
5
5
5
Promote Community
Involvement
Number of service order
requests and responses
271
250
250
Fiscal Year 2015-16 Annual Operating Budget
155
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: TRAFFIC ENGINEERING
MISSION
The Temecula Police Department is tasked with ensuring the safety of our community while maintaining
the outstanding quality of life we all enjoy. The City contracts with the Riverside County Sheriff's
Department for Police services and maintains 100 sworn officers, 19 non -sworn officers (Community
Service Officers), plus an additional 18 administrative support positions. Temecula has two centrally
located storefront police locations, one in Old Town Temecula at the Civic Center, and one in the
Promenade Mall.
ORGANIZATIONAL CHART
POLICE CHIEF
Jeff Kubel
POLICE
ADMINISTRATION
r.
INVESTIGATIONS /
SPECIAL TEAMS
Administrative
Support
Detectives
Special Enforcement
Team
Problem Oriented
Policing Team
C
Volunteers
Fiscal Year 2015-16 Annual Operating Budget
TRAFFIC
ENFORCEMENT
/ 1
School Resource
Officers
156
f
PATROL SERVICES
J
C Patrol Officers D
Patrol CSOs
K-9 Officer
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
EXPENDITURES BY CATEGORY
Program: Police
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Al location
Capital Outlay
Total
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 157,476 $ 159,206 $ 123,655 $ (35,551) -22.3%
22,117,401 23,341,887 25,222,594 1,880,707 8.1%
304,229 378,093 319,671 (58,422) -15.5%
25,775 8,591 28,700 20,109 234.1%
$22,604,881 $23,887,777 $25,694,620 $ 1,806,843 7.6%
ANALYSIS/COMMENTS
Fiscal Year 2015-16 expenditures are projected to increase by nearly 8% due to higher Police contractual
costs related to Riverside County employee labor agreements and the implementation of a new
communications system. Personnel and service levels are projected to remain constant, with 100 sworn
officers and 19 Community Service Officers (non -sworn).
Fiscal Year 2015-16 Annual Operating Budget
157
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
PERSONNEL ALLOCATION
POLICE (City Positions)
Senior Management Analyst
Total
POLICE (Contracted Positions)
Chief of Police
Lieutenant
Sergeant
Patrol Officers
Gang Task Force Officer
Mall Officers
Traffic Accident Investigators
Traffic Motorcycle Officers
K9 Officers
Special Enforcement Team Officers
Problem Oriented Policing Team Officers
Narcotics Task Force Officer
School Resource Officers
Youth Action Team (YAT) Officer
Investigators
Total Sworn Officers
Community Service Officers
Supervising Office Assistant
Office Assistant
Supervising Accounting Technican
Administrative Analyst
Senior Administrative Analyst
Accounting Technican
Sheriff's Service Officer
Total Non -Sworn Personnel
Grand Total
Adopted Proposed Unfunded
2014-15 Changes 2015-16 2015-16
0.50 (0.12) 0.38
0.50 (0.12) 0.38
1.00
5.00
13.00
37.00
1.00
4.00
4.00
10.00
2.00
5.00
4.00
1.00
5.00
1.00
7.00
100.00
19.00
1.00
9.00
1.00
1.00
1.00
1.00
2.00
35.00
1.00
5.00
13.00
37.00
1.00
4.00
4.00
10.00
2.00
5.00
4.00
1.00
5.00
1.00
7.00
1.00
1.00
1.00
100.00 3.00
19.00
1.00
9.00
1.00
1.00
1.00
1.00
2.00
2.00
35.00 2.00
135.50 (0.12) 135.38 5.00
Fiscal Year 2015-16 Annual Operating Budget
158
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
SERVICES
• Manage personnel and operations at two storefront locations and the Southwest Station.
• Coordinate with Human Resources to ensure effective deployment of personnel.
• Prepare annual budgets and ensure sufficient funds are allocated for equipment and operations.
• Coordinate station logistics, ensuring tracking of all equipment, property and evidence.
• Oversee law enforcement aspects of city held special events.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Updated and installed all of the Investigations Computers to ensure they are capable of the
demanding workload and are working efficiently.
• Installed new systems furniture for management to promote a more efficient work environment.
• Purchased station satellite phones for use in catastrophic events when cellular service is not
available.
• Updated the Logistics Office furniture for increased storage and work efficiency.
• Updated and installed a new multi -media system for the station briefing room to provide on-going
training and other presentations.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Install perimeter security fencing around Police Station by September 2015. (Provide Highly Functional
And Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Expand unit and staff parking at Police Station by September 2015. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable and Responsive City Government)
• Evaluate the need for crowd control barriers for special events by December 2015. (Maintain A Safe
And Family Oriented Environment, Healthy and Livable City)
• Replace and install additional outside storage lockers for police officers. Estimated completion date
of September 2015. (Provide Highly Functional And Sustainable City Facilities And Infrastructure,
Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
159
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and
Responsive City
Government
Promote Community
Involvement
Number of fingerprint "Live
scans" taken at the mall
1750
1850
1900
A Safe and
Prepared
Community
Remain Within The
Federal Ranking Of The
Top 25 Safest Cities
Percentage of management
team with Advanced Incident
Command System training
4
5
6
Fiscal Year 2015-16 Annual Operating Budget
160
(i
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: INVESTIGATIONS /SPECIAL TEAMS
SERVICES
• Provide specialized enforcement related to gangs, narcotics, crime trends, vice, and quality of life
issues.
• Develop and implement anti -graffiti programs and operations.
• Follow up on investigations initiated through patrol calls for service.
• Supervise and perform compliance enforcement of sex registrants.
• Develop and implement community outreach programs including crime prevention and youth
education.
• Prepare and perform business liaison programs and presentations.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Supervised and performed compliance enforcement of sex registrants. Supervised and performed
multiple sex registrant compliance checks of current registrants in the city which led to the
enforcement of 5 violations.
• Utilized anti -theft tracking devices for special operations on an ongoing basis. Deployed anti -theft
tracking devices for a total of 40 days netting 6 felony arrests for theft.
• Focused on quality of life crimes as a part of the City's responsible compassion program to address
homelessness. Completed highway off -ramp operation utilizing a coordinated effort between TPD,
CHP and Caltrans to address off -ramp panhandling which resulted in excess of 100 citations.
• Performed undercover prostitution mitigation stings quarterly. Multiple operations have netted 25
arrests for prostitution and the solicitation of prostitution.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Conduct quarterly programs aimed at ensuring
compliance with State and Court requirements for
sex registrants, PRCS/AB-109 released inmates,
probationers and parolees. (Remain Within The
Federal Ranking Of The Top 25 Safest Cities, A Safe and
Prepared Community)
• Expand and increase the Temecula Police
Department's Volunteer Program through
enhanced training, expanded tasking and increased
community involvement in community based events equating to more hours donated to the city of
Temecula by June 2016. (Maintain A Safe And Family Friendly Environment, Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
161
(i
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: INVESTIGATIONS /SPECIAL TEAMS
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Utilize Temecula Police Department's Community Services Division to provide community outreach
programs to include community safety expos, crime prevention seminars, and youth
leadership/accountability programs by June 2016. (Maintain A Safe And Family Friendly Environment,
Healthy and Livable City)
• Perform quarterly programs to address both civil and criminal violations related to massage parlor
establishments ensuring ethical business practices by June 2016. (Maintain A Safe And Family Friendly
Environment, Healthy and Livable City)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and
Prepared
Community
Remain Within The
Federal Ranking Of The
Top 25 Safest Cities
Number of crime free
housing checks
393
360
450
Healthy and
Livable City
Maintain A Safe And
Family Oriented
Environment
Number of cases closed by
investigations unit
841
800
800
Fiscal Year 2015-16 Annual Operating Budget
162
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: TRAFFIC ENFORCEMENT
SERVICES
• Maintain the safe flow of traffic and perform investigations of traffic collisions.
• Ensure the safety of Temecula streets through the enforcement of all traffic laws.
• Work with Traffic Engineering to analyze traffic flow and assist with developing methods to achieve
the safe and efficient movement of traffic on Temecula roadways.
• Provide rapid deployment for critical incidents.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Implemented policy and test phase for the deployment of tactical patrol rifles for motorcycle
officers.
• Partnered with non-profit agencies such as MADD and PAL as well as TVUSD, which will provide over
16 traffic safety presentations.
• Trained staff on the use, and implementation of new traffic collision investigation technology.
• Started re-evaluation of motorcycle enforcement operability and design.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Develop policy and implementation of deployment of tactical patrol rifles for motorcycle officers by
February 2016. (Minimize The Impact To Life, Property And The Environment From Natural Hazards And
Emergency Situations, A Safe and Prepared Community)
• Continue to partner with non-profit agencies such as MADD and PAL as well as TVUSD to provide at
least eight traffic safety presentations by June 2016. (Encourage Community Participation In Public Safety
And Emergency Preparedness, A Safe and Prepared Community)
• Continue to provide enforcement and education with the goal of reducing overall traffic collisions by
2% by June 2015. (Utilize Effective Traffic Enforcement, Traffic Monitoring And Planning Processes To Ensure
The Safety Of Temecula Motorists, Transportation Mobility and Connectivity)
• Train staff on the use, and implement new traffic collision investigation technology by October 2015.
(Utilize Effective Traffic Enforcement, Traffic Monitoring And Planning Processes To Ensure The Safety Of
Temecula Motorists, Transportation Mobility and Connectivity)
Fiscal Year 2015-16 Annual Operating Budget
163
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: TRAFFIC ENFORCEMENT
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Transportation Mobility
and Connectivity
Utilize Effective Traffic
Enforcement, Monitoring
And Planning Processes To
Ensure The Safety Of
Temecula Motorists
Number of commercial
vehicle enforcement
inspections
665
668
671
Number of traffic collision
investigations
876
841
851
Healthy and
Livable City
Maintain A Safe And Family
Oriented Environment
Number of high visibility/
traffic checkpoints
9
11
12
Fiscal Year 2015-16 Annual Operating Budget
164
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: PATROL SERVICES
SERVICES
• Utilize two K9 Teams to aid in the search of drugs, persons, and buildings.
• Serve as first responders for criminal calls and calls for service.
• Evaluate and report quality of life issues which include graffiti, vandalism, and disturbing the peace.
• Provide high visibility patrol throughout the City and interact with the community.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Conducted ongoing training related to missing persons and Alzheimer's patient recovery,
incorporating local agencies and volunteers.
• Conducted comprehensive Active Shooter training for all personnel at a high value target in the City
of Temecula.
• Completed building clearing composite tactical training for all sworn personnel.
• Coordinated "Coffee with a Cop" community outreach events throughout the City.
OBJECTIVES FOR FISCAL YEAR 2015-16
• Train and outfit mobile field force with a civil unrest munitions program by April 2016. (Minimize The
Impact To Life, Property, And The Environment From Natural Hazards And Emergency Situations, A Safe and
Prepared Community)
• Apply for funding to procure GPS locating systems for high risk special needs individuals by
December 2015. (Foster An Organizational Structure That Aligns Resources With Demands, Accountable And
Responsive City Government)
• Conduct vehicle stop and pedestrian check composite tactical force options training for all sworn
personnel by June 2015. (Minimize The Impact To Life, Property, And The Environment From Natural
Hazards And Emergency Situations, A Safe And Prepared Community)
• Identify and train specific personnel on how to
identify potential terrorist targets within our
Area of Responsibility (AOR) and maintain
current training requirements by December
2015. (Maintain A Safe And Family Friendly
Environment, Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
165
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
POLICE
DIVISION/PROGRAM: PATROL SERVICES
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and Prepared
Community
Minimize The Impact To
Life, Property And The
Environment From Natural
Hazards And Emergency
Situations
Percentage of CSO's trained in
the operation and set up of
the Mobile Command Post
60%
75%
80%
Remain Within The Federal
Ranking Of The Top 25
Safest Cities
Percentage of patrol officers
maintaining 24 hour
perishable skills training
95%
100%
100%
Healthy and
Livable City
Maintain A Safe And Family
Oriented Environment
Number of overall calls for
Police service
85,514
87,083
88,000
Fiscal Year 2015-16 Annual Operating Budget
166
3,
The Heart of Souther,
w
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
MISSION
The Temecula Fire Department maintains the highest levels of fire and disaster preparedness,
prevention, and community involvement in order to ensure the safety of both our residents and visitors
of Temecula. The City of Temecula contracts with the CAL FIRE/Riverside County Fire Department for Fire
services. The Temecula Fire Department provides both Emergency Operation and Fire Prevention
services. Fire Department Emergency Operations provides comprehensive emergency services utilizing a
highly trained work force, progressive technology and modern equipment to provide fire and paramedic
services. Fire Prevention involves conducting public information and education programs that emphasize
fire and life safety and have a strong focus on fire prevention, determining the origin and cause of all
fires, and enforcing all applicable building fire codes, regulations and standards.
ORGANIZATIONAL CHART
C
DIVISION CHIEF
TEMECULA FIRE CHIEF
Curtis Brown
FIRE PREVENTION
C Information and
Education
Planning and
Engineering
CEnforcement
/ 1
Inspection Services
Permit Issuance
Fiscal Year 2015-16 Annual Operating Budget
167
EMERGENCY
OPERATIONS
( Fire Suppression
r 1
Emergency Medical
Services
� I
All Risk Responses
I J
r 1
Non -Response
Activities
r 1
Temecula Citizen
Corps
411111,
I
The Heart of Souther,
w.
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
EXPENDITURES BY CATEGORY
Program: Fire
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Al location
Capital Outlay
Total
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 308,287 $ 328,391 $ 332,087 $ 3,696 1.1%
4,458,346 4,822,059 5,671,820 849,762 17.6%
251,393 309,682 283,683 (25,999) -8.4%
24,298 - - 0.0%
$ 5,042,325 $ 5,460,132 $ 6,287,590 $ 827,458 15.2%
ANALYSIS/COMMENTS
The City contracts with Cal Fire, through Riverside County, to deliver Fire Services to the community.
Contract costs for Fiscal Year 2015-16 are projected to increase due to anticipated negotiated salary and
benefit increases for Fire personnel. Labor negotiations begin in July 2015, so the actual increase is
unknown at this time. Riverside County provided a range of potential cost increases, and the City chose
a mid -point between the County's best case and worst case scenarios.
Fiscal Year 2015-16 Annual Operating Budget
168
The Heart of S,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
PERSONNEL ALLOCATION
FIRE (City Personnel)
Administrative Assistant
Building Inspector!!
Senior Office Specialist
Community Development Technician -Fire
Total
FIRE (Contracted Personnel)
Division Chief
Battalion Chief
Fire Captain
Fire Captain Medic
Fire Engineer
Fire Engineer Medic
Fire Fighter!!
Fire Fighter!! Medic
Fire Safety Supervisor
Fire Safety Specialist
Total
Grand Total
Adopted
2014-15 Changes
1.00
1.00
1.00
3.00
1.00
2.00
13.00
1.00
10.00
5.00
14.00
13.00
1.00
2.00
62.00
65.00
Proposed Unfunded
2015-16 2015-16
1.00
1.00
(1.00)
1.00 1.00
3.00
1.00
2.00
13.00
1.00
10.00
5.00
14.00
13.00
1.00
2.00
62.00
65.00
Fiscal Year 2015-16 Annual Operating Budget
169
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
DIVISION/PROGRAM: FIRE PREVENTION
SERVICES
• Perform plan check and inspections of businesses and new construction to ensure fire safety code
compliance.
• Educate the public in fire safety and prevention strategies.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Transitioned to the new Energov permitting software successfully. (Minimize The Impact To Life,
Property And The Environment From Natural Hazards And Emergency Situations, A Safe And
Prepared Community)
• Upgraded an Office Specialist position to a Community Development Technician for the Fire
Department in order to provide customer support at the fire counter. (Minimize The Impact To Life,
Property And The Environment From Natural Hazards And Emergency Situations, A Safe And
Prepared Community)
• Began researching the implementation of an Annual Fire Inspection Program in order to
provide fire and life safety inspections to all businesses in the City. (Minimize The Impact To
Life, Property And The Environment From Natural Hazards And Emergency Situations, A Safe And
Prepared Community)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Implement an Annual fee based Fire Inspection Program in order to provide fire and life
safety inspections to all businesses in the City by June 2016. (Minimize The Impact To Life,
Property And The Environment From Natural Hazards And Emergency Situations, A Safe And
Prepared Community)
• Inspect all State Fire Marshal regulated facilities on an annual basis for fire and life safety by
June 2016. (Minimize The Impact To Life, Property And The Environment From Natural Hazards And
Emergency Situations, A Safe And Prepared Community)
• Continue interaction with the Energov team in order to provide better customer service including E
plan review by January 2016. (Minimize The Impact To Life, Property And The Environment From
Natural Hazards And Emergency Situations, A Safe And Prepared Community)
• Provide in depth inspections of new construction projects and tenant improvements within 24-48
hours of inspection request. (Minimize The Impact To Life, Property And The Environment From
Natural Hazards And Emergency Situations, A Safe And Prepared Community)
• Attend and participate in public safety fairs and community events. (Encourage community
participation in public safety and emergency preparedness. A Safe And Prepared Community)
Fiscal Year 2015-16 Annual Operating Budget
170
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
DIVISION/PROGRAM: FIRE PREVENTION
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16:
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and Prepared
Community
Minimize The Impact To
Life, Property, And The
Environment From
Natural Hazards And
Emergency Situations
Number of Fire Department
Plan Reviews Performed
2576
2600
2600
A Safe and Prepared
Community
Minimize The Impact To
Life, Property, And The
Environment From
Natural Hazards And
Emergency Situations
Number of Fire Department
New Construction & Tenant
Improvement Inspections
Performed
3144
2800
2800
Fiscal Year 2015-16 Annual Operating Budget
171
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
DIVISION/PROGRAM: EMERGENCY OPERATIONS
SERVICES
• Serve as first responders for all emergency calls for service within the City.
• Provide CPR/AED, Health Care Provider, and First Aid certification training.
• Oversee the Temecula Citizen Corps Emergency Response Team Program.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Began remodel and construction phase of Fire Station 73. (Provide Highly Functional And Sustainable
City Facilities And Infrastructure, Accountable And Responsive City Government)
• Trained and certified local hospitals and medical facilities in Advanced Cardiac Life Support (ACLS),
Pediatric Advanced Life Support (PALS) and Cardio Pulmonary Resuscitation (CPR). (Minimize The
Impact To Life, Property, And The Environment From Natural Hazards And Emergency Situations, A Safe and
Prepared Community)
• Utilized the Temecula Citizen Corps to help support City funded events like 4th of July, the Rod Run
and Race for the Cure. (Encourage Community Participation In Public Safety And Emergency Preparedness,
A Safe And Prepared Community)
• Began the development phase of a cost effective and efficient Emergency Operations Center (EOC).
(Minimize The Impact To Life, Property, And The Environment From Natural Hazards And Emergency
Situations, A Safe And Prepared Community)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Maintain five minute service levels to all calls within the City 90% of the time. (Minimize The
Impact To Life, Property, And The Environment From Natural Hazards And Emergency Situations,
A Safe And Prepared Community)
• Initiate ALS patient care within five to six minutes. (Minimize The Impact To Life, Property, And
The Environment From Natural Hazards And Emergency Situations, A Safe And Prepared
Community)
• Retain four person staffing on all City engine and truck companies. (Minimize The Impact To
Life, Property, And The Environment From Natural Hazards And Emergency Situations, A Safe
And Prepared Community)
• Uphold appropriate training levels, fire performance standards and EMS certifications. (Minimize
The Impact To Life, Property, And The Environment From Natural Hazards And Emergency Situations, A
Safe And Prepared Community)
• Supply the Paramedic Squads with equipment to be utilized as a Mass Casualty Incident Vehicle.
(Minimize The Impact To Life, Property, And The Environment From Natural Hazards And
Emergency Situations, A Safe And Prepared Community)
• Purchase and equip EMS support vehicles for special events throughout the City. (Minimize The
Impact To Life, Property, And The Environment From Natural Hazards And Emergency Situations,
A Safe And Prepared Community)
Fiscal Year 2015-16 Annual Operating Budget
172
he Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
FIRE
DIVISION/PROGRAM: EMERGENCY OPERATIONS
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and Prepared Community
Minimize The Impact To
Life, Property, And The
Environment From
Natural Hazards And
Emergency Situations
Average response time to
city emergency incidents
4 min
5 min
5 min
Encourage Community
Participation In Public
Safety And Emergency
Preparedness
Number of citizens
trained in CPR, First Aid
and Healthcare provider
CPR
884
980
980
Number of citizens
trained in Community
Emergency Response
Team training (CERT)
120
150
150
Fiscal Year 2015-16 Annual Operating Budget
173
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
MISSION
Provide programs that educate, entertain and enrich the community. Host exceptional special events
that foster a sense of community and pride for our residents, and raise the City's profile as a tourism
destination. Arrange for services and programs to support at -risk populations, including seniors,
veterans, teens, and those with special needs.
ORGANIZATIONAL CHART
L
DIRECTOR OF TEMECULA
COMMUNITY SERVICES
DISTRICT
Kevin L. Hawkins
1
ATHLETICS
COMMUNITY
SERVICES
COMMUNITY
TH EATER
MUSEUMS
HUMAN
SERVICES
Old Town Events
Signature Events
\ J
Youth Sports
Public Art / Cultural
Art Events
Tournaments/ Field
Rentals
J
Park Rangers
.1
Recreation
Programming
Contract Classes
1 1
Library Services
J
1 1
Park Development
I J
1 1
Sister City
Performances
Children's Museum
Cultural Arts
Outreach
History Museum
Special Needs
Seniors and Active
Adults
\ J
Fiscal Year 2015-16 Annual Operating Budget
174
The Heart of Southern Califorrt
Wine G„^.,.,
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
EXPENDITURES BY CATEGORY
Program: Community Services
CITYWIDE OPERATIONS
Expenditure Summary
Personnel
Operations & Maintenance
Internal Service Allocation
Capital Outlay
SERVICE LEVEL 8
Expenditure Summary
Personnel
Operations & Maintenance
SERVICE LEVEL C
Expenditure Summary
Personnel
Operations & Maintenance
SERVICE LEVEL D
Expenditure Summary
Personnel
Operations & Maintenance
SERVICE LEVEL R
Expenditure Summary
Operations & Maintenance
Funding Source:
2014-15
2013-14 Current
Actuals Budget
$ 4,641,119 $ 4,653,850
2,729,673 2,953,015
926,654 819,290
20,997 -
$ 8,318,443
2013-14
Actuals
$ 11,040
994,740
$1,005,779
2013-14
Actuals
$ 120,379
1,558,010
$1,678,389
2013-14
Actuals
$ 94,087
6,630,695
$ 6,724,782
2013-14
Actuals
$ 1,772
$ 1,772
Special Tax
Benefit Assessments
General Fund
Proposed
2015-16
Budget
$ 4,917,137
2,940,902
1,078,324
Projected %Change
Increase From 14-15
(Decrease) Budget
$ 263,287 5.7%
(12,113) -0.4%
259,034 31.6%
0.0%
$ 8,426,155 $ 8,936,363 $ 510,208 6.1%
2014-15
Current
Budget
10,987
1,001,100
1,012,087
2014-15
Current
Budget
$ 121,399
$ 1,955,027
$ 2,076,426
2014-15
Current
Budget
96,309
6,707,606
6,803,915
2014-15
Current
Budget
Proposed
2015-16
Budget
$ 11,150
1,021,122
Projected %Change
Increase From 14-15
(Decrease) Budget
$ 163 1.5%
20,022 2.0%
$ 1,032,272 $ 20,185 2.0%
Proposed
2015-16
Budget
$ 120,698
$ 1,662,266
$ 1,782,963
Proposed
2015-16
Budget
Projected %Change
Increase From 14-15
(Decrease) Budget
$ (701) -0.6%
(292,761) -15.0%
$ (293,463) -14.1%
Projected %Change
Increase From 14-15
(Decrease) Budget
$ 98,014 $ 1,705 1.8%
7,090,823 383,217 5.7%
$ 7,188,836 $ 384,921 5.7%
Proposed
2015-16
Budget
9,650 $ 9,843
9,650 $ 9,843
Projected %Change
Increase From 14-15
(Decrease) Budget
$ 193 2.0%
$ 193 2.0%
Fiscal Year 2015-16 Annual Operating Budget
175
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
EXPENDITURES BY CATEGORY, Continued
SERVICE LEVEL L
Expenditure Summary
Personnel
Operations & Maintenance
LIBRARY
2014-15 Proposed Projected %Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 22,847 $ 22,754 $ 22,359 $ (395) -1.7%
204,262 217,900 222,258 $ 4,358 2.0%
$ 227,110 $ 240,654 $ 244,617 $ 3,963 1.6%
2014-15 Proposed Projected %Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel $ 53,116 $ 57,313 $ 48,701 $ (8,612) -15.0%
Operations & Maintenance 424,365 473,136 486,879 13,743 2.9%
Internal Service Allocation 253,881 367,602 324,397 (43,205) -11.8%
INTERN FELLOWSHIP PROGRAM
Expenditure Summary
Personnel
Operations & Maintenance
$ 731,363 $ 898,051 $ 859,976 $ (38,075) -4.2%
2014-15 Proposed Projected %Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 14,343 $ 12,000 $ 19,645 $ 7,645 63.7%
0.0%
$ 14,343 $ 12,000 $ 19,645 $ 7,645 63.7%
ANALYSIS/COMMENTS
TCSD Citywide Operations: Fiscal Year 2015-16 expenditures are increasing due to personnel costs, as a
result of a vacant manager position in the comparison year, as well as higher internal service fund
allocations related to Information Technology. TCSD service levels and events are projected to remain
constant to the prior fiscal year.
Service Level B - Residential Street Lighting: Expenditures are projected to increase due to higher
utility costs.
Service Level C- Landscape/Slope Maintenance: Expenditures are projected to decrease due to less
tree trimming costs.
Service Level D - Recycling/Refuse Collection: Expenditures are projected to increase due to the
franchise agreement, which includes inflationary adjustments as well as the implementation of a new
organic waste program at CR&R, this City's waste hauler.
Fiscal Year 2015-16 Annual Operating Budget
176
City of Temecula
Fiscal Year 2015-16
the Heart ofSouSi+emCrkiinE Annual Operating Budget
Country
TEMECULA COMMUNITY SERVICES DISTRICT
Service Level R — Unpaved Road Maintenance: Expenditures are increasing slightly due to an
inflationary adjustment to street maintenance costs.
Service Level L— Harveston Lake Park Maintenance: Expenditures are increasing slightly due to an
inflationary adjustment to maintenance and utility costs.
Library: Expenditures are decreasing due to lower internal service allocation charges due to the change
in useful life of the assets allocated to the Library.
Intern Fellowship Program: Expenditures are projected to increase slightly as this program continues to
grow and expand. In Fiscal Year 2015-16 this program is being augmented with federal grant funds
through the Community Development Block Grant program.
Fiscal Year 2015-16 Annual Operating Budget
177
des
the Heart of Southern Califorrt
Wine
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
PERSONNEL ALLOCATION
PARKS AND RECREATION
Administrative Assistant
Aquatics Supervisor
Custodian
Director of Community Services
Lead Maintenance Worker
Maintenance Superintendent
Maintenance Worker
Museum Services Manager
Office Specialist
Park Ranger
Patron Services Coordinator
Recreation Coordinator
Recreation Superintendent
Recreation Supervisor
Senior Management Analyst
Senior Recreation Coordinator
Theater Manager
Theater Technical Coordinator
Theater Technical Supervisor
Total
Adopted
2014-15 Changes
1.00
1.00
1.00
1.00
1.00
0.35
1.35
1.00
3.00
2.00
1.00
1.00
1.00
7.00
1.00
2.00
1.00
1.00
1.00
28.70
Proposed Unfunded
2015-16
2015-16
1.00
1.00
1.00
1.00
1.00
0.35
1.35
1.00
3.00
2.00
1.00
1.00
1.00
7.00
1.00
2.00
1.00
1.00
1.00
28.70
1.00
1.00
2.00
SERVICE LEVEL B
Office Specialist 0.15 - 0.15
Total 0.15 - 0.15
SERVICE LEVEL C
Landscape Inspector 0.25 - 0.25
Maintenance Manager 0.05 - 0.05
Office Specialist 0.15 - 0.15
Parks/Landscape Maintenance Supervisor 0.25 - 0.25
Senior Landscape Inspector 0.35 - 0.35
Total 1.05 - 1.05
SERVICE LEVEL D
Associate Planner 0.75 - 0.75
Total 0.75 - 0.75
SERVICE LEVEL L
Maintenance Worker 0.10 - 0.10
Park/Landscape Maintenance Supervisor 0.05 - 0.05
Senior Landscape Inspector 0.05 - 0.05
Total 0.20 - 0.20
LIBRARY
Maintenance Superintendent 0.10 - 0.10
Maintenance Worker 0.35 - 0.35
Total 0.45 - 0.45
Grand Total 31.30 - 31.30
2.00
Fiscal Year 2015-16 Annual Operating Budget
178
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: CITYWIDE EVENTS
SERVICES
• Organize signature City events such as the Easter Egg Hunts, Fourth of July celebration, Santa's
Electric Light Parade, Rod Run, and Winterfest Events in Old Town with the seasonal Ice Rink.
• Provide free family activities during the summer including FAM, movies in the park, and concert
series.
• Implement regional events, including Bluegrass Festival, Street Painting Festival, and New Year's Eve
Grape Drop.
• Provide co-sponsorship of funds or in-kind services to special events.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Planned and executed a month of activities to celebrate the City's 25th Anniversary. (Promote High
Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
• Successfully transitioned the Rod Run to being a City Sponsored Event, and obtained corporate
sponsors. (Diversify The City's Revenue Base To Ensure Stability In Any Economic Climate, Accountable and
Responsive City Government)
• Launched Night Movie Classics in Town Square Park each Saturday night in August. (Promote High
Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
• Worked with Cultural Arts Committee to generate a marketing strategy to help residents identify
events that they would be interested in attending. (Foster An Organizational Structure That Aligns
Resources With Demands, Accountable and Responsive City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Create new Historical and Culinary Special Events. (Promote High Quality Parks And Recreation Programs
And Cultural Services, Healthy and Livable City)
• Re -align Special Events staff and budget for more accurate accounting. (Foster An Organizational
Structure That Aligns Resources With Demands, Accountable and Responsive City Government)
• Continue to develop co-sponsorship opportunities for Special Events. (Diversify The City's Revenue Base
To Ensure Stability In Any Economic Climate, Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
179
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: CITYWIDE EVENTS
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and
Prepared
Community
Utilize Social Media To Keep
The Community Informed
And Involved
Number of Facebook Contests
to promote city activities and to
obtain more community
participation
3
7
8
Healthy
and Livable
City
Provide Signature Special
Events And Cultural
Opportunities
New special events and/or
cultural events
3
3
3
Fiscal Year 2015-16 Annual Operating Budget
180
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ATHLETICS
SERVICES
• Provide a variety of recreational and competitive
sporting opportunities citywide.
• Provide an all-inclusive year-round aquatics
program.
• Program, reserve and maintain the sports fields,
pools and courts for recreation and competitive
leagues and tournaments.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Expanded the water aerobics program to include Aqua -fitness and water running classes. (Promote
High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
• Added to our efforts to promote water safety by providing lifejackets during public swim to all of our
patrons under 48" or any non -swimmer free of charge (Lifejackets donated by the Temecula Swim
Club). (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy And Livable City)
• Obtained co-sponsor to replace Community Recreation Center (CRC) gym floor and scoreboards.
(Diversify The City's Revenue Base To Ensure Stability In Any Economic Climate, Accountable and Responsive
City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Set up a new program to provide additional tennis court rental opportunities such as private lessons,
tennis team practice, resident rentals, and open play sessions by August 2015. (Promote High Quality
Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
• Transition Tiny Tots to contract class format to improve resource allocation and increase revenue.
(Diversify The City's Revenue Base To Ensure Stability In Any Economic Climate, Accountable and Responsive
City Government)
• Plan programming and staffing for new YMCA facility to provide swim lessons, aquatics classes, and
revenue opportunities by June 2015. (Promote High Quality Parks And Recreation Programs And Cultural
Services, Healthy And Livable City)
Fiscal Year 2015-16 Annual Operating Budget
181
the Heart of Southern Ce4itorn a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ATHLETICS
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core Value
Five -Year Long Term
Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
A Safe and
Prepared
Community
Encourage Community
Participation In Public
Safety And Emergency
Preparedness
Number of special needs
participants provided with swim
lessons and water safety programs.
60
170
80
Healthy and Livable City
Promote High Quality
Parks And Recreation
Programs And Cultural
Services
Monthly attendance of Teen Gym
at the CRC.
242
200
250
Increase monthly skater
attendance at the skate/scooter
park.
617
800
650
Fiscal Year 2015-16 Annual Operating Budget
182
jel
the Heart of southern Cakiioro a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: COMMUNITY SERVICES
SERVICES
• Provide library collections that include books, periodicals, DVDs,
CD's and resource data bases geared for adults, teens, and
children.
• Provide resources such as homework center and tutoring via a
partnership between the Temecula Valley Unified School District
and Law Library Services via a partnership with the Riverside
County Law Library.
• Plan, program and implement a wide variety of leisure services and contract classes for residents of
all ages and abilities.
• Participate in the Capital Improvement Program projects that include developing new or improving
existing parks and recreational facilities.
• Reserve and program numerous facilities, including the Community Recreation Center, Temecula
Community Center, Temecula Skate Park, Harveston Center, Harveston Community Park Room,
Patricia H. Birdsall Sports Park, Jefferson Recreation Center, Temecula Public Library and citywide
park shelters.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Opened and planned a Grand Opening for the newly renovated Temecula Community Center.
(Promote Community Involvement, Accountable and Responsible City Government)
• Planned and implemented international travel for 3 dellegates to our Sister City in Japan. (Promote
High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
• Assisted Public Works in the redesign of the existing parking lot entry and the new parking area at
the Temecula Public Library. (Proactively Address Traffic Improvements, A Safe and Prepared Community)
• Assisted law enforcement and local non -profits in responsibly and compassionately addressing
homelessness in our community by June 2015. (Foster An Organizational Structure That Aligns Resources
With Demand, Accountable and Responsive City Government)
• Complete the refurbishing of the signage on the timeline path in the parking lot of the Temecula
Public Library by June 2015. (Promote High Quality Parks And Recreation Programs And Cultural Services,
Healthy and Livable City)
Fiscal Year 2015-16 Annual Operating Budget
183
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: COMMUNITY SERVICES
OBJECTIVES FOR FISCAL YEAR 2015-16
• Complete Phase II of the Library parking lot to provide an additional 40 spaces by June 2016.
(Proactively Address Traffic Improvements, A Safe and Prepared Community)
• Renovate the playground at Sam Hicks Park to showcase an educational representation of the Great
Oak Tree and other historically relevant features by June 2016. (Promote High Quality Parks And
Recreation Programs And Cultural Services, Healthy and Livable City)
• Complete the transition of the former YMCA facility on Margarita into an inter -generational
aquatics, recreation, and human services facility by June 2016. (Promote High Quality Parks And
Recreation Programs And Cultural Services, Healthy and Livable City)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Healthy and Livable City
Foster An "Educated
Community" Through A
Wide Variety Of
Opportunities
Collaborate with Riverside
County Law Library to offer
law related classes to the
public
16
10
6
Computer classes provided in
the technology homework
center at the Temecula
Public Library
35
90
50
Promote High Quality
Parks And Recreation
Programs And Cultural
Services
Increase monthly teen room
attendance at the
Community Recreation
Center
180
200
250
Fiscal Year 2015-16 Annual Operating Budget
184
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: THEATER
SERVICES
• Enrich, educate, and entertain our community by providing
cultural experiences through theater, the arts, dance, and
music.
• Continue to strive for excellence by bringing in professional
artists and continuing the traditional and unique programming
through Temecula Presents.
• Partner with local schools and studios to offer enhanced artistic
and cultural experiences to youth.
• Provide support in programming, management, operations, marketing, ticketing, and production of
city sponsored Special Events under the purview of the Community Services Department.
• Serve as a significant cultural asset to the local and regional community.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Created consistent First Friday of the Month Art Gallery Opening Exhibition Receptions at The
Gallery at The Merc. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy
And Livable City)
• Redesigned Theater Website. (Continue To Promote The Temecula Valley As A Destination, Economic
Prosperity)
• Developed alternative performance venues and relocated staff for Theater Renovation closure (MAR
1 — SEP 1, 2015) to preserve revenue potential and maintain customer service. (Promote High Quality
Parks And Recreation Programs And Cultural Services, Healthy And Livable City)
• Created sponsorship programs/advertising opportunities to allow local businesses the opportunity to
support Temecula Presents and the Theater. (Diversify The City's Revenue Base To Ensure Stability In Any
Economic Climate, Accountable and Responsive City Government)
• Increased the Theater e-mail contact list to 22,000 from 19,000 by utilizing a patron interest
database by June 2015. (Promote Community Involvement, Accountable and Responsive City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Grand Re -open Theater after six-month remediation project with 10 Year Anniversary Event and
continue audience building trends by October 2015. (Continue To Promote The Temecula Valley As A
Destination, Economic Prosperity)
• Complete the Theater's LED conversion project by June 2016. (Promote Energy Efficiency, Accountable
and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
185
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: THEATER
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Increase the Theater e-mail contact list to 25,000 from 22,000 by utilizing a patron interest database
by June 2016. (Promote Community Involvement, Accountable and Responsive City Government)
• Redesign Theater logos by June 2016. (Continue To Promote The Temecula Valley As A Destination,
Economic Prosperity)
• Redesign Theater website by June 2016. (Continue To Promote The Temecula Valley As A Destination,
Economic Prosperity)
• Continue to explore alternative performance spaces throughout the City and showcase existing City
Facilities as viable entertainment venues by June 2016. (Continue To Promote The Temecula Valley As A
Destination, Economic Prosperity)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long Term
Goal
Performance Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Economic
Prosperity
Continue To Promote
The Temecula Valley
As A Destination
Partnerships with local
vendors to enhance patron
theater experiences in Old
Town with pre- and post -
performance audience
engagement techniques
12
15
18
A Safe and Prepared
Community
Utilize Social Media To
Keep The Community
Informed And Involved
Increase Social Media
Followings (Facebook, Twitter)
by 30% from last year
4410
6300
8190
Fiscal Year 2015-16 Annual Operating Budget
186
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: MUSEUMS
SERVICES
• Enrich, educate, and entertain the community by providing experiences in
historical preservation and children's science -based learning experiences.
• Supplement public education through use of traveling exhibits, historical
walking tours, museum tours, and history writing contests.
• Educate and entertain children with science -based activities and
interactive exhibits at Pennypickle's Workshop, Temecula Children's
Museum.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Installed new carpeting in the Music Room at Pennypickle's Workshop. (Provide Highly Functional And
Sustainable City Facilities And Infrastructure, Accountable And Responsive City Government)
• Developed a CPRS award-winning oral history project featuring local World War II Veterans and local
civic leaders. (Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy And
Livable City)
• Developed a new exhibit at the Temecula Valley Museum in honor of the City's 25th Anniversary.
(Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy and Livable City)
• Developed and installed a new permanent exhibit at the Temecula Valley Museum of the Temecula
Railroad. (Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy and Livable
City)
• Began installation of a new permanent touch screen exhibit at the Temecula Valley Museum. (Foster
An "Educated Community" Through A Wide Variety Of Opportunities, Healthy And Livable City)
• Developed joint marketing efforts between the Temecula Valley Museum and Pennypickle's
Workshop for October's "Museums Gone Mad", field trips and other holiday events. (Promote
Community Involvement, Accountable and Responsive City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Complete interpretive materials and celebrate the grand opening of the new playground at Sam
Hicks Park, including the tribute to the Great Oak and other regionally appropriate and historically
accurate features. (Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy And
Livable City)
Fiscal Year 2015-16 Annual Operating Budget
187
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: MUSEUMS
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Expand oral history project to include local Veterans of the Korean and Viet Nam Wars, and
Temecula Pioneers. (Foster An "Educated Community" Through A Wide Variety Of Opportunities, Healthy
And Livable City)
• Continue installation of permanent touch screen exhibit at the Temecula Valley Museum. (Foster An
"Educated Community" Through A Wide Variety Of Opportunities, Healthy And Livable City)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and
Responsive City
Government
Promote
Community
Involvement
Number of active
volunteers at the
Temecula Valley Museum
70
75
85
Number of active
volunteers at
Pennypickle's Workshop
18
15
15
Fiscal Year 2015-16 Annual Operating Budget
188
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: HUMAN SERVICES
SERVICES
• Focus on the enrichment, education, employment and resources for youth, young adults, special
needs persons and seniors.
• Establish opportunities to better engage youth in student based advisory boards which promote
community and civic involvement.
• Provide leadership development and training for youth and young adults.
• Offer health and wellness education and social programs for seniors.
• Provide resources, education and programs for all human services issues including families with
special needs persons and seniors.
• Build new and expand current partnerships to improve the overall quality and coordination of
services and programs.
• Provide training among city staff and local key constituencies that serve persons with special needs.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Identified facility space for Human Services program. (Foster An "Educated Community" Through A Wide
Variety Of Opportunities, Healthy And Livable City)
• Assisted in the design of the Active Adult Fitness Structure at Margarita Park. (Provide Highly
Functional And Sustainable City Facilities And Infrastructure, Accountable And Responsive City Government)
• Worked with local law enforcement in designing a database for the safe recovery of missing and
special needs persons as part of the Take Me Home Program. (Maintain A Safe And Family Oriented
Environment, Healthy And Livable City)
• Implemented a job fair with Economic Development. (Continue to pursue high quality employment
opportunities for Temecula residents, Economic Prosperity)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Continue to assist in the design of the Active Adult Fitness Structure at Margarita Park by June 2016.
(Provide Highly Functional And Sustainable City Facilities And Infrastructure, Accountable And Responsive City
Government)
• Continue to identify sponsorships to increase the transportation services for seniors and special
needs persons by June 2016. (Diversify the city's revenue base to ensure stability in any economic climate,
Accountable and Responsive City Government)
Fiscal Year 2015-16 Annual Operating Budget
189
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: HUMAN SERVICES
OBJECTIVES FOR FISCAL YEAR 2015-16 (continued)
• Apply for grants and alternate funding by June 2016. (Diversify the city's revenue base to ensure stability
in any economic climate, Accountable and Responsive City Government)
• Identify equipment and resources for a centralized Youth Center by June 2016. (Maintain a safe and
family oriented environment, Healthy and Livable City)
• Implement a social program called REACH (Real Exceptional Adults Creating Hope) for young adults
with special needs by June 2016. (Promote high quality parks and recreation programs and cultural
services, Healthy and Livable City)
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Healthy and Livable City
Foster an "Educated
Community" through a
wide variety of
opportunities
Human Services workshops
for parents and youth
10
12
15
Resource opportunities
11
12
15
Fiscal Year 2015-16 Annual Operating Budget
190
rdiik
Q
the Heart of Southern Calif ornA
W e Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
INTERNAL SERVICE FUNDS
INSURANCE
EXPENDITURES BY CATEGORY
Program: Insurance
Expenditure Summary
Personnel
Operations & Maintenance
Funding Source:
Charges to City, TCSD and Affordable Housing
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 217,628 $ 114,403 $ 116,822 $ 2,419 2.1%
1,090,486 1,030,365 864,979 (165,385) -16.1%
$ 1,308,114 $ 1,144,768
$ 981,801
$ (162,966) -14.2%
ANALYSIS/COMMENTS
Fiscal Year 2015-16 expenditures are declining due to lower anticipated legal services as major cases are
resolved in the prior fiscal year.
PERSONNEL ALLOCATION
INSURANCE
Fiscal Services Manager
Office Specialist - Confidential
Grand Total
Adopted
2014-15
0.50
0.25
0.75
Changes
Proposed Unfunded
2015-16 2015-16
0.50
(0.25)
(0.25) 0.50
Note: Operational responsibility for Insurance is under Human Resources. The Organizational Chart, Objectives and
Performance Measures are located in that section.
Fiscal Year 2015-16 Annual Operating Budget
191
Heart of Suuti;crn i:alitOrrie
ane Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
INTERNAL SERVICE FUNDS
WORKERS' COMPENSATION
EXPENDITURES BY CATEGORY
Program: Workers' Compensation Funding Source:
Charges to City,
Community Services District
CDBG, and Affordable Housing
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Operations & Maintenance
17,500 35,267 17,767 101.5%
$ 17,500 $ 35,267 $ 17,767 101.5%
Note:Operational responsibility for Workers' Compensation is under Human Resources. The Organizational Chart, Objectives and
Performance Measures are located in that section.
ANALYSIS/COMMENTS
Workers' Compensation expenditures are increasing due to the shift of consulting costs from the
Insurance Fund to this fund, as they relate to the avoidance of potential Workers' Compensation claims,
such as ergonomic evaluations and employee training.
VEHICLES AND EQUIPMENT
EXPENDITURES BY CATEGORY
Program: Vehicles and Equipment Funding Source:
Expenditure Summary
Operations & Maintenance
Charges to City and
Community Services Distric t
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 133,811 $ 164,715 $ 161,120 $ (3,595) -2.2%
$ 133,811 $ 164,715 $ 161,120 $ (3,595) -2.2%
ANALYSIS/COMMENTS
The proposed decrease in the Vehicles and Equipment replacement fund is due to the change in useful
life of the assets in this fund. The useful life was changed from the depreciable life per accounting
standards, to the average number of years the asset will be in use.
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
MISSION
Information Technology (IT) and Support Services is charged with providing the highest quality of
leadership, support, and essential services to the organization's Operating Departments to maintain
service levels necessary to efficiently and effectively meet all departmental program requirements at
the Civic Center and off-site facilities. These services include GIS, Enterprise Applications, Media
Services, Network Infrastructure, Tech Support, Support Services, and Central Services. IT oversees 375+
desktop computers, network infrastructure, and over 350+ user accounts at the Civic Center and over 17
off-site facilities citywide. There are currently over 33 business application systems administered and
supported by staff. In addition, Media Services oversees social media, E -Government services, and
produces original video content for direct communications with residents.
ORGANIZATIONAL CHART
INFORMATION TECHNOLOGY
AND SUPPORT SERVICES
INFORMATION TECHNOLOGY
Michael Heslin
Deputy Director
Geographic Information
Systems (GIS)
Network
Infrastructure
Enterprise Application Services
(EAS)
Media Services
SUPPORT SERVICES
Michaela Ballreich
Deputy Director
Civic Center Reception Services
Project Planning/
Budget/Objectives
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
EXPENDITURES BY CATEGORY
Program: Information Technology Funding Source:
2013-14
Expenditure Summary Actuals
Personnel $ 961,035
Operations & Maintenance 1,050,190
Operating Transfer Out - Tech Replan -
Program: GIS
Expenditure Summary
Personnel
Operations & Maintenance
Program: Library
Expenditure Summary
Personnel
Operations & Maintenance
$ 2,011,225
Funding Source:
2013-14
Actuals
$ 232,969
41,641
$ 274,609
Funding Source:
2013-14
Actuals
$ 81,932
83,843
$ 165,775
Program: Technology Replacement Funding Source:
Expenditure Summary
Operations & Maintenance
2013-14
Actuals
2014-15
Current
Budget
$ 1,111,735
767,622
1,226,510
Charges to City,
Proposed
2015-16
Budget
$ 1,182,019
809,090
$ 3,105,867 $ 1,991,109
2014-15
Current
Budget
$ 220,930
47,900
TCSD and Affordable Housing
Proposed
Increase
(Decrease)
$ 70,284
$ 41,468
$ (1,226,510)
% Change
From 14-15
Budget
6.3%
5.4%
-100.0%
$ (1,114,758) -35.9%
Charges to City, TCSD and Affordable Housing
Proposed
2015-16
Budget
$ 222,415
38,500
$ 268,830 $ 260,915
Proposed
Increase
(Decrease)
% Change
From 14-15
Budget
$ 1,485 0.7%
(9,400) -19.6%
$ (7,915) -2.9%
Charges to Community Services District
2014-15 Proposed
Current 2015-16
Budget Budget
$ 170,880 $ 146,917
107,121 86,920
$ 278,001 $ 233,837
2014-15
Current
Budget
Charges to City,
Proposed
2015-16
Budget
$ 138,905 $ 316,830
$ 138,905 $ 316,830
Proposed
Increase
(Decrease)
$ (23,963)
(20,201)
% Change
From 14-15
Budget
- 14.0%
- 18.9%
$ (44,164) -15.9%
TCSD and Affordable Housing
Proposed
Increase
(Decrease)
% Change
From 14-15
Budget
$ 177,925 128.1%
$ 177,925 128.1%
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
EXPENDITURES BY CATEGORY, Continued
Program: Support Services
Funding Source:
Charges to City, TCSD and Affordable Housing
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Expenditure Summary Actuals Budget Budget (Decrease) Budget
Personnel
Operations & Maintenance
$ 365,366
179,838
$ 348,067
183,636
$ 350,760 $ 2,693
173,118 (10,518)
0.8%
-5.7%
$ 545,205 $ 531,703 $ 523,878 $ (7,825) -1.5%
ANALYSIS/COMMENTS
Information Technology: Expenditures are projected to decrease due to the one-time transfer of assets
to the Technology Replacement Fund in Fiscal Year 2014-15. Operations and Maintenance costs are
increasing due to the rising software maintenance and telephone costs.
Geographic Information Systems (GIS): Expenditures are declining in Fiscal Year 2015-16 due primarily
to lower software maintenance and computer supplies.
Information Technology - Library: Expenditures are declining in Fiscal Year 2015-16 due to less
personnel allocated to this cost center combined with lower expenditures on outside services and small
tools/equipment.
Technology Replacement: Expenditures are increasing in Fiscal Year 2015-16 due to the lease of a new
Storage Area Network (SAN) Server, the upgrade of the Wi-Fi system in Old Town and within the Civic
Center, a new firewall at the Library, and the annual lifecycle replacement of computers and monitors.
Support Services: Expenditures are declining in Fiscal Year 2015-16 due to lower depreciation charges
as a result of a change in the useful life of the assets within this fund.
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
PERSONNEL ALLOCATION
INFORMATION TECHNOLOGY
Administrative Assistant
Central Services Supervisor
Deputy Director Information Technology
Deputy Director Support Services
Information Technology Administrator
Information Technology Specialist
Senior Information Technology Specialist
Total
SUPPORT SERVICES
Central Services Coordinator
Central Services Supervisor
Deputy Director Support Services
Office Specialist - AM
Office Specialist - PM
Total
Grand Total
Adopted
2014-15
1.00
0.05
1.00
0.65
2.00
1.00
4.00
9.70
1.00
0.95
0.35
0.50
0.50
3.30
13.00
Changes
Proposed Unfunded
2015-16 2015-16
1.00
0.05
1.00
0.65
2.00
1.00
4.00
9.70
0.10
0.10
0.20
0.20
1.00
0.95
0.35
0.60
0.60
3.50
13.20
SERVICES
• Provide maintenance and IT support to City staff, its
facilities, and the public on all network functions which
support the City's website, security systems,
communications, databases, and applications.
• Provide technical support, manage applications, and assess
needs to assist in business process analyses.
• Provide public and staff access to the City's online
application for generating maps and conducting geographic
analysis.
• Maintain and support the City's website and utilize social
media and E -Government services to provide official
information to the public.
• Provide technical support for emergency communications
and maintain the City's emergency notification system
(Reverse 911).
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Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Launched the city's new Enterprise Permitting System (EnerGov) to consistently provide professional
services and information to customers — October 2014. (Foster An Organizational Structure That Aligns
Resources With Demands, Accountable and Responsive City Government)
• Entered into the Post -Implementation phase of the EnerGov Permitting System by insuring that the
system's functionality has met citywide goals - March 2015. (Foster An Organizational Structure That
Aligns Resources With Demands, Accountable and Responsive City Government)
• Completed this year's computer and accessories lifecycle replacement schedule - March 2015.
(Foster An Organizational Structure That Aligns Resources With Demands, Accountable and Responsive City
Government)
• Expanded public access to Public Records via City website to enhance citywide access to information
and data - April 2015. (Promote Community Involvement, Accountable And Responsible City Government)
• Enhanced city data center connectivity at off-site city facilities - June 2015. (Foster An Organizational
Structure That Aligns Resources With Demands, Accountable and Responsive City Government)
• Completed assessment of backup solutions to improve performance, lower storage, and network
requirements. Initiated a Disaster Recovery Plan that would include the replication of critical
servers to an off-site location for Emergency Operations - June 2015. (Foster An Organizational
Structure That Aligns Resources With Demands, Accountable And Responsive City Government)
• Redesigned the City's GIS front page for the ease of public access - June 2015. (Promote Community
Involvement, Accountable And Responsible City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Develop Citizen Access Portal to enhance public access to city information and data such as Business
License, Permits, and Development Plans by September 2015. (Foster An Organizational Structure That
Aligns Resources With Demands, Accountable And Responsive City Government)
• Integrate City Document Imaging System to Enterprise Permitting System and GIS to meet
legal/audit requirements of city records by December 2015. (Foster An Organizational Structure That
Aligns Resources With Demands, Accountable And Responsive City Government)
• Complete Data Center Refresh of Storage Array Network, Blade System, and upgrade of virtualized
environment to provide consistent professional services to public by December 2015. (Foster An
Organizational Structure That Aligns Resources With Demands, Accountable And Responsive City Government)
• Finalize the implementation of the Disaster Recovery Plan that includes the replication of critical
servers to an off-site location for Emergency Operations by March 2016. (Foster An Organizational
Structure That Aligns Resources With Demands, Accountable And Responsive City Government)
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
OBJECTIVES FOR FISCAL YEAR 2015-16, Continued
• Implement AVANTE, an automated web -based form, to streamline workflow and staff efficiency by
March 2016. (Foster An Organizational Structure That Aligns Resources With Demands, Accountable And
Responsive City Government)
• Adhere to the City's technology lifecycle replacement schedule by June 2016. (Foster An
Organizational Structure That Aligns Resources With Demands, Accountable and Responsive City Government)
• Increase community outreach through the use of mobile technology to enhance citizen engagement
and safety preparedness by March 2016. (Encourage Community Participation in Public Safety and
Emergency Preparedness, A Safe and Prepared Community)
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INFORMATION TECHNOLOGY AND SUPPORT SERVICES
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and Responsive
City Government
Promote Community
Involvement
Number of City Council meetings
supported with audiovisual
services
24
24
24
Number of updates to the
Temecula Outreach Channel 3
and Youtube
40
50
60
Foster an
Organizational
Structure That
Matches Activity to
Demand
Complete the final 50% of going
live with the permitting system as
scheduled
50%
50%
n/a
Percentage of computers that
need to be replaced in order to
adhere to the Computer Lifecycle
Replacement Program
20%
20%
0
20%
Reduce the number of open
Helpdesk tickets to an average of
75
75
75
65
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Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
DIVISION/PROGRAM: SUPPORT SERVICES
SERVICES
• Provide consistent, resourceful, and efficient customer service to the public by professionally
handling phone calls and/or by servicing the needs of the visiting public.
• Provide central printing services for Citywide departments and off-site facilities, mailroom services,
and auxiliary services (laminating, folder/inserter, wide -format printing, binding)
• Manage the Canon copier lease/maintenance/replacement for the Civic Center and off-site
facilities, including the Library.
• Coordinate project staffing for City departments.
ACCOMPLISHMENTS FOR FISCAL YEAR 2014-15
• Implemented software to track Central Services copy requests/copier maintenance/paper product
needs/etc. to ensure prompt action and appropriate tracking - 2015. (Foster An Organizational
Structure That Aligns Resources With Demands, Accountable And Responsible City Government)
• Updated the public phone directory (by department) current to ensure accuracy of information
provided to the public - June 2015. (Foster An Organizational Structure That Aligns Resources With
Demands, Accountable And Responsible City Government)
• Updated the City Brochure, on a quarterly basis, to ensure accuracy of information provided to the
public -June 2015. (Promote Community Involvement, Accountable And Responsible City Government)
• Created a Frequently Asked Questions sheet to disseminate to the public and post on the website -
June 2015. (Promote Community Involvement, Accountable And Responsible City Government)
OBJECTIVES FOR FISCAL YEAR 2015-16
• Create a standardized departmental voicemail procedure for use during off -hours, vacations,
holidays, etc. - June 2016. (Promote Community Involvement, Accountable and Responsible City
Government)
• Provide weekly, internal departmental notifications to the employees relating to street closures,
Conference Center events, Special Events, etc. - June 2016. (Foster An Organizational Structure That
Aligns Resources With Demands, Accountable and Responsible City Government)
• Enhance the use of SharePoint to define services provided/equipment available by Central Services -
June 2016. (Foster An Organizational Structure That Aligns Resources With Demands, Accountable And
Responsible City Government)
• Implement an automated phone directory for use during non -business hours to provide public
access to information pertaining to City services, events, etc. - June 2016. (Promote Community
Involvement, Accountable And Responsible City Government)
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INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
DIVISION/PROGRAM: SUPPORT SERVICES
PERFORMANCE MEASURES FOR FISCAL YEAR 2015-16
Core
Value
Five -Year Long
Term Goal
Performance
Measures
FY
2013-14
Actuals
FY
2014-15
Target
FY
2015-16
Target
Accountable and
Responsive City
Government
Foster An
Organizational
Structure That
Matches Activity To
Demand
Number of City Council
Agendas copied without
amendments due to
misprinting
24
24
24
Number of SharePoint
updates
n/a
4
4
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INTERNAL SERVICE FUNDS
FACILITIES
EXPENDITURES BY CATEGORY
Program: Facilities
Expenditure Summary
Personnel
Operations & Maintenance
Funding Source:
Charges to City,
Community Services District,
Incubator Resource, and Affordable Housing
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 470,665 $ 509,519 $ 529,584 $ 20,065 3.9%
723,252 891,708 930,765 39,057 4.4%
$ 1,193,917 $ 1,401,227 $ 1,460,348 $ 59,122 4.2%
ANALYSIS/COMMENTS
PERSONNEL ALLOCATION
Personnel Allocation
Authorized Authorized
2014-15 Changes 2015-16
Unfunded
FACILITIES
Administrative Assistant 0.05 0.00 0.05 0.00
Custodian 2.00 0.00 2.00 0.00
Facility Services Manager 0.50 0.00 0.50 0.00
Lead Maintenance Worker 0.90 0.00 0.90 0.00
Maintenance Superintendent - PW 0.50 0.00 0.50 0.00
Maintenance Worker 0.30 0.00 0.30 0.00
Office Specialist 0.40 0.00 0.40 0.00
Public Works Director 0.10 0.00 0.10 0.00
Senior Management Analyst 0.05 0.00 0.05 0.00
Total 4.80 0.00 4.80 0.00
Note:Operational responsibility for Facilities is under Public Works. The Organizational Chart, Objectives and Performance Measures
are located in that section.
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Fiscal Year 2015-16
Annual Operating Budget
NON -DEPARTMENTAL
MISSION
The Non -Departmental Program is a cost center for general administrative expenditures such as the
Retiree Medical Contribution, Recreation Funding, CaIPERS Replacement Benefit and Property Tax
Administrative Fees. It also reflects Operating Transfers Out to the Capital Improvement Program,
Affordable Housing Fund, Business Incubator Resource Fund and the 2011 Financing Lease.
EXPENDITURES BY CATEGORY
Program: Non -Departmental
Expenditure Summary
Operations & Maintenance
Operating Transfers Out
Total
Funding Source: General Fund
2014-15 Proposed Proposed % Change
2013-14 Current 2015-16 Increase From 14-15
Actuals Budget Budget (Decrease) Budget
$ 7,953,157 $ 9,519,907 $ 8,427,950 $ (1,091,957) -11.5%
$ 5,572,361 $ 2,168,485 $ 2,125,098 (43,387) -2.0%
$13,525,518 $11,688,392 $10,553,048 $ (1,135,344) -9.7%
ANALYSIS/COMMENTS
Operations and Maintenance expenditures are declining by $1,091,957 due to a $1.5 million
appropriation in FY14-15 for Pavement Management Program that is not occurring in FY15-16. Total
Recreation funding is increasing by $360,420 to fund expenditures in the Library and TCSD that are not
covered by operational revenue within those funds. The Retiree Medical Contribution is proposed to
increase by $24,410 due to changes in actuarial assumptions.
Operating Transfer Out change from year-to-year based primarily on the Capital Improvement projects
requiring General Fund contributions. For FY15-16, Operating Transfer Out includes the following:
• $1,248,326 Transfer to various capital
projects
• $420,000 Transfer to City & Parks
Facility Rehabilitation project
• $19,645 Transfer to the Intern
Fellowship Fund
• $187,127 Transfer to the Business
Incubator Resource Fund
• $250,000 Transfer to the Workers'
Compensation Fund
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Annual Operating Budget
The purpose of the CIP Budget is to serve as a planning tool, which coordinates the financing and
scheduling of major projects undertaken by the City. The CIP Budget document is prepared in
accordance with generally accepted accounting principles.
This document is dynamic and, consequently, must be revised annually to address changing needs,
priorities, and financial conditions. The capital improvements presented in this document are the City's
major projects, which exceed $30,000 in cost, have long-term life spans, and are generally
non-recurring. These projects include land and right-of-way acquisition, design, construction or
rehabilitation of public buildings or facilities, public infrastructure design and construction, park design
and construction, and affordable housing projects.
The City's goal in providing a CIP Budget is to develop a multi-year plan for capital improvement, update
it annually, and follow through with all capital improvements in accordance with the plan. In
determining the relative merit of a proposed project, key management team members evaluate projects
for feasibility, community enhancement, infrastructure and historic preservation, and safety.
PLAN DEVELOPMENT
A component of the Strategic Business Plan includes the integration of the budget with the Quality of
Life Master Plan (QLMP). The Quality of Life Master Plan (QLMP) provides the framework for the City's
Strategic Budgeting activities. The City Council has set priorities and guided staff in developing six Core
Values upon which to focus time and resources (as identified in the QLMP). These areas include:
1. Healthy and Livable City
2. Economic Prosperity
3. A Safe and Prepared Community
4. A Sustainable City
5. Transportation Mobility and Connectivity
6. Accountable and Responsive City Government
All projects presented in the CIP are carefully programmed in concurrence with the City's Quality of Life
Master Plan to ensure the community's capital improvement needs are met both now and in the future.
The project sheets have been updated to include the specific Core Value(s) each project satisfies. The
framework for the CIP is further defined in the City's CIP fiscal policy to provide a structure within which
fiscal decisions can be made and to optimize all available resources toward the accomplishment of the
City's Core Values as defined in the QLMP.
This CIP budget document was developed by incorporating input from key management team members
based on community comments and feedback received throughout the year. Through several
workshops, the team then identified and evaluated community needs in the areas of roads/streets,
bridges, public buildings, parks and recreation facilities. Each proposed project was reviewed and
discussed to ensure funding, timing, and necessity. All projects are evaluated by the City's Planning
Commission to ensure consistency with the provisions of the City of Temecula General Plan, while
considering the City's long-term vision as developed by the City Council. The proposed circulation,
infrastructure, and parks and recreation projects are reviewed and approved by the Planning
Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission.
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Projects in this document have been scheduled in each of the five fiscal years based on community
needs, as determined by the City Council and availability of funding. Priority rankings in each major
category (Circulation, Infrastructure/Other, Parks and Recreation, and Successor Agency to the
Temecula Redevelopment Agency/ Housing) have been assigned in accordance with the priority
guidelines as follows:
LEVEL 1:
The project is urgent and must be completed as soon as feasible. Failure to
address the project may impact the health, safety, or welfare of the
community or have a potential significant impact on the financial well-being of
the City. The project must be initiated or financial opportunity losses may
result.
LEVEL 11: The project is important and addressing it is necessary. The project impacts
safety, law enforcement, health, welfare, economic base, quality of life, and
has been identified as a priority in the Quality of Life Master Plan.
LEVEL 111: The project will enhance quality of life and will provide a benefit to the
community. Completion of the project will improve the community by
providing cultural, recreational, and/or aesthetic value, or is deemed as a
necessary improvement to a public facility.
FUTURE YEARS The project will be an improvement to the community, but doesn't necessarily
PROJECTS: need to be completed within a five-year capital improvement program time
frame.
The Fiscal Years 2016-20 CIP identifies a total of 50 projects, summarized by category below. The total
cost to complete all of the proposed projects is $321,707,361, of which $72,645,217 is programmed for
Fiscal Year 2015-16. Also of note, in this document, there is $111,927,129 million in projects with
unspecified funding sources. These projects have been identified as necessary infrastructure for the
City, and will require that funding sources be identified before the projects can commence.
Number
of Type of Cost of
Projects Project Projects
16 Circulation $280,956,429
25 Infrastructure/Other 28,973,826
8 Parks and Recreation 6,570,233
1 SARDA / Housing 5,206,873
50 $321,707,361
The administrative costs associated with managing the development of these projects have been
estimated (generally as five to ten percent of estimated construction costs), and programmed in each
project budget. These projects will affect the Public Works Capital Improvement Program Division as
they manage the construction of those projects.
Future operations and maintenance costs that result from the projects included in the CIP budget have
been estimated for each project. These incremental future operating costs have been incorporated into
the five year operating budget forecast in the next section of this document. The estimated total
operating and maintenance costs relating to capital improvement projects are shown by project in the
Annual Operating and Maintenance Costs Summary schedule in this section of the Operating Budget.
The estimates reflect operating and maintenance costs only. There are no anticipated personnel costs in
Fiscal Year 2015-16 Annual Operating Budget
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Annual Operating Budget
relation to CIP projects yet. Personnel requirements are evaluated on an annual basis as part of that
year's annual operating budget process.
The following pages include a summary of projected CIP revenues; CIP projects included in the five-year
CIP budget by type of project and priority, operating and maintenance costs for each project, and a
description of major CIP revenue sources. A separate CIP budget document is prepared by the City that
includes complete detail for each project including project description, scope, location map, level,
responsible department, sources of funding, and annual project cost with detail of administration,
design, and construction.
Fiscal Year 2015-16 Annual Operating Budget
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Capital Improvement Program
Fiscal Years 2016-20
PROJECTED REVENUE SUMMARY
Available Projected Projected Projected Projected Projected Projected
Fund 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Funds
FUNDING SOURCE Balance Revenue Revenue Revenue Revenue Revenue Available
Assembly Bill 2766 $ 665,783 $ 99,204 $ 101,161 $ 103,157 $ 105,192 $ 107,268 $ 1,181,765
General Fund Contributions 9,006,481 1,668,326 1,018,648 1,239,000 989,000 1,229,873 15,151,328
Community Development Block Grant (CDBG) 957,157 957,157
Public Art 41,374 26,108 25,819 22,671 29,134 1,868 146,974
Community Facilities Districts
Roripaugh Community Facilities District 12,078,577 12,078,577
Wolf Creek Community Facilities District 502,643 502,643
Development Impact Fees (DIF)
Corporate Facilities 354,118 228,952 222,359 233,449 300,000 19,237 1,358,115
Fire Facilities 567,866 171,722 118,129 64,459 44,726 24,336 991,238
Library Facilities 752,613 205,426 341,256 378,247 486,076 31,170 2,194,788
Open Space and Trails 458,992 197,150 175,244 90,346 62,689 34,110 1,018,531
Parks and Recreation 1,738,661 745,169 696,115 309,961 215,075 117,026 3,822,007
Police Facilities 694,861 167,537 93,727 27,139 18,831 10,246 1,012,341
Quimby - 348,435 574,753 291,555 136,942 8,835 1,360,520
Street Improvements 2,008,473 2,016,746 749,899 187,806 130,315 70,906 5,164,145
Traffic Signals 266,293 288,740 106,767 26,585 18,447 10,037 716,869
Measure A Programs
Measure A (Local Streets and Roads) 3,050,455 841,159 942,257 1,049,600 1,163,525 1,284,384 8,331,380
Grants
Congestion Mitigation Air Quality (CMAQ) 1,300,750 1,300,750
Emergency Management Program Grant (EMPG) 4,000 24,000 14,000 42,000
SAFETEA-LU 1,600,000 1,600,000 3,200,000
State Transportation Improvement Program (STIP) 31,545,000 31,545,000
Surface Transportation Program (STP) 7,804,931 5,817,359 10,000,000 23,622,290
Successor Agency to the Temecula
Redevelopment Agency
Redevelopment Property Tax Trust Fund 540,311 540,311
Tax Allocation Bonds 2007 209,689 209,689
Affordable Housing Tax Allocation Bonds 2010 5,206,873 5,206,873
Reimbursements/Other
Sale of Property 58,200 58,200 116,400
Senate Bills
Senate Bill 621 4,436,682 4,436,682
Transportation Uniform Mitigation Fee (TUMF)
Community and Environmental Transportation
Accountability Program (CETAP/RCTC) 639,566 639,566
Riverside County Transportation Commission
(RCTC) 4,000,000 4,000,000
Western Riverside Council of Governments
(WRCOG) 4,887,212 4,471,966 20,199,160 2,506,311 46,460,619 78,525,268
TOTAL REVENUE $ 42,580,745 $ 28,256,490 $ 15,537,659 $ 25,837,135 $ 6,206,263 $ 90,954,915 $ 209,373,207
207
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
CIRCULATION
Abbott Corporation Roadway Improvements
Bond Proceeds (2007 TABS) 209,689
Distribution (RPTTF) 540,311
Butterfield Stage Road Extension
CFD (Roripaugh Ranch) 29,149,960
Reimbursement/Other (EMWD) 10,965
Reimbursement/Other (RCWD) 590,028
Homes) 173,808
Reimbursement/Other (SCE) 8,537
TUMF 1,438,000
12, 078, 577
Flashing Beacons and Speed Advisory Signs DIF (Traffic Signals)
Unspecified*
64,055 17,523
French Valley Parkway / Interstate -15 Over -
Crossing and Interchange Improvements -
Phase I
General Fund Contributions
DIF (Street Improvements)
Measure A (Local Street and
Road)
TUMF (CETAP/RCTC)(1)
TUMF (RCTC)(2)
TUMF (WRCOG)(3)
TUMF (WRCOG)(4)
369,821
444,203
2,869,351
19,360,434
3,379,407
660,523
1,101,482
639,566
French Valley Parkway / Interstate -15 Over -
Crossing and Interchange Improvements -
Phase II
General Fund Contributions
CFD (Harveston)
DIF (Street Improvements)
Federal Highway Administration
Measure A (Local Streets and
Roads)
Reimbursements/
Other (Land Donation)
SAFETEA-LU
STIP Augmentation
STIP(1)
TUMF (RCTC)(2)
TUMF (WRCOG)(3)
TUMF (WRCOG)(4)
TUMF (WRCOG)(5)
TUMF (WRCOG)(6)
TUMF (WRCOG)(7)
Unspecified(8)
1,593,455
1,005,840
75,360
8,000
1,627,914
6,000,000
4,137,593
10,240,046
35,012
233,472
3,382,465
500,000
195,000
164,000
712,500
209
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
CIRCULATION
209,689 209,689
540,311 540,311
41,228,537
10,965
590,028
173,808
8,537
1,438,000
12, 078, 577
81,578 17,523
20,000 20,000 40,000 40,000
564,821 195,000
444,203
2,869,351
20,000,000
3,379,407
660,523
1,101,482
144,000 144,000 144,000 144,000 2,333,455
1,005,840
75,360
8,000
712,500
1,600,000
8,998,381
210
31,545,000
10,000,000
2,980,619
43,480,000
86,118,381
1,627,914
6,000,000
1,600,000
31,545,000
10,000,000
4,137,593
10,473,518
3,417,477
1,925,000
11,979,000
43,480,000
86,118,381
639,566
740,000
1,600,000
31,545,000
10,000,000
233,472
3,382,465
1,925,000
11,979,000
43,480,000
86,118,381
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
CIRCULATION (Continued)
Illuminated Street Name Sign Replacement
Program -Citywide Unspecified*
Interstate -15 / State Route 79 South Ultimate
Interchange
CFD (Crowne Hill) 502,211
Reimbursement/ Other
(Morgan Hill) 1,190,582
SAFETEA-LU 1,600,000
Senate Bill 621 10,018,141 1,245,342 2,966,503
STP (Surface Transportation
Program -ROTC) (1) 7,158,741
TUMF (RCTC/CETAP)(2) 4,452,000
TUMF (ROTC/Region)(3) 1,400,000 4,000,000
TUMF (WRCOG)(4)
Medians and Parkways -Citywide DIF (Street Improvements) 134,589 143,000
Murrieta Creek Bridge and Overland Drive
Extension to Diaz Road
General Fund Contributions 235,422
DIF (Street Improvements) 5,431,752
Reimbursement/Other 59,060
Unspecified*
2,843,583
Pavement Rehabilitation Program -Citywide General Fund Contributions
Measure A
2,664,345 4,319,178
10,507,727 2,030,213 977,639
Pavement Rehabilitation Program- Winchester
Road
Measure A 23 883,762
STP (Surface Transportation
Program) 646,190
Traffic Signal Conductor Enhancement Program -
Citywide Unspecified*
Traffic Signal Equipment Enhancement Program -
Citywide DIF (Traffic Signals)
Unspecified*
187,682
127,318 205,000
Traffic Signal Installation—Citywide DIF (Traffic Signals) 75,000 242,500
Unspecified*
Traffic Signal Interconnect Equipment
Installation
DIF (Traffic Signals) 272,409
Unspecified*
Western Bypass Bridge Over Murrieta Creek General Fund Contributions 236,487
TUMF (WRCOG)(1) 709,576
TUMF (WRCOG)(2) 13,500
TUMF (WRCOG)(3)
Unspecified(4)
45,993
33,775
25.000
TOTAL CIRCULATION PROJECTS
$ 122,359,300 $ 29,994,957 $ 18,246,883
211
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
CIRCULATION (Continued)
205,000 205,000 205,000 615,000 615,000
502,211
1,190,582
1,600,000 1,600,000
162,000 62,837 14,454,823 4,436,682
5,817,359 12,976,100 12,976,100
4,452,000
5,400,000 4,000,000
3,759,466 3,804,630 2,506,311 10,070,407 10,070,407
88,000 20,000 385,589 251,000
2,059,462
8,672,195
250,000 250,000
942,257 1,049,600
250,000 250,000
1,163,525 1,284,384
235,422
10,334,797
59,060
8,672,195
7,983,523
17,955,345
4,903,045
8,672,195
5,319,178
7,447,618
883,785 883,762
646,190 646,190
205,000 205,000 205,000 615,000 615,000
102,783 622,783 435,101
80,000 80,000 80,000 240,000 240,000
1,077,000
590,000 1,105,000
317,500 317,500
2,772,000 2,772,000
272,409
400,000 225,000 625,000 625,000
735,649
271,500
6,389,000
1,905.750
282,480
1,479,000
310,000
6,389,000
1,905,750
45,993
769,424
296,500
6,389,000
1,905,750
$ 11,978,365 $ 36,044,254 $ 7,049.586 $ 177,642,384 $ 403,315,729 $ 280,956,429
212
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
SOURCE OF FUNDS
Prior Years
Actual
Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
INFRASTRUCTURE / OTHER
Bike Lane and Trail Program
DIF (Open Space and Trails) $ 59,416
Unspecified*
City Facilities Rehabilitation
General Fund Contributions
DIF (Corporate Facilities)
440,584
67,273
1,000,000
31,889
218,111
250,000
City Hall Exterior LED Lighting "Light it Up"
Public Art Fund
67,482
Citywide Drainage Master Plan
Unspecified*
Citywide Sidewalks
Citywide Storm Drain Improvements
Citywide Surveillance Cameras
General Fund Contributions
General Fund Contributions
DIF (Corporate Facilities)
DIF (Police Facilities)
82,737
680,550
42,263
254,582
170,376
443,624
Consolidate and Update Evaluation of Disabled
Access to City Facilities, Programs and Public
Right of Way
Developer Reimbursements
General Fund Contributions
DIF (Corporate Facilities)
DIF (Fire)
DIF (Parks & Recreation)
125,000
55,000
27,910
162,090
100,000
250,000
6,031
1,005
1,230,041
337,123
Emergency Operations Center Improvements
DIF (Corporate Facilities)
EMPG (Grant)
Fire Station 73 Living Quarters Upgrade
Advanced from General Fund
General Fund Contributions
DIF (Fire)
DIF (Police Facilities)
204,191
37,000
4,000
Fire Station 95 Roripaugh Ranch Site -Phase II
DIF (Fire)
38,663
817,400
200,000
613,409
2,000
11,337
22,500
Library Parking Phase II
General Fund Contributions
DIF (Library)
DIF (Police Facilities)
37,628
490,033
1,218,339
50,000
976,449
Medians and Ornamental Pedestrian Barriers -
Citywide DIF (Street Improvements)
Unspecified*
29,900
10,100
Murrieta Creek Improvements
General Fund Contributions
Reimbursements (Sale of
Property)
Unspecified*
132,412
58,200
Old Town Boardwalk Enhancement
Unspecified*
Old Town Sidewalks Improvement Project
Open Space Acquisition Program
CDBG
DIF (Open Space and Trails)
Unspecified*
360,000
265,021
Pechanga Parkway Environmental Mitigation
Santa Gertrudis Creek Pedestrian/Bicycle Trail
Extension And Interconnect
CFD (Wolf Creek)
514,529
196,325
222,318
AB 2766
BTA (Bicycle Transportation
Account)
General Fund Contributions
DIF (Open Space and Trails)
Unspecified*
213
58,683
223,311
78,920
40,788
148,285
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
INFRASTRUCTURE / OTHER
175,244
250,000
90,346
333,517
250,000
62,689 34,110 929,662 870,246
87,311 2,465,890 2,886,718 2,886,718
250,000 250,000 2,250,000 1,250,000
250,000 218,111
67,482 67,482
500,000 500,000 500,000
125,000 125,000 125,000 125,000 750,000 667,263
990,132 309,582
327,765 526,051 526,051
55,735 661,449 661,449
50,000 50,000 50,000 50,000 550,000
6,031
1,005
1,567,164
24,000
24,000
14,000
14,000
550,000
1,567,164
75,000 75,000
42,000 42,000
817,400
200,000
840,100
2,000
817,400
200,000
635,909
2,000
25,000 75,000 36,337
37,628
2,684,821
50,000
2,194,788
50,000
40,000 10,100
393,500 547,200 940,700 940,700
132,412
58,200 116,400 116,400
150,000 150,000 150,000
300,000 150,000 980,000 1,430,000 1,430,000
360,000 360,000
265,021
200,000 200,000 200,000
28,000 28,000 28,000 1,017,172 502,643
416,778
3,394,622
214
475,461 416,778
223,311
78,920
189,073
3,394,622
148,285
3,394,622
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
INFRASTRUCTURE / OTHER (Continued)
Teen Center DIF (Parks & Recreation) 10,682 19,318
Temecula Park and Ride
AB 2766 99,228 644,665
General Fund Contributions 319,450
*CMAQ 1,300,750
DIF (Police Facilities) 100,000
Theater LED Lighting
120,322
179,678
DIF (Corporate Facilities) 30,600
Theater Remediation
General Fund Contributions 289,585
DIF (Police Facilities) 6,108
3,512,973
48,892
YMCA Repair and Remediation General Fund Contributions 161,047
DIF (Corporate Facilities) 67,922 443,207
DIF (Police Facilities) 115,000
DIF (Quimby) 661,393
Mir TOTAL INFRASTRUCTURE/OTHER PROJECTS 4929729 $ 13,012,974 $ 3,352,945
215
a
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
INFRASTRUCTURE / OTHER (Continued)
30,000
864,215
499,128
1,300,750
100,000
30,600
3,802,558
55,000
161,047
511,129
115,000
661,393
19,318
764,987
179,678
1,300,750
100,000
30,600
3,512,973
48,892
443,207
115,000
661,393
$ 734,444 $ 2,473,363 $ 1,683,700 $ 7,716,400 $ 33,903,555 $ 28,973,826
216
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
SOURCE OF FUNDS
Prior Years
Actual
Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
PARKS / RECREATION
Children's Museum Enhancement Project
DIF (Parks & Recreation)
30,140
83,860
Flood Control Channel Reconstruction and
Repair
Parks Improvement Program
General Fund Contributions
General Fund Contributions
DIF (Quimby)
Patricia H Birdsall Sports Park Synthetic Turf
Enhancement
Playground Equipment Enhancement and
Safety Surfacing
DIF (Parks & Recreation)
Unspecified*
138,534
583,295
50,000
361,466
DIF (Parks & Recreation)
DIF (Quimby)
136,705
250,000
170,000
50,000
375,000
290,000
340,000
Ronald Reagan Sports Park Channel Silt
Removal and Desilting Pond
General Fund Contributions
Proposition 42
Reimbursements/Other (FEMA)
398,397
88,000
150,620
Sam Hicks Monument Park Playground
33,321 29,648
Enhancement CDBG 16,731 469,819 127,338
DIF (Police Facilities) 35,000
Senior Citizen Outdoor Fitness Lot DIF (Parks & Recreation) 11,372 78,428
TOTAL PARKS / RECREATION PROJECTS 1,467,089 $ 1,488,599 $ 1,341,986
217
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Proposed Capital Improvement Program
FiscaI Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
PARKS/RECREATION
114,000 83,860
250,000 250,000 1,250,000 1,111,466
170,000
50,000
375,000
390,000
170,000
50,000
303,237
71,763
440,000
170,000
50,000
160,873
59,127
375,000 375,000
29,648
1,560,873 977,578
309,127 259,127
1,053,237 1,053,237
821,763 821,763
1,020,000 1,020,000
440,000 440,000
491,014
88,000
150,620
613,888
35,000
89,800
92,617
597,157
35,000
78,428
$ 1.014,648 $ 1,285,000 $ 595,000 $ 845,000 $ 8,037,322 $ 6,570,233
218
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
Affordable Housing
SARDA / HOUSING
immmmidimmmmillimmk
SARDA Housing (2010 TABS) 4,000,000 5,206,873
TOTAL SARDA PROJECTS
4,000,000 5,206,873
TOTALS
$ 132,756,118 $ 49,703,403 $ 22,941,814
*Project cannot be constructed until a funding source is identified.
219
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
SARDA / HOUSING
9,206,873 5,206,873
9,206,873 5.206,873
$ 13,727,457 $ 39,802,617 $ 9,328,286 $ 186,203,784 $ 454,463,479 $ 321,707,361
220
The Heart of Southern Californ,..
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
DESCRIPTION OF REVENUE SOURCES
Assembly Bill 2766 (AB 2766)
State funds that are available to implement programs and projects that reduce air pollution from
motor vehicles.
Capital Project Reserves
City General Funds retained for capital improvement projects.
Community Development Block Grant (CDBG)
Federal funds allocated to local government, usually through a local clearinghouse (Riverside
County Economic Development Agency), based on a formula, but required to be applied for and
used within a broad functional area such as community development.
Community Facilities District (CFD)
A tool that allows the City to construct desired and authorized public improvements with costs of
the projects paid for by the benefitted properties within the boundaries of a designated area. The
costs are then financed through the issuance of bonds payable over a period of years.
Congestion Mitigation and Air Quality (CMAQ)
This program funds transportation projects or programs that will result in air quality benefits,
contribute to attain or maintenance of the National Ambient Air Quality Standards (NAAQS) for
ozone and carbon monoxide and provide congestion relief.
Development Impact Fees (DIF)
Fees generated by development applications to offset the effect of development to include
infrastructure, fire protection, public facilities and services, libraries, roads, schools, parks, traffic
signal mitigation and open space/public art. Fees are determined by the cost of the project at the
time of application.
Housing Related Parks (HRP)
This program is designed to reward local governments that approve housing for lower-income
households and are in compliance with State housing element law. Funds are used to create or
rehabilitate parks.
Measure A (Local Streets and Roads)
Funds generated from the one-half percent sales tax levied throughout Riverside County to carry
out transportation projects by the County and cities.
Quimby
The City's park -in -lieu or park development fee is assessed under provisions of the Subdivision
Map Act which allows the City to require the dedication of land or the payment of a fee in lieu of
land to be used for the purchase (or development) of park property.
Fiscal Year 2015-16 Annual Operating Budget
221
The Heart of Southern Californ,..
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Successor Agency to the Temecula Redevelopment Agency Affordable Housing Tax Allocation
Bonds (TABs)
As of January 31, 2012, the Redevelopment Agency of the City of Temecula has been dissolved
and the City has elected to become the Successor Agency. The Successor Agency will be
responsible for the winding down of the remaining activities of the dissolved Redevelopment
Agency. These remaining activities include completing affordable housing and infrastructure
projects that are funded with tax allocation bonds issued by the former redevelopment agency.
Reimbursements/Other
Funding made available from other agencies or sources on a reimbursement, donation, and
contribution basis. The actual agreement states the conditions of monies specific to a particular
project.
Safe, Accountable, Flexible, Efficient, Transportation Equity Act - Legacy for Users
(SAFETEA—LU)
Signed into law on August 10, 2005, and provides for highways, highway safety, and public
transportation to improve safety, reduce traffic congestion, and other activities related to solving
transportation problems. This new program takes off where STP, TEA -21, and ISTEA left off.
Senate Bill 621
Represents a regional organization made up of tribal governments primarily within Riverside and
San Bernardino counties. Tribal Alliance of Sovereign Indian Nations (TASIN) member tribes
contribute a percentage of their gaming revenues to the Indian Gaming Special Distribution Fund
(SDF), as established by the State Legislature, to offset the impacts of Indian gaming on public
services and infrastructure.
Senate Bill 821
Each year 2% of the Local Transportation Fund are made available to fund facilities for the
exclusive use of pedestrians and bicyclists.
State Transportation Improvement Program (STIP) Augmentation
State and Federal funds used for the construction of projects that add capacity to the
transportation system.
Surface Transportation Program (STP)
Federal funds available for local agencies to improve the safety and efficiency of the local
transportation system.
Transportation Uniform Mitigation Fee (TUMF)
Multi -jurisdictional development impact fee paid for by new development to provide the
transportation infrastructure necessary to accommodate new development.
Fiscal Year 2015-16 Annual Operating Budget
222
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PROJECT
Priority 2015-16 2016-17 2017-18 2018-19 2019-20
CIRCULATION
Butterfield Stage Road Extension
Flashing Beacons and Speed Advisory Signs
French Valley Parkway / Interstate -15 Over -Crossing and
I
I
19,102 19,484 19,874 20,271 20,677
1,061 1,082 1,104 1,126 1,148
Interchange Improvements -Phase II I - - - - 15,000
Interstate -15 / State Route 79 South Ultimate Interchange I - - 6,242 6,367 6,494
Medians and Parkways -Citywide III - 1,400 1,428 1,457 1,486
Murrieta Creek Bridge and Overland Drive Extension to Diaz
Road I - - 1,061 1,082
Traffic Signal Conductor Enhancementnt Program- Citywide I - - 1,000 1,020 1,040
Traffic Signal Equipment Enhancementnt Program- Citywide I 1,000 1,020 1,040 1,061 1,082
Traffic Signal Installation -Citywide I - 4,000 8,000 4,000 8,000
Traffic Signal Interconnect Equipment Installation II - - 2,000 - 1,000
Western Bypass Bridge Over Murrieta Creek II - - 10,404 10,612 10,824
TOTAL CIRCULATION PROJECTS $ 21,163 $ 26,986 $ 52,153 $ 46,996 $ 66,752
PROJECT Priority 2015-16 2016-17 2017-18 2018-19 2019-20
INFRASTRUCTURE/OTHER
Citywide Surveillance Cameras
Emergency Operations Center Improvements
YMCA Repair and Remediation
TOTAL INFRASTRUCTURE / OTHER PROJECTS
I
I
I
223
$
50,000 60,000 70,000 80,000
500 510 - -
71,250 95,000 96,900 98,838
- $ 121,750 $ 155,510 $ 166,900 $ 178,838
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PROJECT
Priority 2015-16 2016-17 2017-18 2018-19 2019-20
PARKS / RECREATION
Patricia H. Birdsall Sports Park Synthetic Turf Enhancement
Playground Equipment Enhancement and Safety Surfacing
TOTAL PARKS/RECREATION PROJECTS
GRAND TOTAL
II
II
$
15,000
2,550 2,601
15,300 15,606
2,653 2,706
$ 10,150 $ 25,353 $ 25,860 $ 26,377
$ 21,163 $ 158,886 $ 233,016 $ 239,756 $ 271,967
224
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f he Heart of Southern California
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
Pages
I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION 229
A. Annual Operating Budget (AOB) 229
B. Balanced Budget 231
C. Five Year Financial Forecast 231
D. Capital Improvement Program (CIP) 232
II. FINANCIAL REPORTING 235
A. Annual Reporting 235
B. Interim Reporting 235
C. Budget Amendments 235
D. Extended Annual Reporting 235
III. FUND BALANCE AND RESERVES 236
A. Fund Balance Policy 236
B. Reserve for Economic Uncertainty 236
C. Secondary Reserve for Contingencies 236
D. Future Capital Project Designations 236
E. Other Designations and Reserves 236
F. Fund Balance Components 237
G. Hierarchy of Spending Fund Balance 238
IV. CONTINGENCY PLANNING 239
A. One Time Events 239
B. Ongoing Fiscal Constraints 239
V. STAFFING POLICY 240
A. Regular Staffing 240
B. Project Staffing 240
C. Temporary Staffing 241
D. Work Hours 241
E. Overtime Management 241
F. Independent Contractors 242
G. Productivity 242
H. Contracting for Services — Private Sector 243
Contracting for Services — Government Service Contracts 244
J. Contracting for Services — Regional Approach 244
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Pages
VI. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY 245
A. AMAR Definition 245
B. AMAR Process 245
C. AMAR Policy 246
D. AMAR Funding Strategy 246
E. Replacement Funds 247
VII. INVESTMENTS 247
A. Introduction 247
B. Objectives 247
C. Scope 248
D. Investment Authority 249
E. Safekeeping of Securities 250
F. Reporting 250
G. Qualified Dealers 250
H. Authorized Investments 250
Ineligible Investments 253
J. Swapping of Securities 253
K. Portfolio Adjustments 253
L. Policy Review 253
M. Ethics and Conflict of Interest 254
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT 255
A. Capital Financing 255
B. Debt Management 256
C. Debt Capacity 257
D. Independent Disclosure Counsel 257
E. Land -Based Financings 258
F. Conduit Financings 261
G. Refinancings 261
Fiscal Year 2015-16 Annual Operating Budget
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(e/A"lover
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
Pages
IX. INTERFUND TRANSFERS AND LOANS POLICY 262
A. Establishment of Various Funds 262
B. Transfer Between Funds 262
C. Interfund Loans 262
X. APPROPRIATIONS LIMITATION 262
A. Adopting a Resolution 262
B. Supporting Documentation Available for Review 262
C. Calculating Appropriations 263
D. Review of User Fees and Charges 263
E. Support of Legislation or Initiatives 263
F. Voter Approval to Amend Appropriation Limit 263
Fiscal Year 2015-16 Annual Operating Budget
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r
City of Temecula
4 Fiscal Year 2015-16
Re;,. ,,, �; ,� ,. ,w Annual Operating Budget
BUDGET AND FISCAL POLICIES
As a part of the budget process, staff reviews the City's Budget and Fiscal Policies to ensure that the
policies are timely and that they provide sufficient guidance for implementation of Council direction.
Staff made the following recommendations as part of the Fiscal Year 2014-15 Annual Operating Budget
process in order to add further clarification and to augment the policy document, as summarized below.
III.B. Reserve for Economic Uncertainty - modified
Eligible uses of these reserve funds were added to the policy, so as to clearly define how and when
these funds may be utilized in the future.
III.C. Secondary Reserve for Contingencies - new
A secondary level of reserve for the City's General Fund was added, equal to 5% of expenditures, to
serve as an added cushion before utilizing the reserve for economic uncertainty in the event the City
experiences unforeseen economic hardship.
IV. Contingency Planning — new
As the City transitions into a maintenance City and excess Fund Balance is not as plentiful as in prior
years, a contingency plan can serve as a roadmap to follow in the event of significant fiscal decline.
VI.E. Replacement Funds — new
In addition to the existing Vehicles and Equipment Replacement Fund, the Technology Replacement
fund was established, to accumulate the necessary funds to replace the City's technology infrastructure.
Meetings were held with Councilmembers in order to relay these recommendations and to gain
direction, culminating in a discussion of the updated policies at the Budget Workshop. The result is the
following comprehensive list of budget and fiscal policies which were used in the preparation of the
Fiscal Year 2014-15 Annual Operating Budget, and which will be used throughout the fiscal year. As
policies are refined and or reworked, they will be maintained as one document and brought forward to
Council for review as part of the budget preparation, modification, and adoption process.
I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION
A. Annual Operating Budget (AOB)
Through its Annual Operating Budget, the City will link resources with results by:
1. Identifying community needs for essential services that improve quality of life
through strategic planning that:
a. Organize the programs required to provide these essential services;
b. Establish program policies and goals, which define the nature and level of
program services required;
c. Identify activities performed in delivering program services.
2. Proposing goals for improving the delivery of program services that:
a. Identify and appropriate the resources required to perform program
activities and accomplish program goals.
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I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
b. Set objectives to measure Performance (progress) pertaining to:
• Long term goals that align Council priorities with financial resources;
• Output of program activities;
• Accomplishment of program objectives;
• Expenditure of program appropriations.
3. The AOB process encompasses the development, implementation, and evaluation
of a plan for the provision of services for the upcoming fiscal year. The process
includes political, managerial, planning, communication, and financial dimensions.
The budget incorporates a long-term perspective, establishes linkages to broad
organizational goals, and focuses budget decisions on desired results and
outcomes. The AOB is formalized via the following process:
a. A budget workshop is held with the City Council to receive Council direction
and public comment, prior to budget preparation;
b. Budget team updates policies and procedures for budget preparation,
creates the budget process calendar, and prepares the current budget
schedules for each department to use in preparing the new budget;
c. A budget kickoff workshop is held with the City Manager, Department
Directors, and Department Analysts to discuss the status of the current
fiscal year budget, discuss the Five Year Financial Forecast, review the
upcoming budget process calendar, discuss the impacts of the current
economic conditions at the State and Federal levels, and discuss the
essential principles and elements of the budget process;
d. Individual meetings are held with the budget team and each department to
assist in the budget development process;
e. The City Manager, in collaboration with the budget team, holds meetings
with each department director (and analysts) to discuss their department
budget request;
f. A budget workshop is held with the City Council to receive public comment
and to review the components of the proposed budget, prior to formal
consideration for adoption;
City Manager submits the proposed AOB and salary plan to the City Council
at a public meeting for approval.
g.
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I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
B. Balanced Budget
The City will maintain a balanced budget over the period of the Financial Strategic Plan.
This means that:
1. Operating revenues must fully cover operating expenditures;
2. Ending fund balance must meet minimum policy levels. For the General Fund, this
level has been established at 20% of operating expenditures for economic
uncertainties and to support the City's credit worthiness, cash flow, and response
to local disasters.
C. Five Year Financial Forecast
The City will prepare a five year financial forecast bi-annually to assist in long range
planning and policy development. The five year forecast provides a tool to evaluate the
ability of the City to fund proposed programs, operating and maintenance costs, capital
expenditures, as well as operating costs related to future capital improvement projects.
1. Revenues are projected using a conservative approach, and are based on
historical trends, stable residential development projections, internal analysis, and
commercial growth that incorporates known development projects. Separate sets
of assumptions are developed for major revenue types such as sales tax property
tax, community development fees, transient occupancy taxes, and investment
income;
2. Departmental expenditure projections are developed using anticipated cost of
living increases for general administrative operating costs. Additional assumptions
are incorporated for major expenditure categories such as public safety to ensure
that commercial and residential growth projections are addressed to main current
service levels. The five year capital improvement program is reviewed with the
annual operating budget, and maintenance costs of each proposed project are
identified and included in the forecast;
3. The five-year forecast indicates whether projected revenue growth will support
anticipated expenditures for current levels of service. However, as the City
continues to grow, it is important to ensure that it can meet increasing demands,
and be in a position to respond to possible changes in economic conditions. The
five-year forecast is a dynamic tool that requires bi-annual update and review of
its underlying assumptions to keep the City in a position of strong fiscal condition.
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I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
D. Capital Improvement Program (CIP)
1. CIP Purpose - The purpose of the Capital Improvement Program (CIP) budget
document is to serve as a planning tool, which coordinates the level ranking,
financing, and scheduling of major projects undertaken by the City. All projects
presented in the five-year CIP budget are carefully programmed to ensure the
community's capital improvement needs are met both now and in the future. In
addition, the projects provide additional opportunities and access to the City and
improve the overall quality of life as identified in the Quality of Life Master Plan
(QLMP).
This document is dynamic and, consequently, must be revised annually to address
changing needs, level rankings, and financial conditions. The City's goal in
providing a CIP Budget is to develop a multi-year plan for capital improvement,
update it annually, and follow through with all capital improvements in
accordance with the plan. It also allows staff to budget operating and
maintenance costs into the five year projection in order to determine the total
cost of each project before it is undertaken.
2. CIP Development - This CIP budget document is developed by incorporating input
from City Council and key management team members, based on community
comments and feedback received throughout the year. This team then, through
several workshops, identifies and evaluates community needs in the areas of
roads/streets, bridges, public buildings, parks and recreation facilities, and
redevelopment projects. Each proposed project is reviewed and discussed to
ensure funding, timing, and necessity. A CIP City Council workshop is held to
provide the City Council with an opportunity to review each project in detail, and
to receive public comments concerning the five-year program.
3. CIP Projects: $30,000 or More - The capital improvements presented in the
budget are the City's major projects, which exceed $30,000 in cost, have
long-term life spans, and are generally non-recurring. These projects include land
and right of way acquisition, design, construction or rehabilitation of public
buildings or facilities, public infrastructure design and construction, park design
and construction, and redevelopment projects.
4. Project Manager - Every CIP project will have 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.
5. Project Benefit - Projects must identify a benefit and reference a Core Value
(QLMP) goal.
6. CIP Review Committee - In determining the relative merit of a proposed project,
key management team members evaluate projects for feasibility, community
enhancement, infrastructure and historic preservation, and safety.
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I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
7. CIP Levels - Projects in the CIP are scheduled in each of five fiscal years based on
community needs, as determined by the City Council and availability of funding.
Level rankings in each major category (Circulation, Infrastructure/Other, Parks and
Recreation, and SARDA/Housing) are assigned in accordance with the following
guidelines:
a. LEVEL I: The project is urgent and must be completed as soon as feasible.
Failure to address the project may impact the health, safety, or welfare of
the community or have a potential significant impact on the financial
well-being of the City. The project must be initiated or financial opportunity
losses may result.
b. LEVEL II: The project is important and addressing it is necessary. The project
impacts safety, law enforcement, health, welfare, economic base, quality of
life, and has been identified as a priority in the Quality of Life Master Plan.
c. LEVEL III: The project will enhance quality of life and will provide a benefit to
the community. Completion of the project will improve the community by
providing cultural, recreational, and/or aesthetic value, or is deemed as a
necessary improvement to a public facility.
d. Future Years Projects: The project will be an improvement to the
community, but does not necessarily need to be completed within a five
year capital improvement program time frame.
8. CIP Administrative Costs - The administrative costs associated with managing CIP
projects are estimated (generally as five to ten percent of estimated construction
costs), and included in each project budget
9. CIP Operations and Maintenance (0 & M) - Future operations and maintenance
costs that result from CIP projects are estimated and identified in the CIP project
sheets. These incremental future operating costs are incorporated into the five
year forecast.
10. CIP Phases - The CIP will emphasize project planning, with projects progressing
through at least two and up to ten of the following phases:
a. Designate (Assigned). Appropriates funds based on projects designated for
funding by the Council through adoption of the Financial Strategic Plan.
b. Study. Concept design, site selection, feasibility analysis, schematic design,
environmental determination, property appraisals, scheduling, grant
application, grant approval, specification preparation for equipment
purchases.
c. Environmental Review. Compliance with CEQA, NEPA and other
environmental studies, if necessary.
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I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
d. Real Property Acquisitions. Property acquisition for projects, if necessary.
e. Site Preparation. Demolition, hazardous materials abatements, other pre
construction work.
f. Design. Final design, plan and specification preparation and construction
cost estimation.
g. Construction. Construction contracts.
h. Construction Management. Contract project management and inspection,
soils and material tests, other support services during construction.
i. Equipment Acquisitions. Vehicles, heavy machinery, computers, office
furnishings, other equipment items acquired and installed independently
from construction contracts.
11. CIP Appropriation - The City's annual CIP appropriation for study, design,
acquisition and/or construction is based on the projects designated by the Council
through adoption of the Financial Strategic Plan. Adoption of the Financial
Strategic Plan CIP appropriation does not automatically authorize funding for
specific project phases. This authorization generally occurs only after the
preceding project phase has been completed and approved by the Council and
costs for the succeeding phases have been fully developed. If project costs at the
time of bid award are less than the budgeted amount, the balance will be
unappropriated and returned to fund balance or allocated to another project. If
project costs at the time of bid award are greater than budget amounts, five basic
options are available:
a. Eliminate the project;
b. Defer the project for consideration to the next Financial Strategic Plan
period;
c. Rescope or change the phasing of the project to meet the existing budget;
d. Transfer funding from another specified, lower level ranking project.
e. Appropriate additional resources as necessary from fund balance.
12. CIP Budget Carryover - Project accounts, which have been appropriated, will not
lapse until completion of the project phase.
13. Program Objectives - Project phases will be listed as objectives in the program
narratives of the programs, which manage the projects.
14. General Plan Consistency Review - All projects are evaluated by the City's Planning
Commission to ensure consistency with the provisions of the City of Temecula
General Plan, while considering the City's long-term vision as developed by the
City Council. The proposed Circulation, Infrastructure, and Parks and Recreation
projects are reviewed and approved by the Planning Commission, Public/Traffic
Safety Commission, and the Parks and Recreation Commission.
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BUDGET AND FISCAL POLICIES
II. FINANCIAL REPORTING
A. Annual Reporting
The City will prepare annual financial statements as follows:
1. The City will contract for an annual audit by a qualified independent certified
public accountant (or accounting firm). The City will strive for an unqualified
auditors' opinion.
2. The City will use generally accepted accounting principles in preparing its annual
financial statements, and will strive to meet the requirements of the GFOA's
Award for Excellence in Financial Reporting program.
3. The City will issue audited financial statements within 180 days after year-end.
B. Interim Reporting
The City will prepare and issue timely interim reports on the City's fiscal status to the
Council and staff. This includes: on-line access to the City's financial management
system by City staff; monthly reports to program managers; formal quarterly reports to
the Council and Department Directors; mid -year budget reviews; and interim annual
reports.
C. Budget Amendments
The Council may amend or supplement the budget at any time after its adoption by
majority vote of the Council members. The City Manager has the authority to make
administrative adjustments to the budget as long as those changes will not have a
significant policy impact nor affect budgeted year-end fund balances.
D. Extended Annual Reporting
The City will prepare extended annual reports as required by federal and state
requirements including, but not limited to:
1. State Controller Report
2. Street Reports
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BUDGET AND FISCAL POLICIES
111. FUND BALANCE AND RESERVES
A. Fund Balance Policy
Fund balance represents the accumulation of actual revenues and other financing
sources in excess of actual expenditures and other uses at year-end. In general terms, it
represents the City's accumulated "savings" from year to year, as any fund balance
realized at year-end is added to (or deducted from if expenditures exceeded revenues
for that particular year) the previous year's fund balance. Fund balance is often referred
to as "reserves."
B. Reserve for Economic Uncertainty
The City will maintain a minimum fund balance of at least 20% of operating
expenditures in the General Fund, in order to adequately provide resources in the event
of an unexpected draw on City finances. Eligible uses of these reserve funds include:
• Expenditures due to local disasters/acts of nature
• Loss of major revenue source(s) due to financial hardship or economic
downturn
• State -imposed take of local revenue/mandated payments
• Significant unanticipated expenditures
• Significant payout of Comprehensive Annual Leave for employees leaving City
service
C. Secondary Reserve for Contingencies
In addition to the Reserve for Economic Uncertainty, the City will strive to maintain an
operating reserve within the General Fund in the amount of 5% of General Fund
operating expenditures. Use of these reserve funds shall be limited to:
• Covering annual operating expenditures if revenue falls short of projections,
creating an annual operating deficit.
• Making one-time investments in Capital infrastructure that will create long-term
operational savings to the General Fund, leverage available grant funds, or
provide funding for projects that will create an economic benefit to the City.
D. Future Capital Project Designations
The Council may designate specific fund balance levels for future development of capital
projects that it has determined to be in the best long-term interests of the City.
E. Other Designations and Reserves
In addition to the designations noted above, fund balance levels will be sufficient to
meet funding requirements for projects approved in prior years which are carried
forward into the new year; debt service reserve requirements; reserves for
encumbrances; and other reserves or designations required by contractual obligations,
state law, or generally accepted accounting principles.
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111. FUND BALANCE AND RESERVES (continued)
F. Fund Balance Components
This policy establishes the procedures for reporting unrestricted fund balance in the
General Fund financial statements, as well as a fund balance expenditures hierarchy.
Fund Balance commitments and assignments ensure that there will be adequate
financial resources to protect the City against circumstances such as revenue shortfalls
and unanticipated expenditures. The Policy also authorizes and directs the Director of
Finance to prepare financial reports and categorize fund balance per Governmental
Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and
Governmental Fund Type Definitions.
There are five separate components of fund balance which identify the specific
purposes for which amounts can be spent: (1) Nonexpendable Fund Balance —
inherently nonexpendable; (2) Restricted Fund Balance — externally enforceable
limitations on use; (3) Committed Fund Balance — self-imposed limitations on use; (4)
Assigned Fund Balance — limitation resulting from intended use; (5) Unassigned Fund
Balance — residual net resources.
1. Nonexpendable Fund Balance - Amounts that cannot be spent because they are
either (a) not in spendable form, such as prepaid items or inventories; or (b)
legally required to be maintained intact, such as the principal portion of an
endowment.
2. Restricted Fund Balance - Amounts for a specific purpose that are either (a)
externally imposed by creditors (such as through debt covenants), grantors,
contributors, other governments' regulations; or (b) imposed by law through
constitutional provisions or enabling legislation.
3. Committed Fund Balance - Amounts authorized for specific purposes by a
government's highest level of decision making authority (City Council). These
committed amounts cannot be used for any other purpose unless the City Council
removes or changes the specified use through the same formal action taken to
establish the commitment. City Council action to commit fund balance needs to
occur within the fiscal reporting period however, the amount can be determined
subsequently. The City's committed fund balance includes a reserve for economic
uncertainty. It is City policy to maintain a reserve of 20% of Annual General
Fund appropriations. Amounts are committed to finance any significant
unanticipated revenue shortfalls, negative State budget impacts or impacts from
natural disasters or other catastrophic events.
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BUDGET AND FISCAL POLICIES
111. FUND BALANCE AND RESERVES (continued)
4. Assigned Fund Balance - Amounts that are constrained for specific purposes, but
are neither restricted nor committed. For all governmental funds other than the
General Fund, any remaining amounts not classified as nonexpendable, restricted,
or committed are considered assigned. For the General Fund, this policy delegates
the authority to assign amounts to be used for specific purposes to the Finance
Director in consultation with the City Manager for the purpose of reporting these
amounts in annual financial statements.
5. Unassigned Fund Balance - Residual net resources of the General Fund in excess
of what can be classified in one of the other four categories.
G. Hierarchy of Spending Fund Balance
Restricted fund balance should be spent first when an expenditure is incurred for which
both restricted and unrestricted fund balance is available. When an expenditure is
incurred for purposes where amounts in any of the unrestricted classifications of fund
balance could be used, committed amounts are to be spent first, followed by assigned
amounts and then unassigned amounts.
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BUDGET AND FISCAL POLICIES
IV. CONTINGENCY PLANNING
In response to adverse financial and economic conditions that could negatively impact
the City's fiscal health, a Contingency Plan will provide for a measured response to
potential fiscal challenges, as opposed to reactionary decision-making that could hinder
the long-term financial solvency of the City.
In accordance with Budget Policies III.B and III.C, the City will strive to maintain reserves
in the amount of 25% of General Fund operating expenditures. Eligible uses of these
reserve funds are outlined in the aforementioned policy; however this Contingency Plan
will address the hierarchy of utilizing reserve funds, in the event the City experiences
significant or sudden fiscal constraints.
The type of fiscal challenge will dictate the appropriate budgetary measure to
implement in order to ensure solvency. If the fiscal constraint cannot be absorbed by
annual budgetary savings, the following hierarchy shall be followed:
A. One Time Events
In the event the City is faced with a non-recurring fiscal constraint, such as a State
mandated payment or a natural disaster, the use of reserve funds is an appropriate
mitigation. The Secondary Reserve for Contingencies shall be utilized first, and fully
exhausted prior to utilizing the Economic Uncertainty Reserve.
B. Ongoing Fiscal Constraints
In the event the City experiences the loss of a major revenue source outside of the City's
control (ie. acts of legislation, corporate decisions and/or economic downturn), the City
will need to adjust its operations in order to maintain a balanced budget.
Circumstances may arise when the City is unable to react quick enough to offset a
sudden loss in revenue, and will be required to utilize reserves to supplant the current
Operating Budget. The Secondary Reserve for Contingencies shall be utilized first, and
fully exhausted prior to utilizing the Economic Uncertainty Reserve. Continued use of
reserve funds shall not exceed two budget cycles, to allow adequate time for the
implementation of operational changes, while limiting the ongoing dependency on
reserves.
Implementation of Contingency Plan actions requires the majority approval of the City
Council.
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V. STAFFING POLICY
A. Regular Staffing
1. The budget will fully appropriate the resources needed for authorized regular
staffing.
2. Regular full-time benefitted employees will represent the core work force and the
preferred means of staffing ongoing, year-round program activities and services.
The City will strive to provide competitive compensation and benefit schedules for
its authorized regular work force. Each regular employee will:
a. Fill an authorized regular position;
b. Receive salary and benefits consistent with labor agreements or other City
Council approved compensation plans.
3. To manage the growth of the regular work force and overall staffing costs, the City
will follow these procedures:
a. The Council will authorize all regular positions.
b. The Human Resources Department will coordinate and approve the hiring of
all regular employees.
c. Supplement core staff with a balanced workforce consisting of part-time,
contract, and independent contractors.
d. All requests for additional regular positions will include evaluations of:
• The necessity, term and expected results of the proposed activity;
• Staffing and material costs including salary, benefits, equipment,
uniforms, clerical support and facilities;
• The ability of private industry to provide the proposed service;
• Additional revenues or cost savings, which may be realized.
e. Periodically, and before any request for additional regular positions, existing
programs will be re-evaluated to determine if services can be provided with
existing regular employees.
f. The City will make every effort to conduct an internal recruitment to fill
regular positions. The City will evaluate the advantages and disadvantages
of conducting an internal recruitment versus an external recruitment on a
case-by-case basis.
B. Project Staffing
1. The hiring of project employees will not be used as an incremental method for
expanding the City's regular work force.
2. Project employees include all employees other than regular employees,
temporary staffing, elected officials and volunteers. Project employees will
generally augment regular City staffing as extra -help employees, seasonal
employees, contract employees, interns and work-study assistants.
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V. STAFFING POLICY (continued)
3. The City Manager and Department Directors will encourage the use of project
employees to meet peak workload requirements, fill interim vacancies, and
accomplish tasks where less than full-time, year-round staffing is required.
Under this guideline, project employees will be hired for up to one year at a time
in conjunction with the annual operating budget on an at -will basis. Moreover,
project employee hours will generally not exceed 50% of a regular, full-time
position (1,000 hours annually). There may be limited circumstances where the
use of project employees on an ongoing basis in excess of this target may be
appropriate due to unique programming or staffing requirements. However, any
such exceptions must be approved by the City Manager based on the review and
recommendation of the Human Resources Department.
C. Temporary Staffing
1. Temporary Staffing agencies can be contacted only in the case of a short-term
assignment such as sick leave, disability leave, maternity leave, etc.
2. The City will pay the Temporary Staffing Agency a fair base rate for the employee
with a negotiated markup while the temporary employee is providing work for the
City.
D. Work Hours
1. Regular employee, project employee, and temporary employee work hours will be
based on the needs of the City and the position.
2. Employee work hours may be flexed in an effort to minimize overtime.
E. Overtime Management
1. Overtime should be used only when necessary and when other alternatives are
not feasible or cost effective.
2. All overtime must be pre -authorized by a Department Director or delegated in
accordance with existing policy.
3. Departmental operating budgets should reflect anticipated annual overtime costs
and departments will regularly monitor overtime use and expenditures.
4. When considering the addition of regular, project, or temporary staffing, the use
of overtime as an alternative will be considered. The department will take into
account:
a. The duration that additional staff resources may be needed;
b. The cost of overtime versus the cost of additional staff;
c. The skills and abilities of current staff;
d. Training costs associated with hiring additional staff;
e. The impact of overtime on existing staff;
f. The impact on quality of services.
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V. STAFFING POLICY (continued)
F. Independent Contractors
Independent contractors are not City employees. They may be used in two situations:
1. Short-term, peak workload assignments to be accomplished using personnel
contracted through an outside employment agency (OEA). In this situation, it is
anticipated that City staff will closely monitor the work of OEA employees and
minimal training will be required. However, they will always be considered the
employees of the OEA and not the City. All placements through an OEA will be
coordinated through the Human Resources Department and subject to the
approval of the Human Resources Department.
2. Construction of public works projects and delivery of operating, maintenance or
specialized professional services not routinely performed by City employees. Such
services will be provided without close supervision by City staff, and the required
methods, skills and equipment will generally be determined and provided by the
contractor. Contract awards will be guided by the City's purchasing policies and
procedures.
G. Productivity
The City will repeatedly monitor and review the City's methods of operation to ensure
that services continue to be delivered in the most cost-effective manner possible. This
review process encompasses a wide range of productivity issues, including:
1. Analyzing systems and procedures to identify and remove unnecessary review
requirements.
2. Evaluating the ability of new technologies and related capital investments to
improve productivity.
3. Developing the skills and abilities of all City employees.
4. Developing and implementing appropriate methods of recognizing and rewarding
exceptional employee performance.
5. Evaluating the ability of the private sector to perform the same level of service at
a lower cost.
6. Periodic formal reviews of operations on a systematic, ongoing basis.
7. Maintaining a decentralized approach in managing the City's support service
functions. Although some level of centralization is necessary for review and
control purposes, decentralization supports productivity by:
a. Encouraging accountability by delegating responsibility to the lowest
possible level;
b. Stimulating creativity, innovation and individual initiative;
c. Reducing the administrative costs of operation by eliminating unnecessary
review procedures;
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V. STAFFING POLICY (continued)
d.
Improving the ability of the organization to respond to changing needs, and
identify and implement cost-saving programs;
e. Assigning responsibility for effective operations and citizen responsiveness
to the department.
H. Contracting for Services — Private Sector
1. General Policy Guidelines:
a. Contracting with the private sector for the delivery of services may provide
the City with a significant opportunity for cost containment and productivity
enhancements. As such, the City is committed to using private sector
resources in delivering municipal services as a key element in our continuing
efforts to provide cost-effective programs.
b. Private sector contracting approaches under this policy include construction
projects, professional services, outside employment agencies and ongoing
operating and maintenance services.
c. In evaluating the costs of private sector contracts compared with in-house
performance of the service, indirect, direct, and contract administration
costs of the City will be identified and considered.
d. Whenever private sector providers are available and can meet established
service levels, they will be seriously considered as viable service delivery
alternatives using the evaluation criteria outlined below.
e. For programs and activities currently provided by City employees,
conversions to contract services will generally be made through attrition,
reassignment or absorption by the contractor.
2. Evaluation Criteria - Within the general policy guidelines stated above, the cost
effectiveness of contract services in meeting established service levels will be
determined on a case-by-case basis using the following criteria:
a. Is a sufficient private sector market available to competitively deliver this
service and assure a reasonable range of alternative service providers?
b. Can the contract be effectively and efficiently administered?
c. What are the consequences if the contractor fails to perform, and can the
contract reasonably be written to compensate the City for any such
damages?
d. Can a private sector contractor better respond to expansions, contractions
or special requirements of the service?
e. Can the work scope be sufficiently defined to ensure that competing
proposals can be fairly and fully evaluated, as well as the contractor's
performance after bid award?
f. Does the use of contract services provide us with an opportunity to redefine
service levels?
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V. STAFFING POLICY (continued)
g.
Will the contract limit our ability to deliver emergency or other high priority
services?
h. Overall, can the City successfully delegate the performance of the service
but still retain accountability and responsibility for its delivery?
I. Contracting for Services — Government Service Contracts
1. General Policy Guidelines:
a. Contracting with other government entities for the delivery of services such
as police and fire provides the City with significant opportunities for cost
containment and productivity enhancements. The City utilizes government
service contracts to deliver municipal services as a key element in the City's
continuing efforts to provide cost-effective programs.
b. Police Contract Services — The City contracts with Riverside County Sheriff's
Department for police services. Under this contract the City maintains a
ratio of one (1) uniformed police officer for every one thousand (1000)
residents. The City will ensure that contracted staffing levels are
compatible with the City population and needs. Contracting with the County
facilitates an efficient, effective and affordable model of policing for the
community. The police contract allows the city to partner with the County
to leverage resources to reduce costs for supervision, administration,
training, clerical support, vehicles and equipment.
c. Fire Contract Services - The City contracts with the Riverside County Fire
Department for all fire services. Contracting with the County facilitates an
efficient, effective and affordable model of fire protection, disaster
preparedness, fire prevention, and emergency operation services for the
community. The fire contract allows the City to partner with the County to
leverage resources to reduce costs for supervision, administration, training,
clerical support, vehicles and equipment.
J. Contracting for Services — Regional Approach
1. A regional approach to public services leverages economies of scale to improve
outcomes and services to the citizens. Therefore, prior to entering into private or
government service contracts, the City will require the completion of a systematic
assessment to determine whether a regional approach to providing services is
necessary.
a. Animal Control Services - The City contracts with Animal Friends of the
Valleys for animal control services and the County of Riverside (via the
Southwest Community Financing Authority) for animal sheltering services.
Contracting with multi -agencies for these services demonstrates a regional
approach of leveraging resources to provide efficient services (at a reduced
cost).
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VI. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY
A. AMAR Definition
Asset Management and Replacement is the practice of strategically managing the life
cycle of the City's capital infrastructure to achieve the greatest return on every tax
dollar invested. The capital infrastructure's life -cycle includes how the asset is planned,
designed, constructed, operated, maintained, replaced, and disposed. Capital
infrastructure includes streets, roads, public facilities, parks and trails, and drainage
facilities, as follows:
1. Streets and Roads - Assets related to the provision of transportation (e.g.
pedestrian, bicycles, commercial vehicles, private vehicles, and public vehicles.)
2. Public Facilities - Building and land assets used for a diverse range of services
including community services, recreation, accommodation, and municipal
administration.
3. Parks and Trails - Assets which provide opportunities for organized and informal
recreation activities (e.g. sports, exercise), provide aesthetic and cultural value to
the community, and provide public spaces for social interaction.
4. Drainage Facilities - Assets which provide a measure of flooding protection to the
community from storm water runoff and those assets which improve the water
quality of storm water runoff going into main drains and waterways.
B. AMAR Process
As assets age, their performance (service provided) will deteriorate. Therefore, a
process must be applied to determine when the ability of an asset to meet service
standards deteriorates to an unacceptable level. This means considering all
management options and strategies as part of the asset lifecycle, from planning to
disposal. The objective of managing the assets in this manner is to look at long-term cost
impacts when making asset management decisions. An effective process will be based
on the following sequence:
AMAR AMAR
Policy Plan
AMAR
Operational
Plans
The AMAR Policy provides general direction and guidance for the AMAR Plan. The AMAR
Plan provides more detailed direction and guidance for all major asset classes (Streets
and Roads, Public Facilities, Parks and Trails, and Drainage Facilities). The AMAR
Operational Plans cater for the delivery of specific asset management.
The AMAR Plan is based on applicable management studies, best practices, and analysis
and should be updated every five years. The actual replacement of assets via the AMAR
Operational Plans is dependent on staff analysis and recommendation after a review of
any intervening variables such as variations in service delivery demands, force majeure,
and programming.
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C. AMAR Policy
The purpose of the Asset Management and Replacement Policy (AMAR Policy) is to
demonstrate the City's commitment to the responsible management of the City's capital
infrastructure.
The AMAR Policy ensures adequate provisions are made for the long-term replacement
of the City's capital infrastructure by:
1. Incorporating appropriate asset management best practices to ensure that the
City delivers the highest appropriate level of service through its assets to:
a. Ensure service delivery needs form the basis of asset management;
b. Incorporate a life -cycle approach to asset management.
2. Applying transparent and responsible financial management of City assets that:
a. Integrate asset management with budgetary planning;
b. Provide for present needs while protecting resources for future generations.
3. Meeting or surpassing legislative requirements for asset management.
4. Ensuring resources and operational capabilities are identified and responsibility
for asset management is allocated.
D. AMAR Funding Strategy
1. AMAR Fund Policy:
a. The funding strategy will be based on the following:
• An evaluation of available funds in the General Fund, Special Reserve
Funds, and the Internal Service Funds;
• A comparison of available funds against the requirements of AMAR
Plan (based on applicable management studies, best practices, and
analysis);
• Establishment of a separate AMAR Fund and Policy (e.g. designation,
reservation) that best meets the needs of the City.
b. When established, the drafting of the actual AMAR Fund Policy will be
dependent on Council guidance and direction, and based on the analysis of
the completed management studies.
2. The purpose of the Asset Management Fund is to:
a. Accumulate earnings to provide a long-term funding source for
replacement/rehabilitation of City infrastructure while preserving the
principal balance of the Fund;
b. Provide financial reserves to respond to natural disasters and other
emergencies;
c. Provide a source for internal loans and liquidity;
d. Serve as collateral for City debt issues;
e. Asset Management Fund assets may not be used for any purpose without
approval of the City Council.
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E. Replacement Funds
1. Fund 310 Vehicles and Equipment Fund has been established as an Internal
Service Fund, for the purpose of accumulating the funds necessary to replace the
City's fleet and major equipment. Annually, each department owning an eligible
vehicle or piece of large equipment contributes an amount equivalent to the
estimated cost to replace the item at the end of its useful life, as summarized in
the Vehicle/Equipment Replacement Schedule. Eligible assets funded through
the Vehicle/Equipment Replacement Schedule include vehicles and large
equipment items that have a useful life longer than three years and cost in excess
of $10,000.
2. Fund 325 — Technology Replacement Fund has been established as an Internal
Service Fund, for the purpose of accumulating the funds necessary to replace the
City's technology infrastructure (hardware and software). Annually, each
department owning an eligible technology -related asset contributes an amount
equivalent to the estimated cost to replace the item at the end of its useful life, as
summarized in the Technology Replacement Schedule. Eligible assets funded
through the Technology Replacement Schedule include those technology -related
assets that have a useful life longer than three years and cost in excess of $3,000.
VII. INVESTMENTS
A. Introduction
The intent of this Investment Policy is to establish the limits within which the City's
Investment Program will be conducted. Investment goals and objectives are defined.
Authorized investments and reporting requirements are identified. The monies
entrusted to the City Treasurer will be referred to as the "Fund" throughout the
remainder of this document.
B. Objectives
The investment policies and practices of the City of Temecula are based upon State law
and prudent money management. The primary goals of these policies include:
1. To protect the principal monies entrusted to this office. Safety of principal is the
foremost objective of the City of Temecula. Each investment transaction will
seek to ensure that capital losses are avoided, whether from securities default,
broker dealer default, or erosion of market value. The City will seek to preserve
principal by mitigating the two types of risk (credit risk and market risk).
a. Credit Risk - Defined as the risk of loss due to failure of the issuer of a
security, will be mitigated by investing only with issuers whose financial
strength and reputation can be verified to be the highest as rated by
nationally known rating agencies, and by diversifying the investment
portfolio so that the failure of any one issuer would not unduly harm the
City's cash flow.
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VII. INVESTMENTS (continued)
b.
Market Risk - The risk of market value fluctuations due to overall changes in
the general level of interest rates, will be mitigated by (a) structuring the
portfolio so that securities mature earlier than or concurrent with the
timing of major cash outflows, thus eliminating the need to sell securities
prior to their maturity; (b) prohibiting the use of leverage and margin
accounts; and (c) prohibiting the taking of short positions — that is, selling
securities which the City does not own. It is explicitly recognized herein,
however, that in a diversified portfolio, occasional measured losses are
inevitable, and must be considered within the context of the overall
investment return.
2. To provide sufficient liquidity to meet normal operating and unexpected
expenditures. The portfolio will be structured with sufficient liquidity to allow the
City to meet expected cash requirements. This will be accomplished by structuring
the portfolio so that securities mature concurrent with cash needs to meet
anticipated demands. Since all possible cash demands cannot be anticipated, the
portfolio will maintain a liquidity buffer and invest primarily in securities with
active secondary and resale markets.
3. To ensure compliance with all Federal, State, and Local laws governing the
investment of monies under the control of the City Treasurer. The legal basis for
the City's investment activities is the City of Temecula Municipal Code, Chapter
3.04, Revenue and Finance, Fiscal Provisions Generally and Government Code
Sections 5922, 16429.1, 53600 to 53609, and 53630 to 53686, which include
parameters for authorized investments, report of investments and investment
authority.
4. To generate a maximum amount of investment income within the parameters of
prudent risk management and consistent with the above policies. The City's
investment portfolio will be designed to attain a market -average rate of return
through economic cycles. The market -average rate of return is defined as the
average return on three-month U.S. Treasury bills. Whenever possible, and
consistent with risk limitations and prudent investment principles, the Treasurer
will seek to augment returns above the market average rate of return.
The policy will also address risk management because it is such an integral part of
the investment policy. To concentrate only on maximizing return would be
dangerous. Therefore, policy issues will be directed to: 1) limiting the Fund's
exposure to each issue and issuer of debt, and 2) determining a minimum credit
requirement that firms must have in order to hold City money.
C. Scope
This investment policy applies to all funds under the control of the City Treasurer,
including but not limited to the general fund, special revenue funds, debt service funds,
capital improvement funds, trust funds and bond proceeds in the custody of the
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VII. INVESTMENTS (continued)
Treasurer and any other funds under his/her control. California Government Code
Section 53601(1) permits money from bond proceeds, obligations under a lease,
installment sales or other agreements to be invested in any security that meets the
statutory provisions governing the issuance of the bond or other agreements made by
the issuing agency. Furthermore, California Government Code Section 5922(d) provides
that notwithstanding any other provision of law, proceeds of bonds and any moneys set
aside and pledged to secure payment of the bonds or certain other contracts specified
in Section 5922, may be invested in securities or obligations described in the ordinance,
resolution, indenture, agreement, or other instrument providing for the issuance of the
bonds or the contract.
D. Investment Authority
The City of Temecula Municipal Code delegates to the City Treasurer the authority to
invest and reinvest moneys of the city, to sell or exchange securities, and to deposit
them and provide for their safekeeping. The City Treasurer is responsible for daily
management of the investment program, including:
1. Establishing procedures for operation consistent with the investment policy;
2. Approving daily investment transactions;
3. Developing projections of the City's cash requirements for operating needs;
4. Reviewing the liquidity position of the investment portfolio;
5. Ensuring that the City's cash position is consistent with operating requirements;
6. Preparing appropriate investment reports;
7. Developing, implementing and monitoring controls over investments;
8. Developing record keeping for investment transactions.
The City Treasurer may delegate investment authority to qualified and competent
officials and City employees such as the Revenue Manager.
All persons authorized to make investment decisions on behalf of the City are trustees
of the public funds and therefore fiduciaries subject to the following prudent investor
standard as defined in California Government Code Section 53600.3:
When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing
public funds, a trustee will act with care, skill, prudence, and diligence under the
circumstances then prevailing, including, but not limited to, the general economic
conditions and the anticipated needs of the agency, that a prudent person acting in a
like capacity and familiarity with those matters would use in the conduct of funds of a
like character and with like aims, to safeguard the principal and maintain the liquidity
needs of the agency. Within the limitations of this section and considering individual
investments as part of an overall strategy, investments may be acquired as authorized
by law.
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VII. INVESTMENTS (continued)
E. Safekeeping of Securities
To protect against potential losses by collapse of individual securities dealers, all
securities owned by the City, including collateral on repurchase agreements, will be held
in safekeeping by a third party bank trust department, acting as agent for the City under
the terms of a custody agreement executed by the bank and by the City. All securities
will be received and delivered using standard delivery versus payment procedures (i.e.,
the City's safekeeping agent will only release payment for a security after the security
has been properly delivered). This section is intended to comply with Government Code
Sections 53601 and 53608.
F. Reporting
The City Treasurer will render a monthly report to the City Manager and City Council
showing the type of investment, issuing institution, selling institution, date of maturity,
par and dollar amount of deposit, current market value for all securities, return on the
City's investment portfolio expressed as an annual percentage rate, yield to maturity,
cash flow information demonstrating that the City can meet its upcoming financial
obligations, and such data as may be required by the City Council. The report will also
state its relationship to this statement of investment policy, as directed under the Code.
The Treasurer will at least annually submit a recommended updated Investment Policy
to be reviewed and approved by the City Council. The City's investment reporting policy
meets or exceeds the requirements of Section 53646 of the California Government
Code.
G. Qualified Dealers
The City will transact investments only with banks, savings and loans, state -licensed
investment security broker-dealers, the State of California Local Agency Investment
Fund, or brokerage firms designated as primary government dealers by, and regularly
reporting to, the New York Federal Reserve Bank. Investment staff will investigate
dealers who wish to do business with the City in order to determine if they are
adequately capitalized, market securities appropriate to the City's needs, and are
recommended by managers of portfolios similar to the City's. The City's Broker/Dealer
Questionnaire will be used in this investigation.
The City will, at least annually, send a copy of the current investment policy to all
dealers approved to do business with the City. Confirmation of receipt of this policy will
be considered as evidence that the dealer understands the City's investment policies,
and intends to show the City only appropriate investments.
H. Authorized Investments
Investments will be made in the context of the "prudent investor" rule, which states:
Investments will be made with judgment and care,
under circumstances then prevailing, which persons of
prudence, discretion, and intelligence exercise in the
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VII. INVESTMENTS (continued)
management of their own affairs, not for speculation,
but for investment, considering the probable safety of
their capital as well as the probable income to be
derived.
The City is further governed by the California Government Code, Sections 5922,
16429.1, and 53600 et seq. Within the context of these limitations, the following
investments are authorized, as further limited herein:
1. United States Treasury Bills, Bonds, and Notes, or those for which the full faith
and credit of the United States are pledged for payment of principal and interest.
There is no limitation as to the percentage of the portfolio that can be invested in
this category. Maturity is not to exceed the projected dates of the City's cash
needs or five years, whichever is less.
2. Obligations issued by the Federal Farm Credit Bank System (FFCB), the Federal
Home Loan Bank Board (FHLB), the Federal Home Loan Mortgage Corporation
(FHLMC), the Federal National Mortgage Association (FNMA), and other United
States agency obligations with maturities of five years or less. Although there is no
percentage limitation on the dollar amount that can be invested in these issues,
the "prudent investor" rule will apply for a single agency name. Maturity is not to
exceed the projected dates of the City's cash needs or five years, whichever is
less.
3. Bills of exchange or time drafts drawn on and accepted by a commercial bank,
otherwise known as banker's acceptances. Banker's acceptances purchased may
not exceed 180 days to maturity or 40% of the market value of the portfolio. No
more than 10% of the market value of the portfolio may be invested in banker's
acceptances issued by any one bank.
4. Commercial paper ranking of the highest letter and number rating by a nationally
recognized statistical rating organization (NRSRO), and issued by a domestic
corporation having assets in excess of $500,000,000 and having an "A-1" or better
rating on its long-term debentures as provided by a NRSRO. Purchases of eligible
commercial paper may not exceed 15% of the market value of the portfolio. No
more than 10% of the market value of the portfolio may be invested in
commercial paper issued by any one corporation. The City may invest in no more
than 10% of a single corporation. The City may invest in no more than 10% of a
single corporation's commercial paper. Maturity is not to exceed 180 days.
5. Negotiable certificates of deposit issued by nationally or state -chartered banks or
state or federal savings and loan associations. Negotiable certificates of deposit
(NCDs) differ from other certificates of deposit by their deposit liquidity. They are
issued against funds deposited for specified periods of time and earn specified or
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VII. INVESTMENTS (continued)
variable rates of interest. NCDs are traded actively in secondary markets. When
feasible, an independent trading service will be used as part of the evaluation
process. Issuers must be rated "B" or better by Thomson Bank Watch or
equivalent rating service, or rated A-1 for deposits by Standard & Poors, or P-1 for
deposits by Moodys or comparably rated by a national rating agency.
Transactions in NCDs will not collectively exceed 30% of the total portfolio in
effect immediately after any such investment is made.
6. Repurchase Agreements. The City may invest in repurchase agreements with
banks and dealers with which the City has entered into a master repurchase
agreement which specifies terms and conditions of repurchase agreements.
Transactions will be limited to the primary dealers and the top banking
institutions according to the rating agency based on liquidity, profitability, and
financial strength. The maturity of repurchase agreements will not exceed thirty
days. The market value of securities used as collateral for repurchase agreements
will be monitored daily by the investment staff and will not be allowed to fall
below 102% of the value of the repurchase agreement plus the value of collateral
in excess of the value of the repurchase agreement. In order to conform with
provisions of the Federal Bankruptcy Code which provide for the liquidation of
securities held as collateral for repurchase agreements, the only securities
acceptable as collateral will be certificates of deposit, eligible bankers'
acceptances, or securities that are direct obligations of, or that are fully
guaranteed as to principal and interest by, the United States or any agency of the
United States. No more than 50% of the portfolio may be invested in repurchase
agreements, and a "perfected security interest" will always be maintained in the
securities subject to a repurchase agreement.
7. Local Agency Investment Fund. The City may invest in the Local Agency
Investment Fund (LAIF) established by the State Treasurer for the benefit of local
agencies up to the maximum permitted by State law.
8. Time Deposits. As to the deposits of non -surplus funds, the City may invest in
non-negotiable time deposits collateralized in accordance with the California
Government Code (including, but not limited to, entering into a contract with the
depository institution pursuant to California Government Code Section 53649) in
those banks and savings and loan associations that meet the requirements for
investment in negotiable certificates of deposit. Since time deposits are not liquid,
no more than 15% of the portfolio may be invested in this category. The
depository institution should have been in existence for at least five years. The
City may waive the first $100,000 of collateral security for such deposits if the
institution is insured pursuant to federal law.
In order to secure the uninsured portions of such deposits, an institution will
maintain at least 10% in excess of the total amount deposited. Real estate
mortgages may not be accepted as collateral. The maximum term for deposits will
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VII. INVESTMENTS (continued)
be one year. In general, the depository institution must have a minimum 6% net
worth to assets ratio or the minimum ratio established by the Comptroller of the
Currency. The depository institution's operation must have been profitable during
their last reporting period.
9. Money Market Funds. The City may invest in money market funds that invest
solely in U.S. Treasuries, obligations of the U.S. Treasury, and repurchase
agreements relating to such treasury obligations. To be eligible, the money
market fund must have attained the highest ranking available as evaluated by a
nationally recognized rating service and retained an investment advisor with not
less than five years' experience and that is registered with the SEC, and which
advisor has assets under management in excess of $500 million.
Except as otherwise noted, this list of authorized investments is intended to apply
to the investment of all operating and surplus funds. The investment of bond
proceeds will be governed by the permitted investments as specified in the official
statement for each bond issue.
I. Ineligible Investments
Investments not described herein, including, but not limited to, reverse repurchase
agreements, mutual funds (other than money market funds), zero coupon bonds,
inverse floaters, mortgage -derived securities, common stocks and corporate notes and
bonds are prohibited from use in the City's investment portfolio.
J. Swapping of Securities
A swap is the movement from one security to another and may be done for a variety of
reasons, such as to increase yield, lengthen or shorten maturities, to take a profit, or to
increase investment quality. The purchase transaction and the sale transaction must
each be recorded separately and any losses or gains on the sale must be recorded.
K. Portfolio Adjustments
Should an investment percentage -of -portfolio limitation be exceeded due to an incident
such as fluctuation in portfolio size, the affected securities may be held to maturity to
avoid losses. When no loss is indicated, the Treasurer will consider reconstructing the
portfolio basing his or her decision, in part, on the expected length of time the portfolio
will be unbalanced.
L. Policy Review
This investment policy will be reviewed at least annually to ensure its consistency with
the overall objectives of preservation of principal, liquidity, and return, and its relevance
to current law and financial and economic trends. The City Council will be responsible
for maintaining guidance over this investment policy to ensure that the City can adapt
readily to changing market conditions, and will approve any modification to the
investment policy prior to implementation.
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VII. INVESTMENTS (continued)
M. Ethics and Conflict of Interest
Officers and employees involved in the investment process will refrain from personal
business activity that conflicts with the proper execution of the investment program or
impairs their ability to make impartial investment decisions.
In addition, no funds will be invested in negotiable certificates of deposit issued by, or
non-negotiable time deposits under contract with a State or Federal credit union if a
member of the City Council or any person with investment decision making authority in
the administrative office, manager's office, budget office, auditor -controller's office, or
treasurer's office of the City also serves on the board of directors, or any committee
appointed by the board of directors, or the credit committee or the supervisory
committee of the State or Federal credit union issuing the negotiable certificates of
deposit or in which the non-negotiable time deposit is proposed to be deposited.
Additionally, officers and staff involved in the investment of public funds are required to
annually file a Fair Political Practices Commission Statement of Economic Interest form.
Fiscal Year 2015-16 Annual Operating Budget
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Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
A. Capital Financing
1. The City will consider the use of debt financing only for one-time capital
improvement projects and only under the following circumstances:
a. When the project's useful life will exceed the term of the financing;
b. When project revenues or specific resources will be sufficient to service the
long-term debt.
2. Debt financing will not be considered appropriate for any recurring purpose such
as current operating and maintenance expenditures. The issuance of short-term
instruments such as revenue, tax or bond anticipation notes is excluded from this
limitation. (See Investment Policy)
3. Capital improvements will be financed primarily through user fees, service
charges, assessments, special taxes or developer agreements when benefits can
be specifically attributed to users of the facility. Accordingly, development impact
fees should be created and implemented at levels sufficient to ensure that new
development pays its fair share of the cost of constructing necessary community
facilities.
4. Transportation related impact fees are a major funding source in financing
transportation system improvements. However, revenues from these fees are
subject to significant fluctuation based on the rate of new development.
Accordingly, the following guidelines will be followed in designing and building
projects funded with transportation impact fees:
a. The availability of transportation impact fees in funding a specific project
will be analyzed on a case-by-case basis as plans and specification or
contract awards are submitted for City Manager or Council approval.
b. If adequate funds are not available at that time, the Council will make one
of two determinations:
• Defer the project until funds are available;
• Based on the high-priority of the project, advance funds from the
General Fund, which will be reimbursed as soon as funds become
available. Repayment of General Fund advances will be the first use of
transportation impact fee funds when they become available.
5. The City will use the following criteria to evaluate pay-as-you-go versus long-term
financing in funding capital improvements:
a. Factors Favoring Pay -As -You -Go Financing:
• Current revenues and adequate fund balances are available or project
phasing can be accomplished;
• Existing debt levels adversely affect the City's credit rating;
• Market conditions are unstable or present difficulties in marketing.
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Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
b. Factors Favoring Long Term Financing:
• Revenues available for debt service are deemed sufficient and reliable
so that long-term financings can be marketed with investment grade
credit ratings;
• The project securing the financing is of the type, which will support an
investment grade credit rating;
• Market conditions present favorable interest rates and demand for
City financings;
• A project is mandated by state or federal requirements, and resources
are insufficient or unavailable;
• The project is immediately required to meet or relieve capacity needs
and current resources are insufficient or unavailable.
B. Debt Management
1. The City will not obligate the General Fund to secure long-term financings except
when marketability can be significantly enhanced.
2. An internal feasibility analysis will be prepared 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.
3. The City will generally conduct financings 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.
4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct
debt and will seek credit enhancements such as letters of credit or insurance
when necessary for marketing purposes, availability and cost-effectiveness.
5. The City will monitor all forms of debt annually coincident with the City's Financial
Strategic Plan preparation and review process and report concerns and remedies,
if needed, to the Council.
6. The City will diligently monitor its compliance with bond covenants and ensure its
adherence to federal arbitrage regulations.
7. The City will maintain good, ongoing communications with bond rating agencies
about its financial condition. The City will follow a policy of full disclosure on every
financial report and bond prospectus (Official Statement).
Fiscal Year 2015-16 Annual Operating Budget
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Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
C. Debt Capacity
1. General Purpose Debt Capacity. The City will carefully monitor its levels of
general-purpose debt. Because our general purpose debt capacity is limited, it is
important that we only use general purpose debt financing for high-priority
projects where we cannot reasonably use other financing methods for two key
reasons:
a. Funds borrowed for a project today are not available to fund other projects
tomorrow;
b. Funds committed for debt repayment today are not available to fund
operations in the future. In evaluating debt capacity, general-purpose
annual debt service payments should generally not exceed 10% of General
Fund revenues; and in no case should they exceed 15%. Further, direct debt
will not exceed 2% of assessed valuation; and no more than 60% of capital
improvement outlays will be funded from long-term financings.
D. Independent Disclosure Counsel
The following criteria will be used on a case-by-case basis in determining whether the
City should retain the services of an independent disclosure counsel in conjunction with
specific project financings:
1. The City will generally not retain the services of an independent disclosure
counsel when all of the following circumstances are present:
a. The revenue source for repayment is under the management or control of
the City, such as general obligation bonds, revenue bonds, lease -revenue
bonds or certificates of participation;
b. The bonds will be rated or insured.
2. The City will consider retaining the services of an independent disclosure counsel
when one or more of following circumstances are present:
a. The financing will be negotiated, and the underwriter has not separately
engaged an underwriter's counsel for disclosure purposes;
b. The revenue source for repayment is not under the management or control
of the City, such as land-based assessment districts, tax allocation bonds or
conduit financings;
c. The bonds will not be rated or insured;
d. The City's financial advisor, bond counsel or underwriter recommends that
the City retain an independent disclosure counsel based on the
circumstances of the financing.
Fiscal Year 2015-16 Annual Operating Budget
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Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
E. Land -Based Financings
1. Public Purpose. There will be a clearly articulated public purpose in forming an
assessment or special tax district in financing public infrastructure improvements.
This should include a finding by the Council as to why this form of financing is
preferred over other funding options such as impact fees, reimbursement
agreements or direct developer responsibility for the improvements.
2. Eligible Improvements. Except as otherwise determined by the Council when
proceedings for district formation are commenced, preference in financing public
improvements through a special tax district will be given for those public
improvements that help achieve clearly identified community facility and
infrastructure goals in accordance with adopted facility and infrastructure plans as
set forth in key policy documents such as the General Plan, Specific Plan, Facility
or Infrastructure Master Plans, or Capital Improvement Plan.
Such improvements include study, design, construction and/or acquisition of:
a. Public safety facilities;
b. Major transportation system improvements, such as freeway interchanges;
bridges; intersection improvements; construction of new or widened
arterial or collector streets (including related landscaping and lighting);
sidewalks and other pedestrian paths; transit facilities; and bike paths;
c. Storm drainage, creek protection and flood protection improvements;
d. Parks, trails, community centers and other recreational facilities;
e. Open space;
f. Cultural and social service facilities;
g. Other governmental facilities and improvements such as offices,
information technology systems and telecommunication systems.
3. Active Role. Even though land-based financings may be a limited obligation of the
City, we will play an active role in managing the district. This means that the City
will select and retain the financing team, including the financial advisor, bond
counsel, trustee, appraiser, disclosure counsel, assessment engineer and
underwriter. Any costs incurred by the City in retaining these services will
generally be the responsibility of the property owners or developer, and will be
advanced via a deposit when an application is filed; or will be paid on a
contingency fee basis from the proceeds from the bonds.
4. Credit Quality. When a developer requests a district, the City will carefully
evaluate the applicant's financial plan and ability to carry the project, including
the payment of assessments and special taxes during build -out. This may include
detailed background, credit and lender checks, and the preparation of
independent appraisal reports and market absorption studies. For districts where
one property owner accounts for more than 25% of the annual debt service
obligation, a letter of credit further securing the financing may be required.
Fiscal Year 2015-16 Annual Operating Budget
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Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
5. Reserve Fund. A reserve fund should be established in the lesser amount of: the
maximum annual debt service; 125% of the annual average debt service; or 10%
of the bond proceeds.
6. Value -to -Debt Ratios. The minimum value- to -date ratio should generally be 4:1.
This means the value of the property in the district, with the public
improvements, should be at least four times the amount of the assessment or
special tax debt. In special circumstances, after conferring and receiving the
concurrence of the City's financial advisor and bond counsel that a lower
value -to -debt ratio is financially prudent under the circumstances; the City may
consider allowing a value -to -debt ratio of 3:1. The Council should make special
findings in this case.
7. Appraisal Methodology. Determination of value of property in the district will be
based upon the full cash value as shown on the ad valorem assessment roll or
upon an appraisal by an independent Member Appraisal Institute (MAI). The
definitions, standards and assumptions to be used for appraisals will be
determined by the City on a case-by-case basis, with input from City consultants
and district applicants, and by reference to relevant materials and information
promulgated by the State of California, including the Appraisal Standards for Land
Secured Financings prepared by the California Debt and Investment Advisory
Commission.
8. Capitalized Interest During Construction. Decisions to capitalize interest will be
made on case-by-case basis, with the intent that if allowed, it should improve the
credit quality of the bonds and reduce borrowing costs, benefiting both current
and future property owners.
9. Maximum Burden. Annual assessments (or special taxes in the case of Mello -Roos
or similar districts) should generally not exceed 1% of the sales price of the
property; and total property taxes, special assessments and special taxes
payments collected on the tax roll should generally not exceed 2%.
10. Benefit Apportionment. Assessments and special taxes will be apportioned
according to a formula that is clear, understandable, equitable and reasonably
related to the benefit received by, or burden attributed to, each parcel with
respect to its financed improvement. Any annual escalation factor should
generally not exceed 2%.
11. Special Tax District Administration. In the case of Mello -Roos or similar special tax
districts, the total maximum annual tax should not exceed 110% of annual debt
service. The rate and method of apportionment should include a back-up tax in
the event of significant changes from the initial development plan, and should
include procedures for prepayments.
12. Foreclosure Covenants. In managing administrative costs, the City will establish
minimum delinquency amounts per owner, and for the district as a whole, on a
case-by-case basis before initiating foreclosure proceedings.
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
Fiscal Year 2015-16 Annual Operating Budget
260
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
13. Disclosure to Bondholders. In general, each property owner who accounts for
more than 10% of the annual debt service or bonded indebtedness must provide
ongoing disclosure information annually as described under SEC Rule 15(c)-12.
14. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances
and annual payments should be made by the seller to prospective buyers at the
time that the buyer bids on the property. It should not be deferred to after the
buyer has made the decision to purchase. When appropriate, applicants or
property owners may be required to provide the City with a disclosure plan.
F. Conduit Financings
1. The City will consider requests for conduit financing on a case-by-case basis using
the following criteria:
a. The City's bond counsel will review the terms of the financing, and render
an opinion that there will be no liability to the City in issuing the bonds on
behalf of the applicant;
b. There is a clearly articulated public purpose in providing the conduit
financing;
c. The applicant is capable of achieving this public purpose.
2. This means that the review of requests for conduit financing will generally be a
two-step process:
a. First asking the Council if they are interested in considering the request, and
establishing the ground rules for evaluating it;
b. And then returning with the results of this evaluation, and recommending
approval of appropriate financing documents if warranted.
This two-step approach ensures that the issues are clear for both the City and
applicant, and that key policy questions are answered.
3. The work scope necessary to address these issues will vary from request to
request, and will have to be determined on a case-by-case basis. Additionally, the
City should generally be fully reimbursed for our costs in evaluating the request;
however, this should also be determined on a case-by-case basis.
G. Refinancings
1. General Guidelines. Periodic reviews of all outstanding debt will be undertaken to
determine refinancing opportunities. Refinancings will be considered (within
federal tax law constraints) under the following conditions:
a. There is a net economic benefit;
b. It is needed to modernize covenants that are adversely affecting the City's
financial position or operations
c. The City wants to reduce the principal outstanding in order to achieve
future debt service savings, and it has available working capital to do so
from other sources.
Fiscal Year 2015-16 Annual Operating Budget
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Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
VIII. CAPITAL FINANCING AND DEBT MANAGEMENT
2. Standards for Economic Savings. In general, refinancings for economic savings will
be undertaken whenever net present value savings of at least five percent (5%) of
the refunded debt can be achieved.
a. Refinancings that produce net present value savings of less than five
percent will be considered on a case-by-case basis, provided that the
present value savings are at least three percent (3%) of the refunded debt.
b. Refinancings with savings of less than three percent (3%), or with negative
savings, will not be considered unless there is a compelling public policy
objective.
IX. INTERFUND TRANSFERS AND LOANS POLICY
A. Establishment of Various Funds
The City has established various funds to account for revenues whose use should be
restricted to certain activities. Accordingly, each fund exists as a separate financing
entity from other funds, with its own revenue sources, expenditures and fund equity.
B. Transfer between Funds
Any transfers between funds for operating purposes are set forth in the budget. These
operating transfers, under which financial resources are transferred from one fund to
another, are distinctly different from interfund borrowings, which are usually made for
temporary cash flow reasons, and are not intended to result in a transfer of financial
resources. In summary, interfund transfers result in a change in fund equity; interfund
borrowings do not, as the intent is to repay the loan in the near term.
C. Interfund Loans
Interfund loans may be appropriate whenever the loan is expected to be repaid within
the immediate future. The most common use of interfund loans is for grant programs,
where costs are incurred before drawdowns are initiated and received. Receipt of
funds is typically received shortly after the request for funds has been made.
X. APPROPRIATIONS LIMITATION
A. Adopting a Resolution
The Council will annually adopt a resolution establishing the City's appropriations limit
calculated in accordance with Article XIII -B of the Constitution of the State of California,
Section 7900 of the State of California Government Code, and any other voter approved
amendments or state legislation that affect the City's appropriations limit.
B. Supporting Documentation Available for Review
The supporting documentation used in calculating the City's appropriations limit and
projected appropriations subject to the limit will be available for public and Council
review at least fifteen days before Council consideration of a resolution to adopt an
appropriations limit. The Council will generally consider this resolution in connection
with final approval of the budget.
Fiscal Year 2015-16 Annual Operating Budget
262
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
BUDGET AND FISCAL POLICIES
X. APPROPRIATIONS LIMITATION (continued)
C. Calculating Appropriations
The City will strive to develop revenue sources, both new and existing, which are
considered non -tax proceeds, in calculating its appropriations subject to limitation.
D. Review of User Fees and Charges
The City will annually review user fees and charges and report to the Council the
amount of program subsidy, if any that is being provided by the General Fund. An
annual inflator is automatically calculated each year based on changes in the Consumer
Price Index.
E. Support of Legislation or Initiatives
The City will actively support legislation or initiatives sponsored or approved by League
of California Cities which would modify Article XIII -B of the Constitution in a manner
which would allow the City to retain projected tax revenues resulting from growth in the
local economy for use as determined by the Council.
F. Voter Approval to Amend Appropriation Limit
The City will seek voter approval to amend its appropriation limit at such time that tax
proceeds are in excess of allowable limits.
Fiscal Year 2015-16 Annual Operating Budget
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A....0' 1
•e Heart of Southern California
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
SUMMARY OF CHANGES IN AUTHORIZED POSITIONS,
PERSONNEL AND BENEFIT COSTS
The City has established a policy that focuses on streamlining processes and enhancing efficiencies in
order to maintain essential public services to the community. This is accomplished by annual reviews of
the organizational structure of each department to address the level of service needs of the department
consistent with the City's Quality of Life Master Plan.
Total authorized Full Time Equivalent (FTE) positions are proposed to remain the same as the prior year
at 158 authorized positions. Two of the authorized positions are associated with the YMCA facility and
will remain unfunded until the facility has been remediated and is ready for operation.
The following adjustments to Authorized Positions are reflected in the budget:
• One vacant position is requested to be downgraded from a Senior Debt Analyst position to a
Management Analyst position within the Finance Office, creating a net savings to the General
Fund.
• Upgrade one Custodian position within Public Works to a Maintenance Worker position.
• Increase the two part-time Office Specialists within Central Services from 20 hours per week to
24 hours per week.
The City contributes to the California Public Employees Retirement System (CaIPERS), a multiple -
employer public employee defined benefit pension plan for all authorized employees and temporary
employees who work more than 1,000 hours a year, or who have previously been part of CaIPERS
pension program. CaIPERS provides retirement and disability benefits, annual cost of living adjustments,
and death benefits to plan members and beneficiaries. CaIPERS acts as a common investment and
administrative agent for participating public entities within the State of California. Benefit provisions
and all other requirements are established by the State statute and City ordinance, with the City
providing benefits based on a "2.7% at 55" formula for current employees hired prior to September 11,
2011. There is a "2.0% at 60" formula for employees hired after September 11, 2011. For new
employees who were not in the PERS system (or a reciprocal California pension system) previously, a
"2% at 62" formula as defined by the Public Employees' Pension Reform Act of 2013 (PEPRA) is provided.
The City pays a 5% contribution on behalf of all authorized employees, in addition to the required
actuarially determined employer contribution rate. The annual cost of CaIPERS pension for Authorized
personnel for Fiscal Year 2015-16 is $3,604,508.
The City provides a Section 125 Flexible Benefits Plan for all authorized employees. In October 2013,
there was an increase of $75 to the cafeteria benefit for all full time benefitted employees. In addition,
wellness benefits of $400 annually for each employee have now been folded into the cafeteria plan in
order to offset increasing health care premiums. This increases the total monthly cafeteria allotment to
$1,198 from which employees can purchase health, dental, life, and disability insurance benefits. Also
included in this Plan are options for medical and dependent care reimbursement, deferred
compensation, or a "cash back" option. The cafeteria allotment is also provided to eligible retirees as
part of the City's former retiree health plan, which was disbanded for employees hired after June 30,
2005. The annual cost of the cafeteria benefit plan for Fiscal Year 2015-16 is $2,246,156.
Fiscal Year 2015-16 Annual Operating Budget
264
L l
SCHEDULE OF AUTHORIZED POSITIONS
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
265
FY15/16
Monthly Salary
Exempt/
Non-
Exempt
Minimum Maximum
CITY COUNCIL
Councilmember
5.0
860
E
City Council Subtotal:
5.0
CITY MANAGER
City Manager
1.0
18,750
E
Assistant City Manager
1.0
12,253 17,254
E
Executive Assistant
1.0
5,050 7,110
E
Senior Management Analyst
1.0
6,751 9,506
E
City Manager Subtotal:
4.0
ECONOMIC DEVELOPMENT
Economic Development Analyst I
3.0
5,747 8,092
E
Administrative Assistant (Confidential)
1.0
3,822 5,380
NE
Economic Development Subtotal:
4.0
CITY CLERK
Administrative Assistant
1.0
3,822 4,891
NE
City Clerk
1.0
9,058 12,753
E
Office Specialist
3.0
2,883 3,689
NE
Records Manager
1.0
4,993 7,074
E
City Clerk Subtotal:
6.0
HUMAN RESOURCES
Office Specialist (Confidential)
2.0
2,883 4,073
NE
Senior Human Resources Analyst
1.0
6,111 8,636
E
Human Resources Subtotal:
3.0
EMERGENCY MANAGEMENT
Fiscal Services Manager
1.0
7,541 10,619
E
Emergency Management Subtotal:
1.0
FINANCE
Finance Director
1.0
10,816 15,230
E
Administrative Assistant
1.0
3,822 4,891
NE
Revenue Manager
1.0
6,751 9,506
E
Senior Management Analyst
1.0
6,751 9,506
E
Accountant (Confidential)
1.0
4,918 6,951
NE
Accounting Assistant
1.0
3,181 4,071
NE
Accounting Manager
1.0
6,751 9,506
E
Accounting Specialist
2.0
3,680 4,707
NE
Accounting Specialist - Payroll (Confidential)
1.0
3,680 5,178
NE
Business License Spec/Cashier
1.0
3,289 4,210
NE
Management Analyst
1.0
6,112 8,607
E
Purchasing Coordinator 11
1.0
4,041 5,206
NE
Finance Subtotal:
13.0
265
SCHEDULE OF AUTHORIZED POSITIONS
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
266
FY15/16
Monthly Salary
Exempt/
Non-
Exempt
Minimum Maximum
INFORMATION TECHNOLOGY
Administrative Assistant
1.0
3,822 4,891
NE
Deputy Director Information Technology
1.0
7,290 10,265
E
Information Technology Administrator
2.0
6,242 8,787
E
IT Specialist
1.0
5,113 6,545
NE
Senior IT Specialist
4.0
5,607 7,175
NE
Support Services
Deputy Director Support Services
1.0
6,964 9,809
E
Office Specialist - AM
0.5
2,883 3,689
NE
Office Specialist - PM
0.5
2,883 3,689
NE
Central Services Coordinator
1.0
3,279 4,196
NE
Central Services Supervisor
1.0
3,842 4,948
NE
Information Technology Subtotal:
13.0
COMMUNITY DEVELOPMENT
Administrative Assistant
1.0
3,822 4,891
NE
Community Development Director
1.0
10,816 15,230
E
Senior Management Analyst
1.0
6,751 9,506
E
SARDA/CDBG
Associate Planner
1.0
5,608 7,177
NE
Senior Planner
1.0
7,083 9,973
E
Planning
Assistant Planner
1.0
4,945 6,331
NE
Associate Planner
3.0
5,608 7,177
NE
Community Development Tech
4.0
3,983 5,100
NE
Development Proc. Coordinator
1.0
5,081 6,504
NE
Senior Planner
1.0
7,083 9,973
E
Building and Safety/Code Enforcement
Building Inspector II
4.0
4,818 6,168
NE
Building Official
1.0
8,626 12,222
E
Code Enforcement Officer
2.0
4,616 5,909
NE
Code Enforcement Officer II
1.0
5,079 6,501
NE
Office Specialist
2.0
2,883 3,689
NE
Community Development Subtotal:
25.0
PUBLIC WORKS
Administrative Assistant
1.0
3,822 4,891
NE
Maintenance Manager
1.0
7,715 10,580
E
Office Specialist
3.0
2,883 3,689
NE
Public Works Director
1.0
11,253 15,844
E
Land Development
Associate Engineer
3.0
6,500 8,319
E
Junior Engineer
1.0
4,296 5,500
NE
Senior Engineer
1.0
7,663 10,791
E
Senior Public Works Inspector
1.0
5,585 7,150
NE
Special Projects Engineer
1.0
6,500 8,319
E
Street Maintenance
Lead Maintenance Worker
4.0
4,006 5,124
NE
Maintenance Superintendent - PW
1.0
6,888 9,699
E
Maintenance Worker
5.0
3,402 4,355
NE
266
L l
SCHEDULE OF AUTHORIZED POSITIONS
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
267
FY15/16
Monthly Salary
Exempt/
Non-
Exempt
Minimum
Maximum
Traffic Engineering
Assistant Engineer
1.0
5,527
7,078
NE
Associate Engineer
1.0
6,500
8,319
E
Senior Signal Technician
1.0
5,607
7,175
NE
Signal Technician
1.0
4,752
6,084
NE
Parks Maintenance
Landscape Inspector
1.0
4,059
5,192
NE
Lead Maintenance Worker
2.0
4,006
5,125
NE
Maintenance Worker
2.0
3,402
4,355
NE
Park/Landscape Maintenance Supervisor
1.0
5,607
7,894
E
Senior Landscape Inspector
1.0
4,664
5,971
NE
Facility Maintenance
Custodian
2.0
2,861
3,662
NE
Facility Services Manager
1.0
4,868
6,234
NE
Lead Maintenance Worker
2.0
4,006
5,124
NE
Maintenance Superintendent - PW
1.0
6,888
9,699
E
Maintenance Worker
3.0
3,402
4,355
NE
CIP Administration
Assistant Engineer
1.0
5,527
7,078
NE
Associate Engineer
3.0
6,500
8,319
E
Construction Manager
1.0
6,615
8,755
E
Senior Management Analyst
1.0
6,751
9,506
E
Principal Engineer
1.0
8,730
12,291
E
Public Works Inspector
1.0
4,858
6,218
NE
Senior Engineer
2.0
7,663
10,791
E
Senior Office Specialist
1.0
3,289
4,210
NE
Senior Public Works Inspector
2.0
5,585
7,150
NE
Public Works Subtotal:
56.0
FIRE
Administrative Assistant
1.0
3,822
4,891
NE
Building Inspector II
1.0
4,818
6,168
NE
Community Development Tech
1.0
3,982
5,101
NE
Fire Subtotal:
3.0
267
SCHEDULE OF AUTHORIZED POSITIONS
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
* One Office Specialist and one Recreation Supervisor position are currently unfunded. The positions are associated with the former
YMCA facility and will remain unfunded until the facility has been remediated and is ready for operation.
268
Totals:
FY15/16
Monthly Salary
Exempt/
Non-
Exempt
Minimum
Maximum
COMMUNITY SERVICES
4.0
Economic Development
4.0
City Clerk
Administrative Assistant
6.0
1.0
3,822
4,891
NE
Aquatics Supervisor
3.0
1.0
4,736
6,062
NE
Community Services Director
13.0
1.0
10,816
15,230
E
Museum Services Manager
56.0
1.0
4,868
6,234
NE
Office Specialist *
25.0
3.0
2,883
3,689
NE
Park Ranger
2.0
4,104
5,254
NE
Patron Services Coordinator
1.0
4,059
5,192
NE
Recreation Coordinator
1.0
4,059
5,192
NE
Recreation Superintendent
1.0
7,269
10,238
E
Recreation Supervisor *
7.0
4,736
6,062
NE
Senior Management Analyst
1.0
6,751
9,506
E
Senior Recreation Coordinator
2.0
4,255
5,445
NE
Theater Manager
1.0
5,872
8,268
E
Theater Technical Coordinator
1.0
4,059
5,192
NE
Theater Technical Supervisor
1.0
4,255
5,445
NE
Community Services Subtotal:
25.0
* One Office Specialist and one Recreation Supervisor position are currently unfunded. The positions are associated with the former
YMCA facility and will remain unfunded until the facility has been remediated and is ready for operation.
268
Totals:
City Council
5.0
City Manager
4.0
Economic Development
4.0
City Clerk
6.0
Emergency Management
1.0
Human Resources
3.0
Finance
13.0
Information Technology
13.0
Community Development
25.0
Public Works
56.0
Fire
3.0
Community Services
25.0
Total of Authorized Positions:
158.0
* One Office Specialist and one Recreation Supervisor position are currently unfunded. The positions are associated with the former
YMCA facility and will remain unfunded until the facility has been remediated and is ready for operation.
268
4
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
-e Heart of Southam California
Wine Country
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted Proposed Unfunded
2014-15 Changes 2015-16
2015-16
CITY COUNCIL
Council Members
CITY MANAGER
Assistant City Manager
City Manager
Executive Assistant
Senior Management Analyst
ECONOMIC DEVELOPMENT
Administrative Assistant (Confidential)
Economic Development Analyst I
EMERGENCY MANAGEMENT
Fiscal Services Manager
CITY CLERK
Administrative Assistant
City Clerk
Office Specialist
Records Manager
FINANCE
Administrative Assistant
Accountant (Confidential)
Accounting Assistant
Accounting Manager
Accounting Specialist
Accounting Specialist - Payroll
Business License Specialist/Cashier
Finance Director
Management Analyst
Purchasing Coordinator 11
Revenue Manager
Senior Debt Analyst
Senior Management Analyst
HUMAN RESOURCES
Assistant City Manager
Fiscal Services Manager
Office Specialist (Confidential)
Senior Human Resources Analyst
COMMUNITY DEVELOPMENT - PLANNING
5.00
0.75
1.00
1.00
1.00
3.75
5.00
0.75
1.00
1.00
1.00
3.75
1.00 -
3.00 (0.70)
4.00 (0.70)
1.00
1.00
3.00
1.00
1.00
2.30
3.30
0.50 0.50
1.00
1.00
3.00
1.00
6.00 - 6.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
12.50
0.25
0.50
1.75
1.00
1.00
(1.00)
(0.10)
(0.10)
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.40
12.40
(0.50)
0.25
0.25
2.00
1.00
3.50 (0.25) 3.25
Administrative Assistant
Assistant Planner
Associate Planner
Community Development Director
Community Development Technician
Development Processing Coordinator
Senior Management Analyst
Senior Planner
0.50
1.00
1.75
0.50
0.75
0.25
0.50
1.25
0.25
0.25
0.50
1.00
2.00
0.50
1.00
0.25
0.50
1.25
6.50 0.50 7.00
269
4
-e Heart of Southam California
Wine Country
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
COMMUNITY DEVELOPMENT - BUILDING & SAFETY
Administrative Assistant
Building Inspector II
Building Official
Code Enforcement Officer I
Code Enforcement Officer II
Community Development Director
Community Development Technician
Development Processing Coordinator
Office Specialist
Senior Management Analyst
PUBLIC WORKS - LAND DEVELOPMENT
Administrative Assistant
Associate Engineer
Junior Engineer
Office Specialist
Public Works Director
Public Works Inspector
Senior Engineer
Senior Management Analyst
Senior Public Works Inspector
Special Projects Engineer
PUBLIC WORKS
Administrative Assistant
Assistant Engineer
Associate Engineer
Lead Maintenance Worker
Maintenance Superintendent
Maintenance Worker
Office Specialist
Public Works Director
Public Works Inspector
Senior CIP Specialist
Senior Engineer
Senior Management Analyst
Senior Office Specialist
Senior Public Works Inspector
Senior Signal Technician
Signal Technician
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant
Assistant Engineer
Associate Engineer
Construction Manager
Office Specialist
Principal Engineer
Public Works Director
Public Works Inspector
Senior CIP Specialist
Senior Engineer
Senior Management Analyst
Senior Public Works Inspector
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Adopted Proposed Unfunded
2014-15 Changes 2015-16 2015-16
0.50
4.00
1.00
2.00
1.00
0.25
2.25
0.75
2.00
0.50
14.25
0.25
2.00
1.00
0.60
0.15
0.50
0.90
0.10
0.75
1.00
0.75
0.50
4.00
1.00
2.00
1.00
0.25
3.00
0.75
2.00
0.50
0.75 15.00
0.25
2.00
1.00
0.60
0.15
0.50
0.90
0.10
0.75
1.00
7.25 - 7.25
0.40
1.00
2.00
4.10
1.05
5.00
1.10
0.40
0.40
0.20
0.10
0.40
1.00
0.25
1.00
1.00
19.40
0.30
1.00
3.00
1.00
0.10
1.00
0.25
0.10
0.60
2.00
0.45
2.00
11.80
270
(0.20)
0.40
1.00
2.00
4.10
1.05
5.00
1.10
0.40
0.40
0.10
0.40
1.00
0.25
1.00
1.00
(0.20) 19.20
(0.60)
0.30
1.00
3.00
1.00
0.10
1.00
0.25
0.10
2.00
0.45
2.00
(0.60) 11.20
4
-e Heart of Southam California
Wine Country
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
PARKS MAINTENANCE
Facility Services Manager
Landscape Inspector
Lead Maintenance Worker
Maintenance Manager
Maintenance Worker
Office Specialist
Park/Landscape Maintenance Supervisor
Public Works Director
Senior CIP Specialist
Senior Landscape Inspector
POLICE (Non -Contract Employees)
Senior Management Analyst
FIRE (Non -Contract Employees)
Administrative Assistant
Building Inspector II
Senior Office Specialist
Community Development Technician -Fire
General Fund Total
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Adopted Proposed Unfunded
2014-15 Changes 2015-16 2015-16
0.50
0.75
2.00
0.95
1.90
0.50
0.70
0.10
0.20
0.60
(0.20)
0.50
0.75
2.00
0.95
1.90
0.50
0.70
0.10
0.60
8.20 (0.20) 8.00
0.50 (0.12) 0.38
0.50 (0.12) 0.38
1.00
1.00
1.00
3.00
105.65
(1.00)
1.00
1.00
1.00
1.00
3.00
(0.42)
105.23
BUSINESS INCUBATOR
Senior Management Analyst
CDBG
Associate Planner
AFFORDABLE HOUSING
Associate Planner
Community Development Director
Senior Planner
Special Revenue Funds Total
0.70
0.70
0.70
0.70
0.85 (0.05) 0.80
0.85 (0.05) 0.80
0.65
0.25
0.75
1.65
2.50
(0.20)
0.45
0.25
0.75
(0.20)
1.45
0.45
2.95
COMMUNITY FACILITY DISTRICTS
FINANCE
Senior Management Analyst
271
0.22
0.22
4
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
-e Heart of Southam California
Wine Country
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted Proposed Unfunded
2014-15 Changes 2015-16
2015-16
COMMUNITY SERVICES
PARKS AND RECREATION
Administrative Assistant
Aquatics Supervisor
Custodian
Director of Community Services
Lead Maintenance Worker
Maintenance Superintendent
Maintenance Worker
Museum Services Manager
Office Specialist
Park Ranger
Patron Services Coordinator
Recreation Coordinator
Recreation Superintendent
Recreation Supervisor
Senior Management Analyst
Senior Recreation Coordinator
Theater Manager
Theater Technical Coordinator
Theater Technical Supervisor
SERVICE LEVEL B
Office Specialist
SERVICE LEVEL C
Landscape Inspector
Maintenance Manager
Office Specialist
Parks/Landscape Maintenance Supervisor
Senior Landscape Inspector
SERVICE LEVEL D
Associate Planner
SERVICE LEVEL L
Maintenance Worker
Park/Landscape Maintenance Supervisor
Senior Landscape Inspector
LIBRARY
Maintenance Superintendent
Maintenance Worker
1.00
1.00
1.00
1.00
1.00
0.35
1.35
1.00
3.00
2.00
1.00
1.00
1.00
7.00
1.00
2.00
1.00
1.00
1.00
28.70
1.00
1.00
1.00
1.00
1.00
0.35
1.35
1.00
3.00
2.00
1.00
1.00
1.00
7.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
28.70 2.00
0.15 - 0.15
0.15 - 0.15
0.25
0.05
0.15
0.25
0.35
0.25
0.05
0.15
0.25
0.35
1.05 - 1.05
0.75 - 0.75
0.75 - 0.75
0.10
0.05
0.05
0.10
0.05
0.05
0.20 - 0.20
0.10 - 0.10
0.35 - 0.35
0.45 - 0.45
Community Services Total 31.30 31.30 2.00
272
4
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
-e Heart of Southern California
Wine Country
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted Proposed Unfunded
2014-15 Changes 2015-16
2015-16
INTERNAL SERVICE FUNDS
INSURANCE
Fiscal Services Manager
Office Specialist - Confidential
INFORMATION TECHNOLOGY
Administrative Assistant
Central Services Supervisor
Deputy Director Information Technology
Deputy Director Support Services
Information Technology Administrator
Information Technology Specialist
Senior Information Technology Specialist
SUPPORT SERVICES
Central Services Coordinator
Central Services Supervisor
Deputy Director Support Services
Office Specialist - AM
Office Specialist - PM
0.50
0.25
0.50
(0.25)
0.75 (0.25) 0.50
1.00
0.05
1.00
0.65
2.00
1.00
4.00
1.00
0.05
1.00
0.65
2.00
1.00
4.00
9.70 - 9.70
1.00
0.95
0.35
0.50
0.50
0.10
0.10
1.00
0.95
0.35
0.60
0.60
3.30 0.20 3.50
FACILITIES
Administrative Assistant 0.05 - 0.05
Custodian 2.00 (1.00) 1.00
Facility Services Manager 0.50 - 0.50
Lead Maintenance Worker 0.90 - 0.90
Maintenance Superintendent - PW 0.50 - 0.50
Maintenance Worker 0.30 1.00 1.30
Office Specialist 0.40 - 0.40
Public Works Director 0.10 - 0.10
Senior Management Analyst 0.05 - 0.05
4.80 - 4.80
Internal Service Funds Total 18.55 (0.05) 18.50
TOTAL AUTHORIZED POSITIONS 158.00
273
0.20 158.20
2.00
Aft
ia-31
(-7f
�i�
rhe Hear, of 5owke,n eallrern,a
W,ne Country
Department
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
SUMMARY OF BUDGETED POSITIONS
FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
City Council 5.00 5.00 5.00 5.00 5.00
City Manager:
City Manager 4.50 5.00 5.00 3.75 3.75
Human Resources 2.50 2.00 2.75 3.50 3.25
Economic Development 1.00 4.00 4.00 4.00 3.30
Emergency Management 0.00 0.00 0.00 0.00 0.50
City Clerk: 7.00 6.00 6.00 6.00 6.00
Finance:
Strategic Budgeting and Operations 0.00 4.00 0.00 0.00 0.00
Finance 13.00 9.00 12.50 12.50 12.40
Community Development:
Planning 9.15 9.00 9.75 6.50 7.00
Building & Safety 13.00 13.25 10.75 14.25 15.00
Public Works:
Land Development 6.60 6.70 6.70 7.25 7.25
Public Works 18.60 18.90 18.90 19.40 19.20
CIP Administration 13.60 13.05 13.05 11.80 11.20
Parks Maintenance 0.00 8.00 8.00 8.20 8.00
Police* 0.50 0.50 0.50 0.50 0.38
Fire* 3.00 2.50 3.00 3.00 3.00
Community Services:
Parks and Recreation 29.60 25.70 27.70 26.70 28.70
Service Level B 0.20 0.15 0.15 0.15 0.15
Service Level C 0.90 1.05 1.05 1.05 1.05
Service Level D 0.60 1.00 0.75 0.75 0.75
Service Level L 0.40 0.20 0.20 0.20 0.20
Library 0.35 0.45 0.45 0.45 0.45
Special Revenue Funds:
Business Incubator Resource 0.00 0.00 0.00 0.00 0.70
Community Development Block Grant 0.00 0.70 0.70 0.85 0.80
Successor to the Redevelopment Agency 4.25 0.00 0.00 0.00 0.00
Affordable Housing 0.00 2.55 2.05 1.65 1.45
Community Facility Districts: 0.00 0.00 0.00 0.00 0.22
Internal Service Funds:
Insurance 0.50 0.50 1.25 0.75 0.50
Information Technology 9.00 9.00 9.50 9.70 9.70
Support Services 3.00 4.00 3.50 3.30 3.50
Facilities 5.75 4.80 4.80 4.80 4.80
Total Budgeted Positions 152.00 157.00 158.00 156.00 158.20
Unfunded Positions 43.00 3.00 2.00 2.00 2.00
Total Authorized Positions 195.00 160.00 160.00 158.00 160.20
*Police and Fire services are contracted through Riverside County.
Total Police Staffing for Fiscal Year 2015-16 is 135, with 100 sworn officers. Total Fire Stafffing for Fiscal Year 15-16 is 65.
274
Has Heart
...Because N'ce Matters
275
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
LOCATOR MAP
•
Palm Springs
75 Min.
TRmecuIa+
Southwest California
Fiscal Year 2015-16 Annual Operating Budget
276
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMMUNITY PROFILE AND DEMOGRAPHICS
Type of Government: General Law
Form of Government: City Manager
Located: 55 miles north of San Diego
RECREATION/TOURIST DATA
Recreation and Culture:
Number of Number of
Parks Park Acres
2015
2014
2013
2012
2011
39
39
39
39
39
309
309
309
309
309
EDUCATIONAL DATA
Temecula Unified School District:
Number of Number of Number of
Schools Teachers Students
2015
2014
2013
2012
2011
32
33
34
34
33
1,315
1,290
1,273
1,293
1,365
PUBLIC SAFETY DATA
Fire Protection:
(contract with Riverside County)
Number
of
Stations
Number
of Staff
28,426
28,509
28,752
28,671
24,835
Number of
Volunteer
Firefighters
2015
2014
2013
2012
2011
5
5
5
5
5
65
65
62
62
62
0
0
6
6
6
Date of Incorporation: December 1, 1989
Altitude: 1000-1200 ft.
Hotels/Motels:
Number of
Lodging
Properties
Total
Number
of Rooms
2015
2014
2013
2012
2011
Libraries:
15
15
15
15
15
1,812
1,812
1,812
1,812
1,812
Number of Number of
Libraries Volumes
2015
2014
2013
2012
2011
2
2
2
2
2
Police Protection:
(contract with Riverside County)
Number of
Stations
3 million
3 million
3 million
3 million
3 million
Number of
Sworn Supervision/
Officers Management
277
2015
2014
2013
2012
2011
3
3
3
3
3
100
100
103
104
105
20
20
20
20
20
u
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
115,000
110,000
105,000
100,000
95,000
$130,000
$115,000
$100,000
$85,000
$70,000
$55,000
540,000
350 -
300 -
250 -
200 -
150 -
100
101,255
2011
COMMUNITY PROFILE AND DEMOGRAPHICS
Population (Est.)
103,404
2012
104,907
2013
Income
106,289
2014
108,920
2015
2011
2012
-4-Average Household
2013
2014
2015
(Median Household
City Maintained Streets (in Miles)
304 304 304 304
309
46,000
45,000
44,000
43,000
42,000
41,000
40,000
39,000
$400,000
$350,000
$300,000
9
$250,000
i8 $200,000
$150,000
$100,000
2011 2012 2013 2014 2015
278
Number of Registered Voters
44,823 44,341
44,019
41,959
41,364
2011
$298,268
2012 2013
2014
Median Housing Value
$280,089
9.0%
8.0%
7.0%
$267,833
$283,584
2015
$353,894
2011 2012 2013 2014 2015
Temecula Unemployment Rates
■ 2015
Feb
Mar
Apr
May
Jun
Information for May and June will be published on the Final Budget.
$98,739
$99,720
$89,590
$89,115
$85,83
$84,141
576,028
$75,757
577,850
$73,4(
2011
2012
-4-Average Household
2013
2014
2015
(Median Household
City Maintained Streets (in Miles)
304 304 304 304
309
46,000
45,000
44,000
43,000
42,000
41,000
40,000
39,000
$400,000
$350,000
$300,000
9
$250,000
i8 $200,000
$150,000
$100,000
2011 2012 2013 2014 2015
278
Number of Registered Voters
44,823 44,341
44,019
41,959
41,364
2011
$298,268
2012 2013
2014
Median Housing Value
$280,089
9.0%
8.0%
7.0%
$267,833
$283,584
2015
$353,894
2011 2012 2013 2014 2015
Temecula Unemployment Rates
■ 2015
Feb
Mar
Apr
May
Jun
Information for May and June will be published on the Final Budget.
•
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
200
150
100
50
0
197
COMMUNITY PROFILE AND DEMOGRAPHICS
City Authorized Positions
195
3.90 -
3.80 -
3.70 -
160 160 160
3.60 -
3.50-
3.40 -
3.30 -
3.20 -
3.10 -
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 3.00
279
Full Time Positions Per 1,000
Citizens*
X 1 1
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
—Full Time Positions Population
Per 1,000 Citizens
*Includes contracted Fire and Police.
110,000
108,000
106,000
104,000
102,000
100,000
98,000
I he Heart of Southern (
Wine i......-i;y
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
GANN APPROPRIATIONS LIMIT
Article XIIIB of the California State Constitution, more commonly referred to as the Gann Initiative or
Gann Limit, was approved by California voters in November 1979, and placed limits on the amount of
proceeds of taxes that state and local government agencies can receive and spend each year. For cities
that incorporated after 1978-79 (such as the City of Temecula), the voters set the initial appropriations
limit at the time of incorporation. Proposition 111 was approved by California voters in June 1990,
which provided new adjustment formulas which make the appropriations limit more responsive to local
growth issues.
Each year the City Council must adopt by resolution the appropriations limit for the following year. This
schedule will be presented to the City Council as part of the Adopted Budget on June 9, 2015
Fiscal Year 2015-16 Annual Operating Budget
280
The Heart of Southerr
n:a
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
Assessed and Estimated Actual Value of Taxable Property
TOTAL EXEMPTIONS HOME NET TOTAL
SECURED AND (VETERAN, NET ASSESSED OWNERS ASSESSED
FISCAL YEAR UNSECURED CHURCH, ETC.) VALUE EXEMPTIONS VALUE
(Value in Thousands)
2006 10,328,097 (51,063) 10,277,034 (108,654) 10,168,380
2007 11,836,450 (75,481) 11,760,969 (111,392) 11,649,577
2008 13,434,660 (88,453) 13,346,207 (113,341) 13,232,866
2009 13,537,572 (101,719) 13,435,853 (114,841) 13,321,012
2010 12,003,561 (112,286) 11,891,275 (115,783) 11,775,492
2011 11,932,655 (116,038) 11,816,617 (115,944) 11,700,673
2012 11,971,877 (129,004) 11,842,873 (114,451) 11,728,422
2013 11,996,227 (145,041) 11,851,186 (112,450) 11,738,736
2014 12,581,717 (153,544) 12,428,173 (109,890) 12,318,283
2015 13,547,737 (182,877) 13,364,860 (108,001) 13,256,859
Source: HdL Coren & Cone
281
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
The Heart of Southern Califorraa
Wale Country
SUMMARY OF FEDERAL GRANT EXPENDITURES
AGENCY/GRANT NAME
Actual Actual Actual Budgeted
FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15
Department of Energy:
Energy Efficiency and Conservation Block Grant $ 414,933 $ 153,131 $
Department of Homeland Security:
Homeland Security Grant
Homeland Security Grant - 2011
Homeland Security Grant - 2012
11,308 21,656
3,117
14,569
Department of Housing and Urban Development:
Community Development Block Grant 115,899 443,066 1,358,194 866,134
Housing Related Parks Grant - (HRP) - - 323,000
Department of Justice:
2009 Justice Assistance Grant 25,453 405
2009 Recovery Act Justice Assistance Grant 67,524 4,292
2011 Justice Assistance Grant 14,639 -
Department of Transportation:
Congestion Mitigation Air Quality (CMAQ) - - 1,300,750
Highway Bridge Program (HBP) - Main Street 1,602,599 2,320,525
Office of Traffic Safety (OTS) DUI Mini Grant 20,594 27,319 16,577
Safe Routes 2 School (SR2S) - Pedestrian Bridge 320,118 - -
STP and STPL -Pavement Rehabilitation - - - 646,190
Multi Jurisdictional Transportation Planning 182,142 76,269
TOTALS
Note: Amounts Unaudited
$ 1,172,610 $ 2,328,737 $ 3,712,982 $ 3,136,074
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
LEGAL DEBT MARGIN
Under State law, the City has a legal debt limit not to exceed 15% of the assessed value of taxable
property within the City. Debt obligations from taxes levied on taxable property is subject to the legal
debt limitation. The City's debt limit for Fiscal Year 2014-15 is $1,864,226,000 while the City's debt
subject to the limitation is $24,294,000. As a result, the City has not exceeded its legal debt limit.
The City's Legal Debt Limit for Fiscal Year 2015-16 will be included in the Adopted Budget document.
Fiscal Year
2014-15
Net Total Assessed Value $12,318,283
Plus: Exempt Property $ 109,890
TOTAL ASSESSED VALUE $12,428,173
Debt Limit — 15% of Total Assessed Value $ 1,864,226
Amount of Debt Applicable to
Debt Limit
Less: Assets in Debt Services Funds
Available for Payment of Principal
$24,294
$ 0
$ 24,294
ADJUSTED LEGAL DEBT MARGIN $ 1,839,932
Note: Amounts Unaudited
Fiscal Year 2015-16 Annual Operating Budget
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FISCAL YEAR 2015-16 DEBT OBLIGATIONS
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
ISSUE TOTAL DEBT
DATE DESCRIPTION INTEREST RATES PRINCIPAL INTEREST OBLIGATION
2011 Private Placement Lease 3.75% $1,291,000 $846,366 $2,137,366
2011 Tax Allocation Bonds 2.00 - 7.00% 210,000 1,089,944 1,299,944
2010 Tax Allocation Bonds 2.00 - 8.18% 280,000 976,638 1,256,638
2007 Tax Allocation Bonds 4.10 - 5.63% 345,000 773,249 1,118,249
2006 Tax Allocation Bonds 3.95 - 5.00% 375,000 820,667 1,195,667
2002 Tax Allocation Bonds 3.00 - 5.25% 595,000 1,768,771 2,363,771
TOTAL $3,096,000 $6,275,635 $9,371,635
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Fiscal Year 2015-16
Annual Operating Budget
Wine Country
SUMMARY OF CONSTRUCTION, BANK DEPOSITS AND PROPERTY VALUES
(Value in Thousands)
Source: City of Temecula, Community Development Department
HdL Coren & Cone
285
COMMERCIAL
CONSTRUCTION
RESIDENTIAL
CONSTRUCTION
BANK
DEPOSITS
PROPERTY VALUES
NUMBER OF
NUMBER OF
FISCAL
UNITS
UNITS
YEAR
COMPLETED
VALUE
COMPLETED
VALUE
VALUE
COMMERCIAL
RESIDENTIAL
2005
115
27,289
1,143
157,692
1,285,642
1,809,977
4,726,090
2006
346
36,103
1,249
222,318
N/A
2,008,185
6,787,180
2007
185
73,712
1,151
197,864
N/A
2,171,647
7,922,360
2008
124
93,183
908
176,870
N/A
2,381,528
8,877,917
2009
43
73,575
698
106,268
N/A
2,719,297
8,573,314
2010
16
71,343
369
73,007
N/A
2,889,738
7,017,588
2011
2
479
376
70,653
N/A
2,927,342
7,047,166
2012
2
35,664
333
64,295
N/A
3,009,160
7,267,970
2013
7
9,920
355
57,829
N/A
2,920,987
7,337,173
2014
7
12,481
647
88,297
N/A
1,959,758
8,482,991
Source: City of Temecula, Community Development Department
HdL Coren & Cone
285
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The Heart of Southern California
Wine Country
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
SUMMARY OF PROPERTY TAX RATES
UNSECURED TAX TOTAL TOTAL PERCENTAGE OF
FISCAL YEAR SECURED TAX LEVY LEVY TAX LEVY COLLECTIONS LEVY COLLECTED
(Value in Thousands)
2005 4,385,539 190,000 4,575,539 4,386,124 96.00%
2006 5,243,796 105,000 5,348,796 5,010,090 93.67%
2007 5,803,095 112,400 5,915,495 5,620,742 95.02%
2008 5,606,921 251,644 5,858,565 5,163,765 88.14%
2009 5,488,424 270,359 5,758,783 5,127,498 89.04%
2010 4,687,041 266,174 4,953,215 4,492,060 90.69%
2011 4,672,790 249,746 4,922,536 4,389,089 89.16%
2012 4,710,884 252,438 4,963,322 4,503,729 90.74%
2013 4,716,136 256,805 4,972,941 4,846,143 97.45%
2014
(Unaudited) 5,032,879 255,945 5,288,824 5,069,777 95.86%
Since the fiscal year ended June 30, 1994, the City of Temecula has received its property tax revenues in
accordance with the Teeter Plan. Under the Teeter Plan, the City is paid in full each year for the actual amount of
property taxes levied, regardless of the amount of delinquencies. As delinquent property taxes are collected, they
are kept by the County including any penalties and interest. After 1994, any differences between the total tax levy
and total collections are due to tax roll adjustments made during the year.
Source: Riverside County Auditor -Controller
City of Temecula, Finance Department
286
cAt
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
PRINCIPAL SECURED PROPERTY OWNERS
YEAR ENDED JUNE 30, 2015
TAXPAYER
TYPE OF BUSINESS
Secured
2014-15
Assessed
Valuation
(in 000s)
Unsecured
2014-15
Assessed
Valuation
(in 000s)
Total
2014-15 Percent
Assessed of Net
Valuation Assessed
(in 000s) Valuation
Abbott Vascular, Inc
Temecula Towne Center
Associates
Medical Applicances
Manufacuring
Regional Shopping
Center
Temecula Valley Hospital Inc Health Care
International Rectifier
Corporation
Vineyards Temecula
Apartments
Inland Western Temecula
Commons
LIPT Winchester Road Inc.
Redhawk Towne Center II
Cape May Harveston
Company Inc
Kimco Palm Plaza
TOTAL
Electronics
Manufacturing
Residential Housing
Commercial Shopping
Center
Commercial Shopping
Center
Commercial Shopping
Center
Residential Housing
Commercial Shopping
Center
$ 216,662 $
148,379
98,427
91,362
58,469
57,884
57,000
56,807
52,090
48,609
181,409 $ 398,071 2.98%
148,379 1.11%
98,427 0.74%
91,362 0.68%
58,469 0.44%
57,884 0.43%
57,000 0.43%
56,807 0.43%
52,090 0.39%
48,609 0.36%
$ 885,689 $
181,409 $ 1,067,098 7.98%
NOTE: Assessed values of parcel owned by related entities have been aggregated.
Source: HdL Coren & Cone
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT
(As of Fiscal Year 2014-15)
2013-14 Assessed Valuation:
Redevelopment Incremental Valuation :
Adjusted Assessed Valuation:
DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT:
Metropolitan Water District
Eastern Municipal Water District, I.D. No. U-8
Murrieta Valley Unified School District
Temecula Valley Unified School District
Rancho California Water District Community Facilities District No. 88-3
Eastern Municipal Water District Community Facilities District No. 2002-04
Eastern Municipal Water District Community Facilities District No. 2002-08
Eastern Municipal Water District Community Facilities District No. 2005-38, I.A.B
Eastern Municipal Water District Community Facilities District No. 2010-60
Temecula Public Financing Authority Community Facilities District No. 01-2
Temecula Public Financing Authority Community Facilities District No. 03-1
Temecula Public Financing Authority Community Facilities District No. 03-2
Temecula Public Financing Authority Community Facilities District No. 03-3
Temecula Public Financing Authority Community Facilities District No. 03-6
Temecula Valley Unified School District Community Facilities District No. 89-1
Temecula Valley Unified School District CFD No. 2002-1, I.A. No. 1
Temecula Valley Unified School District CFD No. 2002-2
Temecula Valley Unified School District CFD No. 2004-1, I.A. A and B
Temecula Valley Unified School District CFD No. 2005-1
City of Temecula 1915 Act Bonds (Assessment District No. 03-04)
Riverside County Assessment District No. 159
Applicable (1)
0.569%
86.684%
0.013%
0.7212
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
100.000%
27.654%
100.000%
100.000%
28.720%
100.000%
100.000%
$ 12,426,097,031
1,827,410,471
$ 10,598,686,560
Debt 6/30/14
$ 752,645
3,798,493
20,715
40,976,733
1,705,000
645,000
4,235,000
755,000
3,105,000
14,895,000
12,380,000
45,155,000
25,240,000
4,260,000
10,055,000
1,815,485
12,315,000
24,660,000
2,494,332
570,000
585,000
TOTAL DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT $ 210,418,403
288
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT
(As of Fiscal Year 2014-15)
Ratios to 2013-14 Assessed Valuation:
Total Overlapping Tax and Assessment Debt
DIRECT AND OVERLAPPING GENERAL FUND DEBT: Applicable (1) Debt 6/30/14
Riverside County General Fund Obligations 5.929% $ 41,067,593
Riverside County Pension Obligations 5.929% 19,833,394
Riverside County Board of Education Certificates of Participation 5.929% 160,083
Murrieta Valley Unified School District Certificates of Participation 0.013% 2,730
Mt. San Jacinto Community College District General Fund Obligations 18.892% 2,151,799
City of Temecula General Fund Obligations 100.000% 24,294,000
TOTAL GROSS DIRECT AND OVERLAPPING GENERAL FUND DEBT: $87,509,599
Less: Riverside County supported obligations 550,410
TOTAL NET DIRECT AND OVERLAPPING GENERAL FUND DEBT: $86,959,189
TOTAL DIRECT DEBT
TOTAL GROSS OVERLAPPING DEBT
TOTAL NET OVERLAPPING DEBT
GROSS COMBINED TOTAL DEBT
NET COMBINED TOTAL DEBT
$24,294,000
$360,714,002
$360,163,592
$385,008,002
$384,457,592
(1) The percentage of overlapping debt applicable to the city is estimated using taxable assessed property value.
Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is
within the boundaries of the city divided by the district's total taxable assessed value.
(2) Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and non -bonded capital lease
obligations.
Ratios to 2013-14 Assessed Valuation:
Total Direct Debt ($24,294,000) 0.20%
Gross Combined Total Debt 3.10%
Net Combined Total Debt 3.09%
289
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
LARGEST EMPLOYERS BY NUMBER OF EMPLOYEES
NAME OF EMPLOYER NUMBER OF EMPLOYEES
As of As of As of As of As of
June June June June June
2011 2012 2013 2014 2015
Temecula Valley Unified School District 2,749 2,730 2,594 2,604 2,988
Abbott Laboratories (f/k/a Guidant Corporation) 2,938 3,000 2,000 2,000 2,000
Professional Hospital Supply 1,100 1,700 1,513 1,600 1,280
International Rectifier 700 653 652 750 600
Walmart 500 600 600 600 600
Costco Wholesale Corporation 373 343 351 340 340
Macy's 300 300 300 300 380
EMD Millipore (f/k/a Chemi-Con International) 272 295 275 270 270
Norm Reeves Auto Group/DCH 260 249 274 260 276
Southwest Coast Winery Resort & Spa 256 256 256 256 256
Milgard Manufacturing 210 225 280 240 370
Southwest Traders 233 228 351 227 129
Temecula Creek Inn 195 230 210 205 230
Paradise Chevrolet Cadillac 173 175 188 190 243
Cassidian Communication (f/k/a Plant Equipment, Inc.) 200 195 187 190 190
Dayton Hudson Corporation/Target 174 143 156 190 172
FFF Enterprises Inc. 178 170 205 180 225
Channell Commercial Corporation 184 175 211 175 275
Albertson's 180 165 172 175 100
Opto 22, Inc. 135 160 170 170 170
Home Depot 143 162 165 160 191
Toyota of Temecula Valley 170 150 148 160 170
City of Temecula 153 156 160 156 158
JC Penney Company 170 150 150 150 150
Lowe's 152 132 150 150 170
Rancho California Water District 150 148 147 148 143
Sears 143 142 135 140 132
Stater Brothers 105 115 118 140 115
The Scotts Company 120 120 120 120 193
McMillan Farm Management 100 120 120 120 120
Tension Envelope 120 120 120 120 120
Rancho Ford Lincoln Mercury 97 106 120 111 133
Winco 108 108 108 108 154
K -Mart Corporation 80 85 85 85 90
Axeon Water Technologies ** 75 80 67 78
** Data Not Available
Fiscal Year 2015-16 Annual Operating Budget
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City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
COMPARATIVE CITY INFORMATION
ESTIMATED BUDGETED
NUMBER OF GENERAL FUND GENERAL FUND EXPENDITURES
NAME OF CITY YEAR EMPLOYEES POPULATION REVENUES EXPENDITURES PER CAPITA
TEMECULA
ESCONDIDO
2014 156* 106,289 $61,977,909 $61,639,375 $580
2013 160* 104,879 $60,338,110 $60,124,586 $573
2012 158* 103,092 $58,195,650 $57,969,867 $562
2011 153* 101,657 $53,214,734 $52,243,782 $514
2010 158* 105,029 $53,953,388 $54,412,437 $518
2014 1,000 147,102 $86,278,100 $87,586,765 $595
2013 1,116 145,908 $80,694,915 $81,891,615 $561
2012 1,073 143,000 $75,900,000 $76,100,000 $532
2011 607 145,196 $72,081,425 $72,543,740 $500
2010 961 147,514 $67,594,000 $73,385,515 $497
MORENO VALLEY 2014 361 199,258 $79,960,000 $80,840,000 $406
2013 400 198,129 $77,892,736 $76,868,536 $388
2012 435 196,495 $75,856,762 $77,160,662 $393
2011 760 188,500 $80,881,000 $80,881,000 $429
2010 762 188,537 $68,233,400 $80,881,384 $429
HEMET
LAKE ELSINORE
MURRIETA
2014 288 81,537 $34,600,000 $39,065,000 $479
2013 266 80,877 $37,374,000 $34,670,000 $429
2012 284 81,000 $31,991,700 $34,647,200 $428
2011 309 76,000 $30,230,200 $35,200,000 $463
2010 346 74,361 $29,972,900 $34,755,200 $467
2014 111 56,718 $35,872,965 $37,675,788 $664
2013 78 55,430 $27,115,197 $29,944,817 $540
2012 80 54,000 $25,303,554 $26,649,026 $494
2011 59 52,503 $24,355,422 $24,276,001 $462
2010 58 50,983 $23,053,515 $23,487,305 $461
2014 312 106,425 $34,775,900 $35,785,826 $336
2013 340 105,832 $33,927,381 $35,203,150 $333
2012 335 102,000 $32,901,670 $34,429,545 $338
2011 326 101,416 $32,866,610 $37,503,191 $370
2010 357 101,487 $33,380,001 $36,132,166 $356
*Denotes funded positions within the City of Temecula
291
City of Temecula
n
Fiscal Year 2015-16
Hoaaf5autherr Annual Operating Budget
GLOSSARY OF ACRONYMS
AED— Automated External Defibrillator
ALPR — Automated License Plate Reader
ARRA—American Recovery and Reinvestment Act of 2009
CAFR— Comprehensive Annual Financial Report
CAP — Community Action Patrol
CDBG — Community Development Block Grant
CEQA — California Environmental Quality Act
CERT—Community Emergency Response Team
CIP— Capital Improvement Program
COP — Certificate of Participation
CPI — Consumer Price Index
CPR — Cardiopulmonary Resuscitation
CSMFO — California Society of Municipal Finance Officers
DFCI — Diesel Fuel Component Index
DIF — Development Impact Fee
EECBG — Energy Efficiency Conservation Block Grant
EMT— Executive Management Team
EOC — Emergency Operations Center
FEMA — Federal Emergency Management Agency
FTE — Full -Time Equivalents
GAAP — Generally Accepted Accounting Principles
GFOA — Government Finance Officers Association
GIS — Geographic Information System
HELPS — Healthy Living Programs for Seniors
HUD — United States Department of Housing and Urban Development
IT— Information Technology
LRPMP — Long Range Property Management Plan
Fiscal Year 2015-16 Annual Operating Budget
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n
Fiscal Year 2015-16
Hoaaf5autherr Annual Operating Budget
GLOSSARY OF ACRONYMS
MOU - Memorandum of Understanding
MSHCP — Multi -Species Habitat Conservation Plan
MVLF — Motor Vehicle License Fee
NPDES — National Pollutant Discharge Elimination System
PERS - California Public Employees Retirement System
POST — Peace Officers Standards and Training
QLMP — Quality of Life Master Plan
RCTC — Riverside County Transportation Commission
RDA — Redevelopment Agency
REACH — Real Exceptional Adults Creating Hope
ROPS — Recognized Obligation Payments Schedule
RPTTF — Redevelopment Property Tax Trust Fund
RTA — Riverside Transit Agency
SARDA — Successor Agency to the Redevelopment Agency
SEMS — California's Standardized Emergency Management System
SLESF — Supplemental Law Enforcement Services Fund
SOR— Service Order Requests
SQL — Structured Query Language
TCC—Temecula Citizens' Corps
TCSD — Temecula Community Services District
TEEM — Temecula Energy Efficiency Asset Management Fund
TOT — Transient Occupancy Tax
TUMF— Transportation Uniform Mitigation Fee
TVE2/TVEE — Temecula Valley Entrepreneurs' Exchange
TVUSD — Temecula Valley Unified School District
WRCOG — Western Riverside Council of Governments
Fiscal Year 2015-16 Annual Operating Budget
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Annual Operating Budget
GLOSSARY OF TERMS
ACCRUAL BASIS — The recording of the financial effects on a government of transactions and other
events and circumstances that have cash consequences for the government in the periods in which
those transactions, events, and circumstances occur, rather than only in the periods in which cash is
received or paid by the government.
ACTUAL - Represents the actual costs from the results of operations.
ADOPTED - Represents the budget as approved by the City Council.
AGENCY FUND - A fund normally used to account for assets held by a government as an agent for
individuals, private organizations or other governments and/or other funds.
APPROPRIATION - A legal authorization granted by the City Council to make expenditures and incur
obligations for specific purposes.
AUDIT - A systematic collection of the sufficient, competent evidential matter needed to attest to the
fairness of management's assertions in the financial statements or to evaluate whether management
has efficiently and effectively carried out its responsibilities.
BALANCE SHEET - The financial statement disclosing the assets, liabilities, and equity of an entity at a
specified date.
BUDGET - A plan of financial operation embodying an estimate of proposed expenditures for a given
period and the proposed means of financing them. Used without any modifier, the term usually
indicates a financial plan for a single fiscal year.
BUDGETARY CONTROL - The control or management of a government or enterprise in accordance with
an approved budget for the purpose of keeping expenditures within the limitations of available
appropriations and revenues.
CAPITAL IMPROVEMENT PROGRAM (CIP) - A comprehensive plan which projects the capital needs of
the community. Generally, it is a cyclical process that projects the needs for a set number of years.
Capital improvements plans are essential to sound infrastructure and financial planning. The annual
capital budget is derived from the long-term CIP.
CAPITAL OUTLAY - Expenditures which qualify as capital costs that have a unit cost of greater than
$5,000 and a useful life exceeding five years. This includes furniture, fixtures, machinery, equipment,
and other relatively minor fixed assets.
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) - Funds allocated to local government from the
federal government, based on a formula, but required to be applied for and used within a broad
functional area such as community development.
Fiscal Year 2015-16 Annual Operating Budget
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Annual Operating Budget
GLOSSARY OF TERMS (continued)
CONTINGENCY - A budgetary reserve set aside for emergency or unanticipated expenditures.
CORE VALUES - The six strategic priorities identified by the Temecula community as part of the
Temecula 2030 Quality of Life Master Plan in October 2011. These core values reflect the vision for the
City's ideal future, and commit the City through a performance based process to accomplish those
values through a series of five year long term goals which are developed as part of the budget process.
CURRENT BUDGET - Represents the original adopted budget plus any approved changes and anticipated
year-end adjustments.
DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest. Sometimes referred to as a Sinking Fund.
DESIGNATED FUND BALANCE - Management's intended use of available expendable financial resources
in governmental funds reflecting actual plans approved by the City Council.
ENCUMBRANCE - Obligations in the form of purchase orders, contracts, or other commitments. They
cease to be encumbrances when paid, cancelled, or when the actual liability is set up.
EXPENDITURES - Decreases in net financial resources that include current operating expenses that
require the current or future use of net current assets, debt services, and capital outlays.
FEES - Charges for specific services.
FINES AND FORFEITURES -. A fine is a financial penalty imposed by a government agency as restitution
for wrongdoing. The wrongdoing is typically defined by a codification of legislation, regulations, and
decrees. Forfeiture is the automatic loss of property, including cash, as a penalty for breaking the law,
or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City
may claim it, resulting in confiscation of the property.
FISCAL YEAR - The period designated by the City for the beginning and ending of financial transactions.
The fiscal year begins July 1 and ends June 30.
FRANCHISE - A special privilege granted by a government, permitting the continued use of public
property, such as refuse disposal and cable television, and usually involving the elements of monopoly
and regulation.
FULL-TIME EQUIVALENTS (FTE) - The amount of time a position has been budgeted for in terms of the
amount of time a regular, full-time employee normally works in a year. Most full-time employees are
paid for 2,080 hours in a year.
Fiscal Year 2015-16 Annual Operating Budget
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Annual Operating Budget
GLOSSARY OF TERMS (continued)
FUND - A fiscal and accounting entity with a self -balancing set of accounts recording cash and other
financial resources together with all related liabilities and residual equities or balances and changes
therein which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
FUND BALANCE - The difference between assets and liabilities that is generally spendable or available
for appropriation. Some Governmental funds as well as Proprietary and Fiduciary funds which utilize full
accrual basis of accounting also include nonspendable fund balance which includes amounts that cannot
be spent because they include prepaid items or inventories or are legally required to be maintained
intact, such as the principal portion of an endowment.
GANN APPROPRIATIONS LIMIT - This term refers to Article XIIIB of the California State Constitution that
places limits on the amount of proceeds from taxes that state and local governmental agencies can
receive and spend each year.
GENERAL FUND - The fund used to account for all financial resources except those required to be
accounted for in another fund (i.e., enterprise or grant funds). Usually, the General Fund is the largest
fund in a municipality.
GENERALLY ACCEPTED ACCOUNTING PRINCIPALS (GAAP) — GAAP is the uniform minimum standards of
and guidelines to financial accounting and reporting. They govern the form and content of the basic
financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to
define the accepted accounting practices at a particular time. They include both broad guidelines of
general application and detailed practices and procedures. GAAP provides a standard by which to
measure financial presentations.
GRANTS - Contributions or gifts of cash or other assets from another government to be used or
expended for a specified purpose, activity, or facility.
INTERGOVERNMENTAL REVENUES - Funds received from federal, state, and other local government
sources in the form of grants, shared revenues, and payments in lieu of taxes.
INTERNAL SERVICE FUNDS - A fund used to account for financing of goods or services provided by one
department to other departments on a cost -reimbursement basis.
LEVY - To impose taxes for the support of government activities.
LICENSES, PERMITS AND SERVICE CHARGES - License and permit fees are charged as a means of
recovering the cost of regulating various activities. These charges are authorized through the California
Government Code and State Constitution. Examples include building permits and business licenses. The
Fiscal Year 2015-16 Annual Operating Budget
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Annual Operating Budget
GLOSSARY OF TERMS (continued)
City also assesses service charges through user fees on everything from recreation programs to facility
rentals. Service charge is also the classification for the Community Services funding allocation from the
General Fund to the Temecula Community Services District. It is also the classification for charges back
to departments from Internal Service Funds.
LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issue.
LONG TERM GOALS - An observable and measurable end result, having one or more objectives to be
achieved within a set time frame.
MEASURE C (SPECIAL TAX) - Tax charged to property owners in order to finance the operation,
maintenance and servicing of public parks and recreational facilities, recreational and community
services programs, median landscaping, arterial street lights and traffic signals. The maximum amount
for each fiscal year is set by ordinance at $74.44 per single-family residential dwelling unit, $55.83 per
multi -family residential dwelling unit, $148.88 per acre of vacant property in a residential zone, $297.76
per acre of vacant property in a non-residential zone, $446.64 per acre of non-residential improved
property, and $37.22 per acre for agriculture uses. Special Tax is allocated 50% in the General Fund and
50% in the Community Services District.
MISCELLANEOUS REVENUE — Revenue which includes Police charges for services including report
copies, fingerprint rolling fees, etc. as well as right of way advertising revenue, charges for planning
commission packets and other miscellaneous charges and reimbursements.
MODIFIED ACCRUAL BASIS — The accrual basis of accounting adapted to the governmental fund -type
measurement focus. Under it, revenues and other financial resource increments are recognized when
they become susceptible to accrual that is when they become both "measurable" and "available" to
finance expenditures of the current period. Expenditures are recognized when the fund liability is
incurred except for (1) inventories of materials and supplies that may be considered expenditures either
when purchased or when used. All governmental funds, expendable trust funds and agency funds are
accounted for using the modified accrual basis for accounting.
MOTOR VEHICLE LICENSE FEE - The motor vehicle license fee (MVLF), also called the motor vehicle
in -lieu tax, is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal
property. The MVLF is paid annually upon vehicle registration in addition to other fees, such as the
vehicle registration fee, air quality fees, and commercial vehicle weight fees all of which fund specific
state programs. The MVLF funds city services.
OBJECTIVES - The necessary steps to be accomplished in order to achieve a desired goal.
OPERATING BUDGET - Plans of current expenditures and the proposed means of financing them. The
annual operating budget is the primary means by which most of the financing, acquisition, spending and
service delivery activities of a government are controlled.
Fiscal Year 2015-16 Annual Operating Budget
297
jia
City of Temecula
Fiscal Year 2015-16
Annual Operating Budget
GLOSSARY OF TERMS (continued)
OPERATING TRANSFERS IN/OUT - Authorized exchanges of cash or other resources between funds.
OPERATIONS & MAINTENANCE - Supplies and other materials used in the normal operations of City
departments.
OTHER TAXES — Classification for all taxes with the exception of property tax and sales and use tax which
are defined on their own. Includes Gas Tax, Measure C (Special Tax), Transient Occupancy Tax and
Franchise Fees.
PROPERTY TAX - A levy upon the assessed valuation of the property within the City of Temecula upon
each $100 of property assessed value.
PROPERTY TAX IN LIEU OF VLF - A swap from the state of California, where over 90% of California city
and county vehicle license fee revenues were exchanged for additional property tax. Subsequent to the
Fiscal Year 2004-05 base year, each city's and county's property tax in lieu of VLF increases annually in
proportion to the growth in gross assessed valuation in that jurisdiction.
REVENUES - The yield of taxes and other sources of income that a governmental unit collects and
receives for public use.
SALES AND USE TAX - Sales tax applies to the sale of merchandise, including vehicles within the State
of California. The use tax applies to the use, storage or other consumption of those same kinds of items
within the state. Sales tax applies when physical merchandise is purchased in California and use tax
applies when a similar purchase without tax is made from a business located outside the state.
SPECIAL ASSESSMENT - A compulsory levy made against certain properties to defray all or part of the
cost of a specific capital improvement or service deemed to benefit primarily those properties.
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) — Successor agency established in
order to pay the debts and obligations and to perform the obligated activities of the former Temecula
Redevelopment Agency (RDA) due to ABx1 26 which dissolved Redevelopment Agencies.
TAXES - Compulsory charges levied by a government to finance services performed for the common
benefit. This term does not include specific charges made against particular persons or property for
current or permanent benefits, such as special assessments. Neither does the term include charges for
services rendered only to those paying such charges.
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) - An assessment district that was established in
Temecula to provide a comprehensive, balanced neighborhood and community park system by
constantly reviewing growth, demographics and facilities available. It also provides street lighting,
median and slope maintenance, refuse hauling and a recycling program, emergency dirt road
maintenance, library services and an intern fellowship program.
Fiscal Year 2015-16 Annual Operating Budget
298
—�� City of Temecula
Fiscal Year 2015-16
Haan ofSoutherr Annual Operating Budget
GLOSSARY OF TERMS (continued)
TRANSIENT OCCUPANCY TAX - Also called a Hotel tax, this revenue source originates in a tax placed on
lodging facilities for the occupancy of a room. The City of Temecula's Transient Occupancy Tax rate is
8%.
TRANSFERS TO CIP - Authorized exchanges of cash or other resources to the Capital Improvement
Program.
UNDESIGNATED FUND BALANCE - Available expendable financial resources in a governmental fund that
are not the object of tentative management plans (i.e. designations.)
USE OF MONEY AND PROPERTY - Classification used for revenue sources which include lease and rental
income, as well as investment interest.
USER CHARGES/FEES - A sum of money paid by the individual who chooses to access a service or facility.
Examples of user fees include building permit fees and recreation class fees. With user fees, the
individual directly pays for something he or she wants and receives what he or she has paid for.
Fiscal Year 2015-16 Annual Operating Budget
299
Item No. 2
Approvals
City Attorney
Finance Director
City Manager
CITY OF TEMECULA
AGENDA REPORT
TO: City Council
FROM: Aaron Adams, City Manager
DATE: May 27, 2015
SUBJECT: Review of the Proposed Fiscal Years 2016-20 Capital Improvement Program
PREPARED BY: Jennifer Hennessy, Finance Director
Pascale Brown, Accounting Manager
RECOMMENDATION: That the City Council review and discuss the proposed Fiscal
Years 2016-20 Capital Improvement Program (CIP) and provide direction to staff as
appropriate.
BACKGROUND: The CIP is the City of Temecula's plan for providing public
improvements which exceed $30,000 in cost, have long-term life spans, and are non-recurring.
The proposed CIP document serves as a planning tool for the coordination of financing and
scheduling of all capital improvement projects over the next five years.
A component of the City's plan includes the integration of the budget with the Quality of Life
Master Plan (QLMP). All projects presented in the CIP are carefully programmed considering
the City's QMLP to ensure the community's capital improvement needs are met both now and in
the future. The framework for the CIP is further defined in the City's CIP fiscal policy to provide
a structure within which fiscal decisions can be made and to optimize all available resources
toward the accomplishment of the City's Core Values as defined in the QLMP.
CIP Development:
The bound document is presented for City Council review and comment as follows:
• General Information
• Revenue and Project Cost Summaries
• Circulation Projects
• Infrastructure / Other Projects
• Parks and Recreation Projects
• SARDA/Housing Projects
• Future Years Projects
The proposed CIP is a culmination of several meetings and two staff CIP workshops, which
incorporates previous City Council direction, and analyzes each project for feasibility, necessity,
funding sources, and timing. All departments were involved in the process and contributed
significantly to the discussions, resulting in a comprehensive proposed Five -Year Capital
Improvement Program.
Circulation Projects:
There are sixteen (16) Circulation projects with projected costs totaling $280,956,429. The
Circulation projects represent roughly 87% of total project cost included in the proposed CIP
budget. The following projects are of significant interest and align with the City's Core Value of
Transportation Mobility and Connectivity:
• Butterfield Stage Road Extension
• French Valley Parkway/Interstate-15 Over -Crossing and Interchange Improvements -
Phase I and Phase II
• Interstate -15 / State Route 79 South Ultimate Interchange
• Murrieta Creek Bridge and Overland Drive Extension to Diaz Road (Acquisition)
• Pavement Rehabilitation Program — Citywide
• Traffic Signal Equipment Replacement Program- Citywide
• Western Bypass Bridge Over Murrieta Creek
Total funding for Circulation Projects in the coming fiscal year is $48,241,840 which includes
$29,994,957 carried over from the current fiscal year and an additional appropriation of
$18,246,883 in Fiscal Year 2015-16. All of these projects will have a significant impact on traffic
circulation and, ultimately, the quality of life in the City.
Infrastructure / Other Projects:
There are twenty five (25) Infrastructure / Other Projects with projected costs totaling
$28,973,826. The following projects are of significant interest and aligns with the noted City's
Core Values as follows:
• Bike Lane and Trail Program (Transportation Mobility and Connectivity)
• City Facilities Enhancement (A Healthy and Livable Community)
• Citywide Sidewalks (Transportation Mobility and Connectivity and A Sustainable
City)
• Consolidate and Update Evaluation of Disabled Access to City Facilities, Programs
and Public Right of Way(A Safe and Prepared Community and Accountable and
Responsive City Covernment)
• Emergency Operations Center Improvements (A Safe and Prepared Community)
• Fire Station 73 Living Quarters Upgrade (A Safe and Prepared Community)
• Library Parking — Phase II (A Healthy and Livable Community and A Sustainable
City)
• Old Town Sidewalks Improvement Project (Transportation Mobility and Connectivity)
• Temecula Park and Ride (A Healthy and Livable Community and A Sustainable City)
• Theater Remediation (A Healthy and Livable Community and A Safe and Prepared
Community)
• YMCA Repair and Remediation (A Healthy and Livable Community and A Safe and
Prepared Community)
Total funding for Infrastructure / Other Projects in the coming fiscal year is $16,365,919 which
includes $13,012,974 carried over from the current fiscal year and an additional appropriation of
$3,352,945 in Fiscal Year 2015-16.
Parks and Recreation Projects:
There are eight (8) Parks and Recreation projects with projected costs totaling $6,570,233. The
following projects are of significant interest and aligns with the noted City's Core Value of A
Healthy and Livable Community:
• Children's Museum Enhancement Project
• Flood Control Channel Reconstruction and Repair
• Parks Improvement Program
• Patricia H Birdsall Sports Park Synthetic Turf Enhancement
• Playground Equipment Enhancement and Safety Surfacing
• Sam Hicks Monument Park Playground Enhancement
• Senior Citizen Outdoor Fitness Lot
Total funding for Park and Recreation projects in the coming fiscal year is $2,830,585 which
includes $1,488,599 carried over from the current fiscal year and an additional appropriation of
$1,341,986 in Fiscal Year 2015-16.
SARDA / Housing Projects:
Total funding for Affordable Housing projects in the coming fiscal year is $5,206,873 which is
being carried over from Fiscal Year 2014-15 and is fully funded with available 2010 Housing Tax
Allocation Bonds (TABS). A specific project or projects have not yet been identified.
Costs and Revenue Overview:
Overall, the proposed Fiscal Years 2016-20 total projected cost are estimated at $321,707,361.
A total of fifty (50) projects are included in the program consisting of sixteen (16) Circulation
Projects, twenty five (25) Infrastructure Projects, eight (8) Parks and Recreation Projects, and
one (1) SARDA/Housing Project. The following illustrates the estimated costs for each project
classification:
Type of Project
Number of
Projects
Cost of
Projects
Circulation
16
$280,956,429
Infrastructure/
Other
25
28,973,826
Parks and
Recreation
8
6,570,233
SA RDA/
Housing
1
5,206,873
TOTAL
50
$321,707,361
Revenue from various identified sources for the Five -Year Capital Improvement Program is
projected to be $209,373,207. The City of Temecula five-year CIP is a project planning and
delivery document which includes several projects with unidentified funding sources in the third,
fourth, and fifth years of the five-year program, totaling $111,927,129. The City is continually
exploring and applying for federal, state and regional funding opportunities to enable the
delivery of these currently unfunded projects. The five-year CIP is updated annually and newly
secured revenues are programmed toward prioritized projects that may be shown as unfunded
at this time. Although total project costs for the entire five-year CIP is over $321,707,361, there
is sufficient revenue secured to fund the estimated project cost through the first two years of the
five-year program, with over $70,837,235 in funded projects in Fiscal Year 2015-16.
There are also twenty nine (29) projects which currently do not fit into the five-year window of
the CIP, but warrant consideration and review in this document. These projects are listed as
Future Years and are listed by project type on pages 143-148 of the attached CIP document.
FISCAL IMPACT: The adoption of the Fiscal Year 2016-20 Five -Year Capital
Improvement Program (CIP) establishes the project appropriations for Fiscal Years 2015-16.
Formal approval of the CIP is scheduled for the June 9, 2015 City Council Meeting.
ATTACHMENTS: Proposed Capital Improvement Program — Fiscal Years 2016-20
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PROPOSED CAPITAL
IMPROVEMENT PROGRAM
FISCAL YEAR 2015-20
City of Temecula
City Council
Jeff Comerchero, Mayor
Maryann Edwards, Council Member
Michael S. Naggar, Council Member
Matt Rahn, Council Member
Michael McCracken, Council Member
City Staff
Aaron Adams, City Manager
Greg Butler, Assistant City Manager
Jennifer Hennessy, Finance Director
"Temecula Has Heart"
41000 Main Street
Temecula, CA 92590
(951) 694-6432
www.cityoftemecula.org
"Because Nice Matters"
Has Heart
...Because Nice Matters
"It's clear that kindness is prevalent throughout the Temecula community
—it's an attribute that makes our City so very special" and in strong support
of Temecula Valley Unified School District's ongoing campaign, "Because
Nice Matters" the City of Temecula is expanding the message community-
wide in a 2015 initiative entitled "Temecula Has Heart."
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Capital Improvement Program
Fiscal Years 2016-20
TABLE OF CONTENTS
GENERAL INFORMATION Pa2e No.
Description of Revenue Sources 7
Description of Levels 9
SUMMARIES
Projected Revenue Summary 11
Project Summary by Type of Project 12
Expenditure Summary by Project Type 24
CIP Major Revenue Sources 25
Comparison Between Projected Revenue and Costs 26
CIRCULATION PROJECTS
Abbott Corporation Roadway Improvements 39
Butterfield Stage Road Extension 41
Flashing Beacons and Speed Advisory Signs 43
French Valley Parkway / Interstate - 15 Over -Crossing and
Interchange Improvements - Phase I 45
French Valley Parkway / Interstate - 15 Over -Crossing and
Interchange Improvements - Phase II 47
Illuminated Street Name Sign Replacement Program -Citywide 49
Interstate -15 / State Route 79 South Ultimate Interchange 51
Medians and Parkways - Citywide 53
Murrieta Creek Bridge and Overland Drive Extension to Diaz Road 55
Pavement Rehabilitation Program - Citywide 59
Pavement Rehabilitation Program - Winchester Road 61
Fiscal Years 2016-20 Capital Improvement Program
3
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Capital Improvement Program
Fiscal Years 2016-20
TABLE OF CONTENTS (continued)
Pate No.
Traffic Signal Conductor Enhancement Program -Citywide 63
Traffic Signal Equipment Enhancement Program - Citywide 65
Traffic Signal Installation - Citywide 67
Traffic Signal Interconnect Equipment Installation 69
Western Bypass Bridge Over Murrieta Creek 71
INFRASTRUCTURE / OTHER PROJECTS
Bike Lane and Trail Program 75
City Facilities Rehabilitation 77
City Hall Exterior LED Lighting/"Light It Up" 79
Citywide Drainage Master Plan 81
Citywide Sidewalks 83
Citywide Storm Drain Improvements 85
Citywide Surveillance Cameras 87
Consolidate and Update Evaluation of Disabled Access
To City Facilities and Programs 89
Developer Reimbursements 91
Emergency Operations Center Improvements 93
Fire Station 73 Living Quarters Upgrade 95
Fire Station95 Roripaugh Ranch Site - Phase II 97
Library Parking - Phase II 99
Medians and Ornamental Pedestrian Barriers - Citywide 101
Murrieta Creek Improvements 103
Old Town Boardwalk Enhancement 105
Old Town Sidewalks Improvement Project 107
Open Space Acquisition Program 109
Pechanga Parkway Environmental Mitigation 111
Santa Gertrudis Creek Pedestrian / Bicycle Trail Extension
and Interconnect 113
Teen Center 115
Fiscal Years 2016-20 Capital Improvement Program
4
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Capital Improvement Program
Fiscal Years 2016-20
TABLE OF CONTENTS (continued)
INFRASTRUCTURE / OTHER PROJECTS (continued)
Temecula Park and Ride 117
Theater LED Lighting 119
Theater Remediation 121
YMCA Repair and Remediation 123
PARKS and RECREATION PROJECTS
Pate No.
Children's Museum Enhancement Project 127
Flood Control Channel Reconstruction and Repair 129
Parks Improvement Program 131
Patricia H. Birdsall Sports Park Synthetic Turf Enhancement 133
Playground Equipment Enhancement and Safety Surfacing 135
Ronald Reagan Sports Park Channel Silt Removal and
Desiltation Pond 137
Sam Hicks Monument Park Playground Enhancement 139
Senior Citizen Outdoor Fitness Lot 141
SARDA / HOUSING PROJECTS
Affordable Housing 145
FUTURE YEARS PROJECTS
Circulation 147
Infrastructure 147
Parks and Recreation 147
Fiscal Years 2016-20 Capital Improvement Program
5
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Capital Improvement Program
Fiscal Years 2016-20
DESCRIPTION OF REVENUE SOURCES
Assembly Bill 2766 (AB 2766)
State funds that are available to implement programs and projects that reduce air pollution from
motor vehicles.
General Fund Contributions
City General Funds retained for capital improvement projects.
Community Development Block Grant (CDBG)
The Federal Department of Housing and Urban Development (HUD) provides funds through the
Community Development Block Grant Program (CDBG) for local community development, housing
activities, and public services. The primary objective of the CDBG Program is the development of
viable communities by providing decent housing, a suitable living environment, and expanded
economic opportunities primarily focused on low- and moderate -income persons and
neighborhoods.
Community Facilities District (CFD)
A tool that allows the City to construct desired and authorized public improvements with costs of
the projects paid for by the benefitted properties within the boundaries of a designated area. The
costs are then financed through the issuance of bonds payable over a period of years.
Congestion Mitigation and Air Quality (CMAQ)
This program funds transportation projects or programs that will result in air quality benefits,
contribute to attain or maintenance of the National Ambient Air Quality Standards (NAAQS) for
ozone and carbon monoxide and provide congestion relief.
Development Impact Fees (DIF)
Fees generated by development applications to offset the effect of development to include
infrastructure, fire protection, public facilities and services, libraries, roads, schools, parks, traffic
signal mitigation and open space/public art. Fees are determined by the cost of the project at the
time of application.
Emergency Management Performance Grant
The purpose of this grant is to sustain and improve comprehensive emergency management
programs at the state, tribal and local levels from all man-made and natural disasters through
the prevention, mitigation, response and recovery of all hazards events.
Measure A (Local Streets and Roads)
Funds generated from the one-half percent sales tax levied throughout Riverside County to carry
out transportation projects by the County and cities.
Public Art Fund
Design, acquisition, installation, improvement, maintenance and insurance of public artwork
displayed on city property; offering of performing arts programs on city property for the
community; and art education programs on city property for the community (provided,
however, that not more than five percent of the fund's annual budget shall be used for this
purpose.
Fiscal Years 2016-20 Capital Improvement Program
7
Capital Improvement Program
Fiscal Years 2016-20
DESCRIPTION OF REVENUE SOURCES (continued)
Quimby
The City's park -in -lieu or park development fee is assessed under provisions of the Subdivision
Map Act which allows the City to require the dedication of land or the payment of a fee in lieu of
land to be used for the purchase (or development) of park property.
Reimbursements/Other
Funding made available from other agencies or sources on a reimbursement, donation, and
contribution basis. The actual agreement states the conditions of monies specific to a particular
project.
Safe, Accountable, Flexible, Efficient, Transportation Equity Act - Legacy for Users
(SAFETEA—LU)
Signed into law on August 10, 2005, and provides for highways, highway safety, and public
transportation to improve safety, reduce traffic congestion, and other activities related to solving
transportation problems. This new program takes off where STP, TEA -21, and ISTEA left off.
Senate Bill 621
Represents a regional organization made up of tribal governments primarily within Riverside and
San Bernardino counties. Tribal Alliance of Sovereign Indian Nations (TASIN) member tribes
contribute a percentage of their gaming revenues to the Indian Gaming Special Distribution Fund
(SDF), as established by the State Legislature, to offset the impacts of Indian gaming on public
services and infrastructure.
State Transportation Improvement Program (STIP) Augmentation
State and Federal funds used for the construction of projects that add capacity to the
transportation system.
Successor Agency to the Temecula Redevelopment Agency Affordable Housing Tax Allocation
Bonds (TABs)
As of January 31, 2012, the Redevelopment Agency of the City of Temecula has been dissolved
and the City has elected to become the Successor Agency. The Successor Agency will be
responsible for the winding down of the remaining activities of the dissolved Redevelopment
Agency. These remaining activities include completing affordable housing and infrastructure
projects that are funded with tax allocation bonds issued by the former redevelopment agency.
Surface Transportation Program (STP)
Federal funds available for local agencies to improve the safety and efficiency of the local
transportation system.
Transportation Uniform Mitigation Fee (TUMF)
Multi -jurisdictional development impact fee paid for by new development to provide the
transportation infrastructure necessary to accommodate new development.
Fiscal Years 2016-20 Capital Improvement Program
8
Capital Improvement Program
Fiscal Years 2016-20
LEVEL 1:
LEVEL 11:
LEVEL 111:
DESCRIPTION OF LEVEL RANKING
AND FUTURE YEARS PROJECTS
The project is urgent and must be completed as soon as feasible.
Failure to address the project may impact the health, safety, or
welfare of the community or have a potential significant impact on
the financial well-being of the City. The project must be initiated or
financial opportunity losses may result.
The project is important and addressing it is necessary. The
project impacts safety, law enforcement, health, welfare, economic
base, quality of life, and has been identified as a priority in the
Quality of Life Master Plan.
The project will enhance quality of life and will provide a benefit to
the community. Completion of the project will improve the
community by providing cultural, recreational, and/or aesthetic
value, or is deemed as a necessary improvement to a public facility.
FUTURE YEARS
PROJECTS: The project will be an improvement to the community, but does not
necessarily need to be completed within a five-year capital
improvement program time frame.
Fiscal Years 2016-20 Capital Improvement Program
9
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Capital Improvement Program
Fiscal Years 2016-20
PROJECTED REVENUE SUMMARY
Available Projected Projected Projected Projected Projected Projected
Fund 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Funds
FUNDING SOURCE Balance Revenue Revenue Revenue Revenue Revenue Available
Assembly Bill 2766 $ 665,783 $ 99,204 $ 101,161 $ 103,157 $ 105,192 $ 107,268 $ 1,181,765
General Fund Contributions 9,006,481 1,668,326 1,018,648 1,239,000 989,000 1,229,873 15,151,328
Community Development Block Grant (CDBG) 957,157 957,157
Public Art 41,374 26,108 25,819 22,671 29,134 1,868 146,974
Community Facilities Districts
Roripaugh Community Facilities District 12,078,577
Wolf Creek Community Facilities District 502,643
Development Impact Fees (DIF)
Corporate Facilities 354,118 228,952 222,359 233,449 300,000 19,237 1,358,115
Fire Facilities 567,866 171,722 118,129 64,459 44,726 24,336 991,238
Library Facilities 752,613 205,426 341,256 378,247 486,076 31,170 2,194,788
Open Space and Trails 458,992 197,150 175,244 90,346 62,689 34,110 1,018,531
Parks and Recreation 1,738,661 745,169 696,115 309,961 215,075 117,026 3,822,007
Police Facilities 694,861 167,537 93,727 27,139 18,831 10,246 1,012,341
Quimby - 348,435 574,753 291,555 136,942 8,835 1,360,520
Street Improvements 2,008,473 2,016,746 749,899 187,806 130,315 70,906 5,164,145
Traffic Signals 266,293 288,740 106,767 26,585 18,447 10,037 716,869
Measure A Programs
Measure A (Local Streets and Roads) 3,050,455 841,159 942,257 1,049,600 1,163,525 1,284,384 8,331,380
Grants
Congestion Mitigation Air Quality (CMAQ) 1,300,750 1,300,750
Emergency Management Program Grant (EMPG) 4,000 24,000 14,000 42,000
SAFETEA-LU 1,600,000 1,600,000 3,200,000
State Transportation Improvement Program (STIP) 31,545,000 31,545,000
Surface Transportation Program (STP) 7,804,931 5,817,359 10,000,000 23,622,290
Successor Agency to the Temecula
Redevelopment Agency
Redevelopment Property Tax Trust Fund 540,311 540,311
Tax Allocation Bonds 2007 209,689 209,689
Affordable Housing Tax Allocation Bonds 2010 5,206,873 5,206,873
Reimbursements/Other
Sale of Property 58,200 58,200 116,400
Senate Bills
Senate Bill 621 4,436,682 4,436,682
Transportation Uniform Mitigation Fee (TUMF)
community and tnvironmentai i ransportation
Accountability Program (CETAP/RCTC) 639,566 639,566
Riverside County Transportation Commission
(RCTC) 4,000,000 4,000,000
Western Riverside Council of Govemments
(WRCOG) 4,887,212 4,471,966 20,199,160 2,506,311 46,460,619 78,525,268
12,078,577
502,643
TOTAL REVENUE $ 42,580,745 $ 28,256,490 $ 15,537,659 $ 25,837,135 $ 6,206,263 $ 90,954,915 $ 209,373,207
11
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
CIRCULATION
Abbott Corporation Roadway Improvements Bond Proceeds (2007 TABS) 209,689
Distribution (RPTTF) 540,311
Butterfield Stage Road Extension CFD (Roripaugh Ranch) 29,149,960
Reimbursement/Other (EMWD) 10,965
Reimbursement/Other (RCWD) 590,028
Reimbursement/Other (Shea 173,808
Reimbursement/Other (SCE) 8,537
TUMF 1,438,000
12,078,577
Flashing Beacons and Speed Advisory Signs DIF (Traffic Signals) 64,055
Unspecified*
French Valley Parkway / Interstate -15 Over -
Crossing and Interchange Improvements -
Phase I
17,523
General Fund Contributions
DIF (Street Improvements)
ivieasure A (LOCaI street ana
Road)
TUMF (CETAP/RCTC)(1)
TUMF (RCTC)(2)
TUMF (WRCOG)(3)
TUMF (WRCOG)(4)
369,821
444,203
2,869,351
19,360,434
3,379,407
660,523
1,101,482
French Valley Parkway / Interstate -15 Over -
Crossing and Interchange Improvements -
Phase II
General Fund Contributions 1,593,455
CFD (Harveston) 1,005,840
DIF (Street Improvements) 75,360
Federal Highway Administration 8,000
Measure A (Local Streets and
Roads) 1,627,914
Reimbursements/
Other (Land Donation) 6,000,000
SAFETEA-LU
STIP Augmentation
STIP(1)
TUMF (RCTC)(2) 4,137,593
TUMF (WRCOG)(3) 10,240,046
TUMF (WRCOG)(4) 35,012
TUMF (WRCOG)(5)
TUMF (WRCOG)(6)
TUMF (WRCOG)(7)
Unspecified(8)
12
639,566
233,472
3,382,465
500,000
195,000
164,000
712,500
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
CTA rITT A TTn1 T
209,689
540,311
209,689
540,311
41,228,537
10,965
590,028
173,808
8,537
1,438,000
81,578
20,000 20,000 40,000
564,821
444,203
2,869,351
20,000,000
3,379,407
660,523
1,101,482
12,078,577
17,523
40,000
144,000 144,000 144,000 144,000 2,333,455
1,005,840
75,360
8,000
712,500
1,600,000
8,998,381
31,545,000
10,000,000
2,980,619
43,480,000
86,118,381
1,627,914
6,000,000
1,600,000
31,545,000
10,000,000
4,137, 593
10,473,518
3,417,477
1,925,000
11,979,000
43,480,000
86,118,381
195,000
639,566
740,000
1,600,000
31,545,000
10,000,000
233,472
3,382,465
1,925,000
11,979,000
43,480,000
86,118,381
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
CIRCULATION (Continued)
Illuminated Street Name Sign Replacement
Program -Citywide Unspecified*
Interstate -15 / State Route 79 South Ultimate
Interchange
CFD (Crowne Hill) 502,211
Reimbursement/ Other
(Morgan Hill) 1,190,582
SAFETEA-LU 1,600,000
Senate Bill 621 10,018,141 1,245,342 2,966,503
STP (Surface Transportation
Program-RCTC) (1) 7,158,741
TUMF (RCTC/CETAP)(2) 4,452,000
TUMF (RCTC/Region)(3) 1,400,000 4,000,000
TUMF (WRCOG)(4)
Medians and Parkways -Citywide DIF (Street Improvements) 134,589 143,000
Murrieta Creek Bridge and Overland Drive
Extension to Diaz Road
General Fund Contributions 235,422
DIF (Street Improvements) 5,431,752 2,843,583
Reimbursement/Other 59,060
Unspecified'
Pavement Rehabilitation Program -Citywide General Fund Contributions 2,664,345 4,319,178
Measure A 10,507,727 2,030,213
977,639
Pavement Rehabilitation Program- Winchester
Road Measure A 23 883,762
STP (Surface Transportation
Program) 646,190
Traffic Signal Conductor Enhancement Program -
Citywide Unspecified*
Traffic Signal Equipment Enhancement Program -
Citywide DIF (Traffic Signals)
Unspecified*
Traffic Signal Installation—Citywide DIF (Traffic Signals)
Unspecified*
Traffic Signal Interconnect Equipment
Installation
187,682
DIF (Traffic Signals) 272,409
Unspecified*
Western Bypass Bridge Over Murrieta Creek
General Fund Contributions
TUMF (WRCOG)(1)
TUMF (WRCOG)(2)
TUMF (WRCOG)(3)
Unspecified(4)
236,487
709,576
13,500
127,318 205,000
75,000 242,500
45,993
33,775
25,000
TOTAL CIRCULATION PROJECT $ 122,359,300 $ 29,994,957 $ 18,246,883
14
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
CI . ]L_ IION (Continue
205,000 205,000 205,000 615,000 615,000
502,211
1,190, 582
1,600,000
162,000 62,837 14,454,823
5,817,359 12,976,100
4,452,000
5,400,000
3,759,466 3,804,630 2,506,311 10,070,407
1,600,000
4,436,682
12,976,100
4,000,000
10,070,407
88,000 20,000 385,589 251,000
235,422
2,059,462 10,334,797
59,060
8,672,195 8,672,195
250,000 250,000 250,000 250,000 7,983,523-
942,257
,983,523942,257 1,049, 600 1,163, 525 1,284,384 17, 955,345
4,903,045
8,672,195
5,319,178
7,447,618
883,785 883,762
646,190 646,190
205,000 205,000 205,000 615,000 615,000
102,783 622,783 435,101
80,000 80,000 80,000 240,000 240,000
317,500 317,500
1,077,000 590,000 1,105,000 2,772,000 2,772,000
272,409
400,000 225,000 625,000
282,480
735,649 1,479,000
271,500 310,000
6,389,000 6,389,000
1,905,750 1,905,750
625,000
45,993
769,424
296,500
6,389,000
1,905,750
$ 11,978,365 $ 36,044,254 $ 7,049,586 $ 177,642,384 $ 403,315,729 $ 280,956,429
15
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Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
SOURCE OF FUNDS
Prior Years
Actual
Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
INFRASTRUCTURE / OTHER
Bike Lane and Trail Program
DIF (Open Space and Trails) $ 59,416
Unspecified*
City Facilities Rehabilitation
440,584
67,273
General Fund Contributions
DIF (Corporate Facilities)
1,000,000
31,889
218,111
250,000
City Hall Exterior LED Lighting "Light it Up"
Public Art Fund
67,482
Citywide Drainage Master Plan
Unspecified*
Citywide Sidewalks
Citywide Storm Drain Improvements
Citywide Surveillance Cameras
General Fund Contributions
General Fund Contributions
DIF (Corporate Facilities)
DIF (Police Facilities)
82,737
680,550
42,263
254,582
170,376
443,624
125,000
55,000
27,910
162,090
Uonsollaate and update tvaluatlon of uisaDiea
Access to City Facilities, Programs and Public
Right of Way
Developer Reimbursements
Emergency Operations Center Improvements
General Fund Contributions
100,000
250,000
DIF (Corporate Facilities)
DIF (Fire)
DIF (Parks & Recreation)
DIF (Corporate Facilities)
EMPG (Grant)
6,031
1,005
1,230,041
Fire Station 73 Living Quarters Upgrade
Fire Station 95 Roripaugh Ranch Site -Phase II
Library Parking Phase II
Advanced from General Fund
General Fund Contributions
DIF (Fire)
DIF (Police Facilities)
DIF (Fire)
General Fund Contributions
DIF (Library)
DIF (Police Facilities)
Medians and Ornamental Pedestrian Barriers -
Citywide
Murrieta Creek Improvements
204,191
38,663
817,400
200,000
613,409
2,000
11,337
337,123
37,000
4,000
22,500
37,628
490,033
1,218,339
50,000
976,449
DIF (Street Improvements)
Unspecified*
29,900
10,100
General Fund Contributions
Reimbursements (Sale of
Property)
Unspecified*
Old Town Boardwalk Enhancement
Unspecified*
Old Town Sidewalks Improvement Project
Open Space Acquisition Program
CDBG
DIF (Open Space and Trails)
Unspecified*
132,412
58,200
360,000
265,021
Pechanga Parkway Environmental Mitigation
Santa Gertrudis Creek Pedestrian/Bicycle Trail
Extension And Interconnect
CFD (Wolf Creek)
514,529
196,325
222,318
AB 2766
BTA (Bicycle Transportation
Account)
General Fund Contributions
DIF (Open Space and Trails)
Unspecified*
16
58,683
223,311
78,920
40,788
148,285
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
INFRASTRUCTURE / OTHER
175,244 90,346 62,689 34,110 929,662
333,517 87,311 2,465,890 2,886,718
870,246
2,886,718
250,000 250,000 250,000 250,000 2,250,000
250,000
1,250,000
218,111
67,482 67,482
500,000
500,000 500,000
125,000 125,000 125,000 125,000 750,000 667,263
990,132 309,582
327,765 526,051 526,051
55,735
661,449 661,449
50,000 50,000 50,000 50,000 550,000 550,000
6,031
1,005
1,567,164
1,567,164
24,000 14,000 75,000 75,000
24,000 14,000 42,000 42,000
817,400 817,400
200,000 200,000
840,100 635,909
2,000 2,000
25,000 75,000 36,337
37,628
2,684,821 2,194,788
50,000 50,000
40,000 10,100
393,500 547,200 940,700 940,700
132,412
58,200 116,400 116,400
150,000
150,000 150,000
300,000 150,000 980,000 1,430,000 1,430,000
360,000 360,000
200,000
265,021
200,000 200,000
28,000 28,000 28,000 1,017,172 502,643
416,778
3,394,622
17
475,461 416,778
223,311
78,920
189,073
3,394,622
148,285
3,394,622
1J
�J
VAN, country
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
INFRASTRUCTURE / OTHER (Continued)
Teen Center DIF (Parks & Recreation)
Temecula Park and Ride
10,682 19,318
AB 2766 99,228 644,665 120,322
General Fund Contributions 319,450 179,678
*CMAQ 1,300,750
DIF (Police Facilities) 100,000
Theater LED Lighting
DIF (Corporate Facilities) 30,600
Theater Remediation
YMCA Repair and Remediation
General Fund Contributions
DIF (Police Facilities)
General Fund Contributions
DIF (Corporate Facilities)
DIF (Police Facilities)
DIF (Quimby)
289,585
6,108
161,047
67,922
3,512,973
48,892
443,207
115,000
661,393
TOTAL INFRASTRUCTURE/OTHER PROJECTS $ 4,929,729 $ 13,012,974 $ 3,352,945
18
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
INFRASTRUCTURE / OTHER (Continue
30,000 19,318
864,215 764,987
499,128 179,678
1,300,750 1,300,750
100,000 100,000
30,600 30,600
3,802,558 3,512,973
55,000 48,892
161,047
511,129 443,207
115,000 115,000
661,393 661,393
$ 734,444 $ 2,473,363 $ 1,683,700 $ 7,716,400 $ 33,903,555 $ 28,973,826
19
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The Sou:s7C•Iiiernia
w nv Cou.q
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
PARKS / RPE RF,ATi[1N
Children's Museum Enhancement Project DIF (Parks & Recreation)
30,140 83,860
Flood Control Channel Reconstruction and
Repair
General Fund Contributions 138,534 361,466 250,000
Parks Improvement Program
General Fund Contributions
DIF (Quimby)
Patricia H Birdsall Sports Park Synthetic Turf
Enhancement DIF (Parks & Recreation)
Unspecified*
Playground Equipment Enhancement and
Safety Surfacing
DIF (Parks & Recreation)
DIF (Quimby)
Ronald Reagan Sports Park Channel Silt
Removal and Desilting Pond
General Fund Contributions
Proposition 42
Reimbursements/Other (FEMA)
583,295
136,705 170,000
50,000 50,000
398,397
88,000
150,620
375,000
Sam Hicks Monument Park Playground
Enhancement
Senior Citizen Outdoor Fitness Lot
290,000
33,321
CDBG 16,731 469,819
DIF (Police Facilities) 35,000
78,428
DIF (Parks & Recreation) 11,372
W1,467,089 $ 1,488,599 $ 1,341,986
340,000
29,648
127,338
OTAL PARKS / RECREATION PROJECTS
20
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
PARR& RECREAT ON
114,000 83,860
250,000 250,000 1,250,000 1,111,466
170,000 170,000 170,000 160,873 1,560,873 977,578
50,000 50,000 50,000 59,127 309,127 259,127
375,000 303,237 1,053,237 1,053,237
71,763 375,000 375,000 821,763 821,763
390,000 1,020,000 1,020,000
440,000
440,000 440,000
29,648
491,014
88,000
150,620
613,888
92,617
597,157
35,000 35,000
89,800 78,428
6,570,233
21
,��kGGze-f"�f
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
PROJECT
Prior Years
Actual
SOURCE OF FUNDS Expenditures
as of
12/31/2014
Fiscal Year
Ended 2015
Carryover
Budget
2015-16
Adopted
Appropriation
Affordable Housing
SARDA / HOUSING
SA▪ R▪ D- A Housing (2010 TABS)
4,000,000
5,206,873
TOTALS
$ 132,756,118 $ 49,703,403 $ 22,941,814
*Project cannot be constructed until a funding source is identified.
22
Iha Heart or buelwn GPAerr,i.
Wane Country
Proposed Capital Improvement Program
Fiscal Year 2016-20
PROJECT SUMMARY BY TYPE OF PROJECT
2016-17 2017-18 2018-19 2019-20 TOTAL PROJECT COST TO
Projected Projected Projected Projected COST COMPLETE
SARDA / HOUSING
9,206,873 5,206,873
9,206,873
$ 13,727,457 $ 39,802,617 $ 9,328,286 $ 186,203,784 $ 454,463,479 $ 321,707,361
23
toser;e:iitieft.
Tho hc.rT cf 5.p4,1.
Capital Improvement Program
Fiscal Years 2016-20
EXPENDITURE SUMMARY BY PROJECT
PARKS and RECREATION
2%
INFRASTRUCTURE
9%
SARDA / HOUSING
2%
CIRCULATION
87%
PROJECTED EXPENDITURES: $454,463,479
Fiscal Years 2016-20 Capital Improvement Program
24
The Heart of Saushem California
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
CIP MAJOR REVENUE SOURCES
OTHER
0%
DIF
7%
FEDERAL
7%
SARDA
3%
STATE
21%
SPECIAL
DISTRICTS
7%
COUNTY
44%
PROJECTED REVENUES: $209,373,207
CITY
11%
Fiscal Years 2016-20 Capital Improvement Program
25
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
Project
Prior Years
Actual
Expenditures as
of 12/31/2014
Assembly Bill 2766
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension And Interconnect
Temecula Park and Ride
58,683
99,228
644,665
Total Cost $
Total Revenue $
General Fund Contributions
City Facilities Rehabilitation
Citywide Sidewalks
Citywide Storm Drain Improvements
Consolidate and Update Evaluation of Disabled Access to
Right of Way
Fire Station 73 Living Quarters Upgrade
Flood Control Channel Reconstruction and Repair
French Valley Parkway / Interstate -15 Over -Crossing and
French Valley Parkway / Interstate -15 Over -Crossing and
Library Parking Phase II
Murrieta Creek Bridge and Overland
Murrieta Creek Improvements
Parks Improvement Program
Pavement Rehabilitation Program- Citywide
Ronald Reagan Sports Park Channel Silt Removal and De
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension
Temecula Park and Ride
Theater Remediation
Western Bypass Bridge Over Murrieta Creek
YMCA Repair and Remediation
City Facilities, Programs and Public
Interchange Improvements -Phase I
Interchange Improvements -Phase 11
Drive Extension to Diaz Road
silting Pond
and Interconnect
157,911 $
665,783
644,665
1,000,000
82,737
680,550
138,534
369,821
1,593,455
37,628
235,422
132,412
583,295
2,664,345
398,397
78,920
319,450
289,585
236,487
161,047
42,263
254,582
100,000
200,000
361,466
136,705
4,319,178
33,321
3,512,973
45,993
Total Cost $ 9,002,085 $ 9,006,481
Total Revenue $ 9,006,481
Community Development Block Grant (CDBG)
Old Town Sidewalks Improvement Project
Sam Hicks Monument Park Playground Enhancement
16,731
469,819
Total Cost $
Total Revenue
Community Facilities Districts
Butterfield Stage Road Extension
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase II
Interstate -15 / State Route 79 South Ultimate Interchange
Pechanga Parkway Environmental Mitigation
16,731 $
29,149,960
1,005,840
502,211
514,529
469,819
12,078,577
196,325
Total Cost $ 31,172,540 $ 12,274,902
Total Revenue $ 12,581,220
Fiscal Years 2016-20 Capital Improvement Program
26
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project Cost To Funds
Appropriation Projected Projected Projected Projected Cost Complete Available
416,778
120,322
475,461 416,778
864,215 764,987
$ 120,322 $ 416,778 $ 1,339,676 $ 1,181,765
$ 99,204 $ 101,161 $ 103,157 $ 105,192 $ 107,268 $ 1,181,765
250,000 250,000 250,000 250,000 250,000 2,250,000 1,250,000
125,000 125,000 125,000 125,000 125,000 750,000 667,263
55,000 990,132 309,582
250,000 50,000 50,000 50,000 50,000 550,000 550,000
200,000 200,000
250,000 250,000 250,000 1,250,000 1,111,466
195,000 564,821 195,000
164,000 144,000 144,000 144,000 144,000 2,333,455 740,000
37,628
235,422
132,412
170,000 170,000 170,000 170,000 160,873 1,560,873 977,578
250,000 250,000 250,000 250,000 7,983,523 5,319,178
29,648 29,648 491,014 92,617
78,920
179,678 499,128 179,678
3,802,558 3,512,973
282,480 45,993
161,047
$ 1,668,326 $ 1,018,648 $ 1,239,000 $ 989,000 $ 1,229,873 $ 24,153,413 $ 15,151,328
$ 1,668,326 $ 1,018,648 $ 1,239,000 $ 989,000 $ 1,229,873 $ 15,151,328
360,000
127,338
360,000 360,000
613,888 597,157
$ 487,338 $ 973,888 $ 957,157
$ 957,157 $ 957,157
222,318 28,000
28,000 28,000
41,228,537
1,005,840
502,211
1,017,172
12,078,577
502,643
$ 222,318 $ 28,000 $ 28,000 $ 28,000 $ 43,753,760 $ 12,581,220
$ $ 12,581,220
Fiscal Years 2016-20 Capital Improvement Program
27
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
Project
Prior Years
Actual
Expenditures as
of 12/31/2014
Development Impact Fees (DIF)
DIF - Corporate Facilities
City Facilities Rehabilitation 31,889 218,111
Emergency Operations Center Improvements
Citywide Surveillance Cameras 170,376
Developer Reimbursements 6,031
Theater LED Lighting
YMCA Repair and Remediation 67,922 443,207
DIF - Fire Facilities
Developer Reimbursements
Fire Station 73 Living Quarters Upgrade
Fire Station 73(Advanced from General Fund)
Fire Station 95 Roripaugh Ranch Site- Phase II
DIF - Library Facilities
Library Parking Phase II
Total Cost $
Total Revenue $
105,842 $
354,118
831,694
1,005
204,191
38,663
613,409
817,400
11,337
Total Cost $ 243,859 $ 1,442,146
Total Revenue $ 567,866
490,033 1,218, 339
Total Cost $
Total Revenue $
490,033 $
752,613
1,218, 339
DIF - Open Space / Trails
Bike Lane and Trail Program 59,416 440,584
Open Space Acquisition Program 265,021
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension And Interconnect 40,788 148,285
DIF - Parks & Recreation
Children's Museum Enhancement Project
Developer Reimbursements
Patricia H Birdsall Sports Park Synthetic Turf Enhancement
Playground Equipment Enhancement and Safety Surfacing
Senior Citizen Outdoor Fitness Lot
Teen Center
Total Cost $ 365,225 $ 588,869
Total Revenue $ 458,992
30,140
11,372
10,682
83,860
1,230, 041
290,000
78,428
19,318
Total Cost $
Total Revenue $
52,194 $
1,738,661
1,701,647
Fiscal Years 2016-20 Capital Improvement Program
28
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
2016-17 2017-18 2018-19 2019-20 Total Project Cost To Funds
Projected Projected Projected Projected Cost Complete Available
37,000
27,910
30,600
24,000 14,000
327,765
250,000
75,000
526,051
6,031
30,600
511,129
218,111
75,000
526,051
30,600
443,207
$ 95,510 $ 24,000 $ 14,000 $ 327,765 $ 1,398,811 $ 1,292,969
$ 228,952 $ 222,359 $ 233,449 $ 300,000 $ 19,237 1,358,115
22,500
25,000
1,005
840,100
817,400
75,000
635,909
817,400
36,337
$ 22,500 $ 25,000
$ 1,733,505 $ 1,489,646
$ 171,722 $ 118,129 $ 64,459 $ 44,726 $ 24,336 $ 991,238
976,449
2,684,821 2,194,788
$ 976,449 $ 2,684,821 $ 2,194,788
$ 205,426 $ 341,256 $ 378,247 $ 486,076 $ 31,170 $ 2,194,788
67,273
175,244 90,346
62,689 34,110
929,662 870,246
265,021
189,073 148,285
$ 67,273 $ 175,244 $ 90,346 $ 62,689 $ 34,110 $ 1,383,756 $ 1,018,531
$ 197,150 $ 175,244 $ 90,346 $ 62,689 $ 34,110 $ 1,018,531
337,123
375,000
340,000
375,000 303,237
390,000
114,000
1,567,164
1,053,237
1,020,000
89,800
30,000
83,860
1,567,164
1,053,237
1,020,000
78,428
19,318
$ 1,052,123 $ 765,000 $ 303,237 $ 3,874,201 $ 3,822,007
$ 745,169 $ 696,115 $ 309,961 $ 215,075 $ 117,026 $ 3,822,007
Fiscal Years 2016-20 Capital Improvement Program
29
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
Project
Prior Years
Actual
Expenditures as
of 12/31/2014
DIF - Police Facilities
Citywide Surveillance Cameras
Fire Station 73 Living Quarters Upgrade
Library Parking Phase II
Sam Hicks Monument Park Playground Enhancement
Temecula Park and Ride
Theater Remediation
YMCA Repair and Remediation
DIF - Quimby
Parks Improvement Program
Playground Equipment Enhancement and Safety Surfacing
YMCA Repair and Remediation
6,108
443,624
2,000
50,000
35,000
100,000
48,892
115,000
Total Cost $ 6,108 $
Total Revenue $ 694,861
794,516
50,000
661,393
Total Cost $
Total Revenue
50,000 $ 661,393
DIF - Street Improvements
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase I 444,203
II 75,360
Median and Ornamental Pedestrian Barriers- Citywide 29,900 10,100
Medians and Parkways -Citywide 134,589 143,000
Murrieta Creek Bridge and Overland Drive Extension to Diaz Road 5,431,752 2,843,583
Total Cost $ 6,115,804 $ 2,996,683
Total Revenue $ 2,008,473
DIF - Traffic Signals
Flashing Beacons and Speed Advisory Signs 64,055 17,523
Traffic Signal Equipment Enhancement Program- Citywide 187,682 127,318
Traffic Signal Installation — Citywide 75,000
Traffic Signal Interconnect Equipment Installation 272,409
Total Cost $ 524,146 $ 219,841
Total Revenue $ 266,293
Fiscal Years 2016-20 Capital Improvement Program
30
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
2016-17 2017-18 2018-19 2019-20 Total Project Cost To Funds
Projected Projected Projected Projected Cost Complete Available
162,090 55,735
661,449
2,000
50,000
35,000
100,000
55,000
115,000
661,449
2,000
50,000
35,000
100,000
48,892
115,000
$ 162,090 $ 55,735 $ 1,018,449 $ 1,012,341
$ 167,537 $ 93,727 $ 27,139 $ 18,831 $ 10,246 $ 1,012,341
50,000 50,000 50,000 50,000 59,127 309,127 259,127
440,000 440,000 440,000
661,393 661,393
$ 50,000 $ 50,000 $ 490,000 $ 50,000 $ 59,127 $ 1,410,520 $ 1,360,520
$ 348,435 $ 574,753 $ 291,555 $ 136,942 $ 8,835 $ 1,360,520
88,000 20,000
2,059,462
444,203
75,360
40,000
385,589
10, 334, 797
10,100
251,000
4,903,045
$ 88,000 $ 2,079,462 $ 11,279,949 $ 5,164,145
$ 2,016,746 $ 749,899 $ 187,806 $ 130,315 $ 70,906 $ 5,164,145
205,000 102,783
242,500
81,578
622,783
317,500
272,409
17,523
435,101
317,500
$ 447,500 $ 102,783 $ 1,294,270 $ 770,124
$ 288,740 $ 106,767 $ 26,585 $ 18,447 $ 10,037 $ 716,869
Fiscal Years 2016-20 Capital Improvement Program
31
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
Project
Prior Years
Actual
Expenditures as
of 12/31/2014
Measure A - Local Streets and Roads
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase I 2,869,351
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements- Phase 11 1,627,914
Pavement Rehabilitation Program Winchester Road 23 883,762
Pavement Rehabilitation Program -Citywide 10,507,727 2,030,213
Total Cost $ 15,005,015 $ 2,913,975
Total Revenue $ 3,050,455
Federal and State Grants
(BTA/CMAQ/EMPG/FHA/HRP/SAFETEA-LU/STP/STIP Augmentation)
II 8,000
Emergency Operations Center Improvements
Interstate -15 / State Route 79 South Ultimate Interchange
Pavement Rehabilitation Program -Winchester Road
Santa Gertrudis Creek Pedestrian Bicycle Trail Extension and Interconnect 223,311
Temecula Park and Ride
646,190
1,300,750
Total Cost $ 231,311 $ 1,946,940
Total Revenue
Proposition 42
Ronald Reagan Sports Park Channel Silt Removal and Desilting Pond 88,000
Total Cost $ 88,000
Total Revenue
Public Art Fund
City Hall Exterior LED Lighting "Light it Up"
Total Cost
Total Revenue $ 41,374
SARDA / Housing (RDA -H) and RPTTF
Abbott Corporation Roadway Improvements 540,311
Total Cost $ 540,311
Total Revenue $ 540,311
SARDA(2007 TABs) / Housing (2010 TABs)
Abbott Corporation Roadway Improvements 209,689
Affordable Housing
4,000,000 5,206,873
Total Cost $ 4,000,000 $ 5,416,562
Total Revenue $ 5,416,562
Fiscal Years 2016-20 Capital Improvement Program
32
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
2016-17 2017-18 2018-19 2019-20 Total Project Cost To Funds
Projected Projected Projected Projected Cost Complete Available
977,639 942,257 1,049,600 1,163,525 1,284,384
2,869,351
1,627,914
883,785
17,955,345
883,762
7,447,618
$ 977,639 $ 942,257 $ 1,049,600 $ 1,163,525 $ 1,284,384 $ 23,336,395 $ 8,331,380
$ 841,159 $ 942,257 $ 1,049,600 $ 1,163,525 $ 1,284,384 $ 8,331,380
1,600,000 41, 545,000
4,000 24,000 14,000
8,758,741 5,817,359
43,153,000
42,000
14, 576,100
646,190
223,311
1,300,750
43,145,000
42,000
14, 576,100
646,190
1,300,750
$ 8,762,741 $ 5,841,359 $ 1,614,000 $ 41,545,000 $ 59,941,351 $ 59,710,040
$ 10,709,681 $ 5,841,359 $ 1,614,000
$ 41,545,000 $ 59,710,040
88,000
$ 88,000
67,482
67,482 67,482
$ 67,482 $ 67,482 $ 67,482
$ 26,108 $ 25,819 $ 22,671 $ 29,134 $ 1,868 $ 146,974
540,311 540,311
$ 540,311 $ 540,311
$ 540,311
209,689 209,689
9,206,873 5,206,873
$ 9,416,562 $ 5,416,562
$ 5,416,562
Fiscal Years 2016-20 Capital Improvement Program
33
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
Project
Prior Years
Actual
Expenditures as
of 12/31/2014
Reimbursements/Other
Butterfield Stage Road Extension
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements- Phase II
Interstate -15 / State Route 79 South Ultimate Interchange
Murrieta Creek Bridge and Overland Drive Extension to Diaz Road
Murrieta Creek Improvements
Ronald Reagan Sports Park Channel Silt Removal and Desilting Pond
783,338
6,000,000
1,190, 582
59,060
150,620
Total Cost $
Total Revenue
Senate Bills 621
Interstate -15 / State Route 79 South Ultimate Interchange
Total Cost
Total Revenue
TUMF
Butterfield Stage Road Extension
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase I
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase II
Interstate -15 / State Route 79 South Ultimate Interchange
Western Bypass Bridge Over Murrieta Creek
8,183,600
10,018,141
$ 10,018,141 $
$ 4,436,682
1,245, 342
1,245, 342
1,438,000
24, 501, 846
14,412,651
5,852,000
723,076
639,566
4,115,937
33,775
Total Cost $ 46,927,573 $ 4,789,278
Total Revenue
Unspecified
Bike Lane and Trail Program
Citywide Drainage Master Plan
Flashing Beacons and Speed Advisory Signs
French Valley Parkway / Interstate -15 Over -Crossing and Interchange Improvements -Phase II
Illuminated Street Name Sign Replacement Program -Citywide
Median and Ornamental Pedestrian Barriers- Citywide
Murrieta Creek Bridge and Overland Drive Extension to Diaz Road
Murrieta Creek Improvements
Old Town Boardwalk Enhancement
Open Space Acquisition Program
Patricia H Birdsall Sports Park Synthetic Turf Enhancement
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension And Interconnect
Traffic Signal Conductor Enhancement Program- Citywide
Traffic Signal Equipment Enhancement Program- Citywide
Traffic Signal Installation — Citywide
Traffic Signal Interconnect Equipment Installation
Western Bypass Bridge Over Murrieta Creek
*Project cannot be constructed until a funding source is identified.
Total Cost
Total Revenue
Grand Total Cost $ 132,756,118 $ 49,703,403
Grand Total Revenue $ 42,580,745
Fiscal Years 2016-20 Capital Improvement Program
34
Proposed Capital Improvement Program
Fiscal Year 2016-20
COMPARISON BETWEEN PROJECTED REVENUE AND COSTS
2016-17 2017-18 2018-19 2019-20 Total Project Cost To Funds
Projected Projected Projected Projected Cost Complete Available
58,200 58,200
783,338
6,000,000
1,190, 582
59,060
116,400
150,620
116,400
$ 58,200 $ 58,200
$ 8,300,000 $ 116,400
$ 58,200 $ 58,200
$ 116,400
2,966,503 162,000 62,837 14,454,823 4,436,682
$ 2,966,503 $ 162,000 $ 62,837 $ 14,454,823 $ 4,436,682
$ 4,436,682
712,500
4,000,000
25,000
712,500
3,759,466
8,998,381
3,804,630
7,396,149
2,506,311
46,460,619
1,438,000
25,141,412
75,412,588
19,922,407
8,178,000
639,566
60,999,937
14,070,407
7,454,924
$ 4,737,500 $ 4,471,966 $ 20,199,160 $ 2,506,311 $ 46,460,619 $ 130,092,407 $ 83,164,834
$ 9,526,778 $ 4,471,966 $ 20,199,160 $ 2,506,311 $ 46,460,619 $ 83,164,834
333,517 87,311 2,465,890 2,886,718 2,886,718
500,000 500,000 500,000
20,000 20,000 40,000 40,000
86,118, 381 86,118, 381 86,118, 381
205,000 205,000 205,000 615,000 615,000
393,500 547,200 940,700 940,700
8,672,195 8,672,195 8,672,195
150,000 150,000 150,000
300,000 150,000 980,000 1,430,000 1,430,000
200,000 200,000 200,000
71,763 375,000 375,000 821,763 821,763
3,394,622 3,394,622 3,394,622
205,000 205,000 205,000 615,000 615,000
80,000 80,000 80,000 240,000 240,000
1,077,000 590,000 1,105,000 2,772,000 2,772,000
400,000 225,000 625,000 625,000
1,905,750 1,905,750 1,905,750
$ 12,607,975 $ 4,145,261 $ 95,173,893 $ 111,927,129 $ 111,927,129
$ 22,941,814 $ 13,727,457 $ 39,802,617 $ 9,328,286 $ 186,203,784 $ 454,463,479 $ 321,707,361
$ 28,256,490 $ 15,537,659 $ 25,837,135 $ 6,206,263 $ 90,954,915 $ 209,373,207
Fiscal Years 2016-20 Capital Improvement Program
35
Has Heart
...Because N'ce Matters
36
Capital Improvement Program
Fiscal Years 2016-20
CIRCULATION PROJECTS
Table of Contents
CIRCULATION PROJECTS
Abbott Corporation Roadway Improvements 39
Butterfield Stage Road Extension 41
Flashing Beacons and Speed Advisory Signs 43
French Valley Parkway / Interstate - 15 Over -Crossing and
Interchange Improvements - Phase I 45
French Valley Parkway / Interstate - 15 Over -Crossing and
Interchange Improvements - Phase 11 47
Illuminated Street Name Sign Replacement Program -Citywide 49
Interstate -15 / State Route 79 South Ultimate Interchange 51
Medians and Parkways - Citywide 53
Murrieta Creek Bridge and Overland Drive Extension to Diaz Road 55
Pavement Rehabilitation Program - Citywide 59
Pavement Rehabilitation Program - Winchester Road 61
Traffic Signal Conductor Enhancement Program -City Wide 63
Traffic Signal Equipment Enhancement Program — Citywide 65
Traffic Signal Installation — Citywide 67
Traffic Signal Interconnect Equipment Installation 69
Western Bypass Bridge Over Murrieta Creek 71
Fiscal Years 2016-20 Capital Improvement Program
37
ABBOTT CORPORATION ROADWAY IMPROVEMENTS
Circulation Project Location
Aerial Data-Marh2oo
Feet
0 250 500 ,ao
38
1
2016-17
2018-19
Ask
La
I ho Heart a
der Capital Improvement Program
Fiscal Years 2016-20
ABBOTT CORPORATION ROADWAY IMPROVEMENTS
Circulation Project
Project Description: This project includes the design and construction of roadway improvements on Motor Car Parkway, Ynez Road,
Margarita Road, and Solana Way.
Benefit / Core Value: This project improves traffic circulation on Motor Car Parkway, Ynez Road, Margarita Road, and Solana Way. In
addition, this project satisfies the City's Core Values of Transportation Mobility and Connectivity and Economic Prosperity.
Project Status: This project has not yet started.
Department: Public Works - Account No. 210.165.620
Project Cost:
Prior Years FYE 2015 2015-16
Actual Carryover Adopted
Expenditures Budget Appropriation
Construction
Totals
$ 750,000
$ 750,000
2016-17
Projected
2017-18
Projected
2018-19
Projected
Level: II
2019-20
Projected
Total Project
Cost
$ 750,000
$ 750,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Bond Proceeds (2007 TABS)
$ 209,689
$ 209,689
Distribution (RPTTF)
$ 540,311
$ 540,311
Total Funding:
$ -
$ 750,000
$ -
$ -
$ -
$ -
$ -
$ 750,000
Future Operation & Maintenance
Costs:
RPTTF- Redevelopment Property Tax Trust Fund
2015-16
39
2017-18
2019-20
BUTTERFIELD STAGE ROAD EXTENSION
Circulation Project Location
SOUTH LOOP RD
CALLE CHAPOS
VISTA DEL MOS RO
LA SERENA WY
Aerial Data - March 2010
0 512.5 1.025
Feet
2,050
40
Capital Improvement Program
Fiscal Years 2016-20
BUTTERFIELD STAGE ROAD EXTENSION
Circulation Project
Project Description: This project includes the complete design and construction of four lanes on Butterfield Stage Road (from
Rancho California Road to Murrieta Hot Springs Road), four lanes on Murrieta Hot Springs Road (from Butterfield Stage Road to the
City limits), and two lanes on Calle Chapos (from Butterfield Stage Road to Walcott Road), totaling approximately 3.2 miles of road.
Benefit / Core Value: This project improves traffic circulation by providing a crucial north and south arterial road on the eastern side
of the City. In addition, this project satisfies the City's Core Values of Transportation Mobility and Connectivity.
Project Status: Phase II of this project is under construction and is anticipated to be completed by FY 2015-16.
Department: Public Works - Account No. 210.165.723
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17
Appropriation Projected
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected
Cost
Administration
$ 1,963,522
$ 200,000
$ 2,163,522
Acquisition
$ 15,006,728
$ 2,051,322
$ 17,058,050
Construction
$ 13,382,716
$ 9,516,684
$ 22,899,400
Construction
Engineering
$ 409,867
$ 29,132
$ 438,999
Design/Environmental
$ 608,379
$ 280,525
$ 888,904
Utilities
$ 86
$ 914
$ 1,000
Totals
$ 31,371,298
$ 12,078,577
$ -
$ -
$ -
$ -
$ -
$ 43,449,875
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20
Budget Appropriation Projected Projected Projected Projected
Total Project
Cost
CFD (Roripaugh Ranch)
$ 29,149,960
$ 12,078,577
$ 41,228,537
Reimbursement/Other
(EMWD)
$ 10,965
$ 10,965
Reimbursement/Other
(RCWD)
$ 590,028
$ 590,028
Reimbursement/Other
(Shea Homes)
$ 173,808
$ 173,808
Reimbursement/Other
(SCE)
$ 8,537
$ 8,537
TUMF
$ 1,438,000
$ 1,438,000
Total Funding:
$ 31,371,298
$ 12,078,577
$ -
$ -
$ -
$ -
$ -
$ 43,449,875
Future Operation & Maintenance
Costs:
2015-16 2016-17
2017-18
2018-19
2019-20
$ 19,102 1 $ 19,484 1 $ 19,874 1 $ 20,271 1 $ 20,677
Note: Assumes that only minor right-of-way acquisitions would be necessary and that all major right-of-way dedications are voluntary.
41
FLASHING BEACONS AND SPEED ADVISORY SIGNS
Circulation Project Location
42
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
FLASHING BEACONS AND SPEED ADVISORY SIGNS
Circulation Project
Project Description: This project maintains the City's Neighborhood Traffic Calming Program by installing flashing beacons
and/or speed advisory signs at school sites and neighborhoods. This project includes solar powered panels, chargeable
batteries, and programmable timers to advise motorists of the school zone and residential speed limits.
Benefit / Core Value: This project improves traffic safety in neighborhoods and school zones. In addition, this project satisfies
the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Transportation Mobility and
Connectivity.
Project Status: The installation of flashing beacons and LED speed limit display signs are ongoing.
Department: Public Works - Account No. 210.165.670
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 6,000
$ 2,000
$ 2,000
$ 10,000
Construction
$ 64,055
$ 5,523
$ 16,000
$ 16,000
$ 101,578
Design
$ 6,000
$ 2,000
$ 2,000
$ 10,000
Totals
$ 64,055
$ 17,523
$ -
$ -
$ 20,000
$ -
$ 20,000
$ 121,578
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
DIF (Traffic Signals)
Unspecified*
Total Funding:
$ 64,055
$ 17,523
$ 20,000
$ 20,000
$ 64,055
$ 17,523
$ 20,000
$ 20,000
Total Project
Cost
$ 81,578
$ 40,000
$ 121,578
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 1,061
$ 1,082
$ 1,104
$ 1,126
$ 1,148
*Project cannot be constructed until a funding source is identified.
43
FRENCH VALLEY PARKWAY / INTERSTATE -15 OVER -CROSSING AND
INTERCHANGE IMPROVEMENTS - PHASE I
Circulation Project Location
1
Aerial Data - March 2010
0 250 500
Feet
1,000
44
Wine Cowelt
Capital Improvement Program
Fiscal Years 2016-20
FRENCH VALLEY PARKWAY / INTERSTATE 15 OVER -CROSSING AND
INTERCHANGE IMPROVEMENTS - PHASE I
Project Description: This project includes the design, right-of-way acquisition, utility relocation, and construction activities to portions of
the French Valley Parkway and Interstate 15 over -crossing and interchange. The project will add a new southbound off -ramp from
Interstate 15 to French Valley Parkway, construct the northern half of French Valley Parkway from the off -ramp to Jefferson Avenue,
widen the existing southbound off -ramp from Interstate 15 to Winchester, and construct a new auxiliary lane between French Valley
Parkway and the Winchester Road southbound off -ramp. Other features include permanent and temporary retaining walls, erosion
control and irrigation, and a new traffic signal and roadway improvements at the intersection of French Valley Parkway and Jefferson
Avenue. The project requires oversight by Caltrans and coordination with the City of Murrieta.
Benefit / Core Value: This project improves traffic circulation by providing another southbound off -ramp from Interstate 15 and adds a
lane to the Interstate 15 southbound off -ramp to Winchester. In addition, this project satisfies the City's Core Value of Transportation
Mobility and Connectivity.
Project Status: Construction completed February 2015. Additional minor improvements will be made for project close out.
Department: Public Works - Account No. 210.165.719
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18
Budget Appropriation Projected Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
Administration
$ 1,057,684
$ 175,000
$ 1,232,684
Acquisition
$ 6,147,418
$ 26,783
$ 195,000
$ 6,174,201
Construction
$ 15,654,804
$ 480,104
$ 16,134,908
Construction
$ 2,869,351
$ 2,869,351
Engineering
$ 3,375,411
$ 119,978
$ 20,000
$ 3,515,389
Design/Environmental
$ 1,949,058
$ 12,701
$ 1,961,759
Utilities
$ 846
$ 846
Totals
$ 28,185,221
$ 639,566
$ 195,000
$ -
$ -
$ -
$ -
$ 29,019,787
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18
Budget Appropriation Projected Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
General Fund
Contributions
$ 369,821
$ 195,000
$ 564,821
DIF (Street Improvements)
$ 444,203
$ 444,203
Measure A (Local Street
and Road)
$ 2,869,351
$ 2,869,351
TUMF (CETAP/RCTC)")
$ 19,360,434
$ 639,566
$ 20,000,000
TUMF(RCTc)2
$ 3,379,407
$ 3,379,407
TUMF (wRcoG)(3)
$ 660,523
$ 660,523
TUMF (wRcoG)(4)
$ 1,101,482
$ 1,101,482
Total Funding:
$ 28,185,221
$ 639,566
$ 195,000
$ -
$ -
$ -
$ -
$ 29,019,787
F
uture Operation & Maintenance
Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
(1) TUMF (CETAP/RCTC) - Funding is pursuant to the RCTC Agreement No. 11-72-0036-00 in the amount of $20 000,000 to date ($4,700,000 -ROW; $15,300,000-
Construction).
15,300,000-
Construction).
(2) TUMF (RCTC) - Regional funding is pursuant to the RCTC Agreement No. 06-72-048-00 for a total of $7,517,000 ($5,517,000 -ROW and $2,000,000-PS&E). Phase 1
is $1,682,000 -ROW and $203,784-PS&E - See also Phase 11.
(3) TUMF (WRCOG) - Zone funding is pursuant to WRCOG Agreement No. 05 -SW -TEM -1064 for a total of $4,078,000 ($108,724-PA&ED; $3,969,296-PS&E) - See also
Phase 11.
(4) TUMF (WRCOG) - Zone funding is pursuant to WRCOG Agreement No. 06 -SW -TEM -1079 for a total of $11,575,000 ($975,752-PA&ED; $8,925,000-PS&E;
$1,674,248 -ROW) - See also Phase 11.
45
FRENCH VALLEY PARKWAY / INTERSTATE -15 OVER -CROSSING AND
INTERCHANGE IMPROVEMENTS - PHASE II
Circulation Project Location
Aerial Data - March 2010
0 800 1,600
Feet
3,200
46
2016-17
Capital Improvement Program
Fiscal Years 2016-20
FRENCH VALLEY PARKWAY / INTERSTATE -15 OVER -CROSSING AND
INTERCHANGE IMPROVEMENTS - PHASE II
Project Description: This project includes the design and construction of a bridge over -crossing over Interstatel5 from Jefferson Avenue to Ynez
Road, including curb and gutters, pavement, sidewalks, and new traffic signals.
Benefit / Core Value: This project will address and improve traffic circulation in the City's northern area by providing a full service interchange
from Interstatel5 with on and off ramps in both directions. In addition, this project satisfies the City's Core Value of Transportation Mobility and
Connectivity.
Project Status: Formal environmental and engineering reports will be prepared to study the division of Phase II into sub -phases. The sub -phases
(Phase 2A and 2B) will be designed and constructed independently based on funding availability.
Department: Public Works - Account No. 210.165.726
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17
Budget Appropriation Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected and
Future Years` Total Project Cost
Administration
$ 1,751,981
$ 62,900
$ 164,000
$ 144,000
$ 144,000
$ 144,000
$ 1,008,000
$ 3,418,881
Acquisition
$ 9,393,251
$ 1,894,189
$ 709,800
$ 712,500
$ 7,298,381
$ 144,000
$ 2,600,000
$ 22,608,121
Caltrans Oversight
$ 1,005,840
$ 21,100,000
$ 21,100,000
Construction
$ 75,360
$ 142,700,000
$ 142,700,000
Engineering
$ 2,900,000
$ 2,900,000
Design/Environmental
$ 13,577,070
$ 2,158,848
$ 3,300,000
$ 3,960,000
$ 22,995,918
Utilities
$ 918
$ 2,700
$ 3,618
1
Totals
$ 24,723,220
$ 4,115,937
$ 876,500
$ 856,500
$ 10,742,381
$ 144,000
$ 174,268,000
$ 215,726,538
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17
Budget Appropriation Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project Cost
General Fund
Contributions
$ 1,593,455
$ 164,000
$ 144,000
$ 144,000
$ 144,000
$ 144,000
$ 2,333,455
CFD (Harveston)
$ 1,005,840
$ 1,005,840
DIF (Street Improvements)
$ 75,360
$ 75,360
Federal Highway
Administration
$ 8,000
$ 8,000
Measure A (Local Streets
and Roads)
$ 1,627,914
$ 1,627,914
Reimbursements/
Other (Land Donation)
$ 6,000,000
$ 6,000,000
SAFETEA-LU
$ 1,600,000
$ 1,600,000
STIP Augmentation
$ 31,545,000
$ 31,545,000
STIP')
$ 10,000,000
$ 10,000,000
TUMF (RCTC)«'
$ 4,137,593
$ 4,137,593
TUMF (WRCOG)'3'
$ 10,240,046
$ 233,472
$ 10,473,518
TUMF (WRCOG)"'
$ 35,012
$ 3,382,465
$ 3,417,477
TUMF (WRCOG)(5)
$ 500,000
$ 712,500
$ 712,500
$ 1,925,000
TUMF (WRCOG)'6
$ 8,998,381
$ 2,980,619
$ 11,979,000
TUMF (WRCOG)°'
$ 43,480,000
$ 43,480,000
Unspecifiedm
$ 86,118,381 $ 86,118,381
Total Funding:
$ 24,723,220
$ 4,115,937
$ 876,500
$ 856,500
$ 10,742,381
$ 144,000
$ 174,268,000 $ 215,726,538
Future Operation &
Maintenance Costs:
2015-16
2017-18
2018-19
2019-20
1 $ 15,000 1
(1) State Transportation Improvement Program -2014 RCTC Call for projects as approved by the Commission on November 13, 2013($10,000,000).
(2) TUMF (RCTC) - Regional funding is pursuant to RCTC Agreement No. 06-72-048-00 for a total of $7,517,000 ($5,517,000 -ROW; $2,000,000-PS&E) - See Phase I.
(3) TUMF (WRCOG) - TUMF Zone funding is pursuant to WRCOG Agreement No. 06 -SW -TEM -1079 for a total of $11,575,000 ($975,752-PA&ED; $8,925,000-PS&E; $1,674,248-
(4) TUMF (WRCOG) - TUMF Zone funding is pursuant to WRCOG Agreement No. 05 -SW -TEM -1064 for $4,078,000 ($108,724 PA&ED;3,969,296 PS&E) See also Phase I.
(5) TUMF (WRCOG) - TUMF Zone Funding programmed in SW Zone TIP for $2,250,000 -ROW.
(6) TUMF (WRCOG) - TUMF Zone Funding is eligible for construction of Winchester Interchange pursuant to 2009 Nexus.
(7) TUMF (WRCOG) - TUMF Zone Funding is eligible for construction of French Valley Interchange pursuant to 2009 Nexus.
(8) Project cannot be constructed until a funding source is identified.
NOTE: Measure A -Highway Program - Project ranked 4th with $45,000,000 requested. Currently no funding is available from this Program.
*The implementation for this project extends beyond FY 2019-20. The "Project Cost" and "Source of Funds" shown under this FY reflect costs and funding for this FY as well as future
years."
47
ILLUMINATED STREET NAME SIGN REPLACEMENT PROGRAM -CITYWIDE
Circulation Project Location
Ofr
�� of T E ME�,Gr9
0
0
1989
oA
oNs # T
48
$ 615,000
$ 615,000
Total Project
Cost
a LI
• o Heart of Southern CeSdo.rma
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
ILLUMINATED STREET NAME SIGN REPLACEMENT PROGRAM - CITYWIDE
Circulation Project
Project Description: This project includes the conversion of existing Internally Illuminated Street Name Signs (IISNS) from
fluorescent tubes to an energy efficient Light Emitting Diode (LED) tube, and conversion and replacement of deficient IISNS
frames and panels. In most cases, the existing frame and sign panels will be re -used.
Benefit / Core Value: This project provides a reduction in energy consumption and costs, and supports the long-term
maintenance and rehabilitation of City assets and infrastructure. In addition, this project satisfies the City's Core Value of
Transportation Mobility and Connectivity and a Sustainable City.
Project Status: This project is estimated to be completed by end of FY 2019-20 when funding becomes available.
Department: Public Works - Account No. 210.165.
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected Cost
Administration
$ 5,000
$ 5,000
$ 5,000
$ 15,000
Fixtures/Furn/Equip
$200,000
$200,000
$ 200,000
$ 600,000
Totals
$ -
$ -
$ -
$ -
$205,000
$205,000
$205,000
$ 615,000
Source of Funds: Prior Years
Actual
Expenditures
Unspecified*
Total Funding:
FYE 2015
Carryover
Budget
$
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
$ 205,000
$ 205,000
2018-19
Projected
$ 205,000
$ 205,000
2019-20
Projected
$ 205,000
$ 205,000
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
*Project cannot be constructed until a funding source is identified.
49
INTERSTATE -15 / HIGHWAY 79 SOUTH ULTIMATE INTERCHANGE
Circulation Project Location
Aerial Data - March 2010
Feet
0 262.5 525 1,050
50
i
C"7";:.:67".6
ca.t 01 Scv]Iw ., Calif
Wane Cokontry
Capital Improvement Program
Fiscal Years 2016-20
INTERSTATE -15 / STATE ROUTE 79 SOUTH ULTIMATE INTERCHANGE
Circulation Project
Project Description: This project includes right-of-way acquisition, design, and construction of a ramp system that will improve access
to Interstatel5 from Temecula Parkway/State Route 79 South. The interchange will accommodate traffic generated by future
development of the City's General Plan land use as well as regional traffic volume increases forecasted for the year 2037. This project
is crucial, as the projected traffic volume increases currently exceed the capacity of the existing interchange improvements constructed
by the Riverside County Transportation Department.
Benefit / Core Value: This project will improve circulation, freeway access, and level of service at the Interstate 15 and Temecula
Parkway / State Route 79 South intersection. In addition, this project satisfies the City's Core Value of Transportation Mobility and
Connectivity.
Project Status: The plans, specifications, and estimates package are currently being prepared for review by California Department of
Transportation (Caltrans). Acquisition was completed during FY 2013-14. Construction is scheduled to start during FY 2015-16.
Department: Public Works - Account No. 210.165.662
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected Cost
Administration
Acquisition
$ 589,258
$ 13,032,131
$ 50,274
$ 187,010
$ 216,000
$ 162,000
$ 108,000
$ 1,125,532
$ 13,219,141
Construction
$ 104,088
$ 13,759,244
$ 7,826,825
$ 3,759,467
$ 2,506,311
$ 27,955,935
Construction
$ 10,018,141
$ 1,245,342
$ 2,966,503
$ 162,000
$ 62,837
$ 14,454,823
Engineering
$ 1,750,000
$ 1,750,000
$ 3,500,000
Design
$ 3,837,457
$ 255,058
$ 4,092,515
MSHCP
$ 753,000
$ 7,158,741
$ 5,817,359
$ 753,000
Totals
$ 17,562,934
$ 1,245,342
$ 15,725,244
$ 9,738,825
$ 3,867,467
$ 2,506,311
$ -
$ 50,646,123
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected Cost
CFD (Crowne Hill)
Reimbursement/
Other (Morgan Hill)
$ 502,211
$ 1,190,582
$ 502,211
$ 1,190,582
SAFETEA-LU
$ 1,600,000
$ 1,600,000
Senate Bill 621
$ 10,018,141
$ 1,245,342
$ 2,966,503
$ 162,000
$ 62,837
$ 14,454,823
STP (Surface
Transportation
Program -RCTs) ")
$ 7,158,741
$ 5,817,359
$ 12,976,100
TUMF (RCTC/CETAP)'2
$ 4,452,000
$ 4,452,000
TUMF (RCTC/Region?)
$ 1,400,000
$ 4,000,000
$ 5,400,000
TUMF (WRCOG)'4'
$ 3,759,466
$ 3,804,630
$ 2,506,311
$ 10,070,407
Total Funding:
$ 17,562,934
$ 1,245,342
$ 15,725,244
$ 9,738,825
$ 3,867,467
$ 2,506,311
$ 50,646,123
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19 2019-20
I$
6,242 1 $ 6,367 1 $ 6,4941
(1) Surface Transportation Program(STP) per RCTC call for Projects as approved by the Commission on January 8, 2014($12,976,100.)
(2) TUMF (RCTC/Region) - Funding is pursuant to RCTC Agreement No. 06-72-506 ($4,452,000)
(3) TUMF (RCTC/CETAP) - Funding is pursuant to RCTC Agreement No. 11-72-041-00 ($5,400,000;$1,400,000 ROW;$4,000,000 CON).
(4)TUMF WRCOG 2014 Southwest Zone 5 -Year Transportation Improvement Program (TIP) adopted on January 6, 2014 ($10,157,154).
51
MEDIANS AND PARKWAYS—CITYWIDE
Circulation Project Location
52
o r+oa,t of Southern Ca1ifo..nea
Wino Country
Capital Improvement Program
Fiscal Years 2016-20
MEDIANS AND PARKWAYS - CITYWIDE
Circulation Project
Project Description: Pursuant to Conditions of Approval, this project completes the missing portions of the raised landscaped
median island on: (a) Rancho California Road between Moraga Road to Lyndie Lane, (b) Ynez Road from Tierra Vista Road to
Rancho California Road and (c) Ynez Road from Date Street to the City boundary,
Benefit / Core Value: This project improves traffic circulation by eliminating potential conflicts between left turn movements and
through traffic on circulation element streets with a classification of major arterial or higher. In addition, this project satisfies the
City's Core Values of A Safe and Prepared Community and Transportation Mobility and Connectivity.
Project Status: This project will reimburse developers for eligible improvements upon project completion.
Department: Public Works - Account No. 210.165.622
Level: III
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
Construction
Totals
$ 134,589
$ 143,000
$ 88,000
$ 20,000
$ 134,589
$ 143,000
$ 88,000
$ 20,000
$ 385,589
$ 385,589
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected Cost
DIF (Street
Improvements)
$ 134,589
$ 143,000
$ 88,000
$ 20,000
$ 385,589
Total Funding:
$ 134,589
$ 143,000
$ -
$ 88,000
$ 20,000
$ -
$ -
$ 385,589
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 1,400
$ 1,428
$ 1,457
$ 1,486
53
MURRIETA CREEK BRIDGE AND OVERLAND DRIVE EXTENSION
TO DIAZ ROAD
Circulation Project Location
Aerial Data - March 2010
0 137.5 275
Feet
550
54
1111-176
Hoar t of Sout,horn Cal.forMa
Wino County
Capital Improvement Program
Fiscal Years 2016-20
MURRIETA CREEK BRIDGE AND OVERLAND DRIVE EXTENSION TO DIAZ ROAD
Circulation Project
Project Description: This project includes the design and construction of a new bridge crossing over Murrieta Creek between Rancho
California Road and Winchester Road. This project also includes environmental studies, mitigation, acquisition of right-of-way, new road
improvements between Murrieta Creek and Commerce Center Drive, and installation of new traffic signals at Overland Drive intersections
with Diaz Road, Enterprise Circle West, and Commerce Center Drive.
Benefit / Core Value: This project improves traffic circulation and access to Overland Drive freeway over -crossing. In addition, this
project satisfies the City's Core Value of Transportation Mobility and Connectivity.
Project Status: The design of the project was completed in 2010. It will need to be updated. The City is working on the right-of-way
acquisition and the environmental document. The City is seeking federal Highway Bridge Replacement and Rehabilitation Program
(HBRRP) funds to construct the bridge portion of the project. The project received preliminary approval of the HBRRP funds provided
that the design, environmental and right of way acquisition is completed.
Department: Public Works - Account No. 210.165.602
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17
Budget Appropriation Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected
Cost
Administration
$ 375,040
$ 249,415
$ 576,170
$ 1,200,625
Acquisition
$ 4,595,037
$ 790,918
$ 5,385,955
Construction
$ 59,596
$ 1,538,455
$ 9,084,100
$ 10,682,151
Construction
$ 59,060
$ 59,060
Engineering
$ 1,000
$ 64,582
$ 407,182
$ 472,764
Design/Environmental
$ 680,570
$ 143,491
$ -
$ -
$ 210,000
$ -
$ -
$ 1,034,061
MSHCP
$ 56,665
$ 454,205
$ 510,870
Utilities
$ 14,991
$ 57
$ 15,048
Totals
$ 5,726,234
$ 2,843,583
$ -
$ -
$ 10,731,657
$ -
$ -
$ 19,301,474
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17
Budget Appropriation Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected
Cost
General Fund
Contributions
$ 235,422
$ 235,422
DIF (Street Improvements)
$ 5,431,752
$ 2,843,583
$ 2,059,462
$ 10,334,797
Reimbursement/Other
$ 59,060
$ 59,060
Unspecified*
$ 8,672,195
$ 8,672,195
Total Funding:
$ 5,726,234
$ 2,843,583
$ -
$ -
$ 10,731,657
$ -
$ -
$ 19,301,474
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
1
1
1
$ 1,061 1 $ 1,082 1
`Project cannot be constructed until a funding source is identified.
55
the Heart o! Sov:hcrn Ca7do•nra
W.no Country
Capital Improvement Program
Fiscal Years 2016-20
PAVEMENT REHABILITATION PROGRAM - CITYWIDE
Circulation Project
Street Location
Old Town Front Street
(Temecula Parkway to First Street)
Temecula Parkway
(1-15 to Pechanga Parkway)
Margarita Road - Phase I
(Rancho California Road to Pauba Road)
Pavement Management System Update
(Citywide)
Anticipated Year of
Construction/Estimated
Project Cost
2015-16
$520,000
2015-16
$550,000
2015-16
$2,000,000
2015-16
$100,000
$3,170,000
Funding Source
General Fund Contributions
Measure A
General Fund Contributions
Measure A
General Fund Contributions
Measure A
General Fund Contributions
Measure A
Overland Drive
(Commerce Center Drive to Jefferson Avenue)
Margarita Road- Phase II
(Pauba Road to Temecula Parkway)
To Be Determined
2016-17
$450,000
2016-17
$2,000,000
2016-17
$1,000,000
$3,450,000
General Fund Contributions
Measure A
General Fund Contributions
Measure A
General Fund Contributions
Measure A
To Be Determined
2017-18
2018-19
2019-20
General Fund Contributions
Measure A
56
O1 T E j
00
5Q
0
6
-16
1989
TIQ'S + NEW ago
57
••
•
PAVEMENT REHABILITATION PROGRAM -CITYWIDE
Circulation Project Location
58
ICA
avxt of Southam California
Wine country
Capital Improvement Program
Fiscal Years 2016-20
PAVEMENT REHABILITATION PROGRAM - CITYWIDE
Circulation Project
Project Description: This project includes the environmental processing, design, construction of pavement rehabilitation, and
reconstruction of major streets as recommended in the Pavement Management System.
Benefit / Core Value: This project improves pavement conditions so that the transportation needs of the public, business industry, and
government can be met. In addition, this project satisfies the City's Core Value of Transportation Mobility and Connectivity.
Project Status: A priority list of rehabilitation projects has been developed. Installations are completed on an ongoing basis.
Department: Public Works - Account No. 210.165.655
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
Administration
$ 1,473,958
$ 200,000
$ 270,000
$ 160,000
$ 160,000
$ 160,000
$ 160,000
$ 2,583,958
Construction
$ 10,947,919
$ 5,822,639
$ 507,639
$ 652,257
$ 989,600
$ 1,103,525
$ 1,224,384
$ 21,247,963
Construction
$ 10,507,727
$ 2,030,213
$ 977,639
$ 942,257
$ 1,049,600
$ 1,163,525
$ 1,284,384
$ 17,955,345
Engineering
$ 125,632
$ 229,127
$ 50,000
$ 150,000
$ 150,000
$ 150,000
$ 150,000
$ 1,004,759
Design
$ 624,563
$ 97,625
$ 150,000
$ 230,000
$ 1,102,188
Totals
$ 13,172,072
$ 6,349,391
$ 977,639
$ 1,192,257
$ 1,299,600
$ 1,413,525
$ 1,534,384
$ 25,938,868
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
General Fund
Contributions
$ 2,664,345
$ 4,319,178
$ 250,000
$ 250,000
$ 250,000
$ 250,000
$ 7,983,523
Measure A
$ 10,507,727
$ 2,030,213
$ 977,639
$ 942,257
$ 1,049,600
$ 1,163,525
$ 1,284,384
$ 17,955,345
Total Funding:
$ 13,172,072
$ 6,349,391
$ 977,639
$ 1,192,257
$ 1,299,600
$ 1,413,525
$ 1,534,384
$ 25,938,868
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
General Fund Contributions include 1.5 million for Pavement Management Program Approved at Midyear on 2/24/2015.
59
PAVEMENT REHABILITION PROGRAM - WINCHESTER ROAD
Circulation Project Location
Aerial Data - March 2010
0 200 400
Feet
800
OU
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
PAVEMENT REHABILITATION PROGRAM - WINCHESTER ROAD
Circulation Project
Project Description: This project includes the environmental processing, design, construction of pavement rehabilitation, and
reconstruction of Winchester Road, from Jefferson Avenue to Ynez Road, as recommended in the Pavement Management
System.
Benefit / Core Value: This project improves pavement conditions so that the transportation needs of the public, business
industry, and government can be met. In addition, this project satisfies the City's Core Value of Transportation Mobility and
Connectivity.
Project Status: Construction is estimated to be complete in FY 2015-16.
Department: Public Works - Account No. 210.165.650
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 23
$ 153,952
$ 153,975
Construction
$ 1,276,000
$ 1,276,000
Construction
$ 646,190
$ 646,190
Engineering
$ 23
$ 50,000
$ -
$ -
$ -
$ -
$ 50,000
Design
$ 50,000
$ 50,000
Totals
$ 23
$ 1,529,952
$ -
$ -
$ -
$ -
$ -
$ 1,529,975
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Measure A
$ 23
$ 883,762
$ 883,785
STP (Surface
Transportation Program)
$ 646,190
$ 646,190
Total Funding:
$ 23
$ 1,529,952
$ -
$ -
$ -
$ -
$ 1,529,975
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
61
TRAFFIC SIGNAL CONDUCTOR ENHANCEMENT PROGRAM — CITYWIDE
Circulation Project Location
62
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
TRAFFIC SIGNAL CONDUCTOR ENHANCEMENT PROGRAM - CITYWIDE
Circulation Project
Project Description: This project includes the enhancement and upgrade of existing traffic conductors including conduit,
service conductors, coax cable, and detector to comply with current standards and enhance defective conductors.
Benefit / Core Value: This project enhances traffic safety and supports the long-term maintenance and rehabilitation of City
assets and infrastructure. In addition, this project satisfies the City's Core Values of Healthy and Livable City, A safe and
Prepared Community, and Transportation Mobility and Connectivity.
Project Status: A priority list of rehabilitation projects has been developed. Enhancements will be completed on an ongoing
basis when funding becomes available.
Department: Public Works - Account No. 210.165.
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 5,000
$ 5,000
$ 5,000
$ 15,000
Fixtures/Furn/Equip
$200,000
$200,000
$ 200,000
$ 600,000
Totals
$ -
$ -
$ -
$ -
$ 205,000
$ 205,000
$205,000
$ 615,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Unspecified*
Total Funding:
$ 205,000
$ 205,000
$ 205,000
$ 205,000
$ 205,000
$ 205,000
Total Project
Cost
$ 615,000
$ 615,000
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
$ 1,000
$ 1,020
$ 1,040
*Project cannot be constructed until a funding source is identified.
NEW PROJECT
63
TRAFFIC SIGNAL EQUIPMENT ENHANCEMENT PROGRAM — CITYWIDE
Circulation Project Location
Ofr
�� of T EIVite
oNs # w
64
1111 he Hoeft of Southern Ca''
Wine Coa •
Capital Improvement Program
Fiscal Years 2016-20
TRAFFIC SIGNAL EQUIPMENT ENHANCEMENT PROGRAM - CITYWIDE
Circulation Project
Project Description: This project includes the enhancement and upgrade of existing traffic signal equipment, including battery
back-up systems, LED traffic signal indications, traffic signal controller cabinets, service cabinets, safety street lighting,
illuminated street name signs, traffic signal controllers, signal communication equipment, and closed circuit television (CCTV)
camera equipment.
Benefit / Core Value: This project enhances traffic safety and supports the long-term enhancements and rehabilitation of City
assets and infrastructure. In addition, this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and
Prepared Community, and Transportation Mobility and Connectivity.
Project Status: A priority list of projects has been developed. Enhancements will be completed on an ongoing basis when
funding becomes available.
Department: Public Works - Account No. 210.165.680
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 187,682
$ 15,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 40,000
Fixtures/Furn/Equip
$ 187,682
$ 112,318
$ 200,000
$ 97,783
$ 75,000
$ 75,000
$ 75,000
$ 822,783
Totals
$ 187,682
$ 127,318
$ 205,000
$ 102,783
$ 80,000
$ 80,000
$ 80,000
$ 862,783
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
DIF (Traffic Signals)
$ 187,682
$ 127,318
$ 205,000
$102,783
$ 622,783
Unspecified*
$ 80,000
$ 80,000
$ 80,000
$ 240,000
Total Funding:
$ 187,682
$ 127,318
$ 205,000
$ 102,783
$ 80,000
$ 80,000
$ 80,000
$ 862,783
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
$ 1,0001$ 1,0201$ 1,0401$ 1,061 1 $ 1,0821
*Project cannot be constructed until a funding source is identified.
65
j�
1
>Pi
The Hart d Southern Cabran.
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
TRAFFIC SIGNAL INSTALLATION - CITYWIDE
Circulation Project
Signal Location Complete Year Funding Source
Winchester Road at Roripaugh Road Signal Mod. $ 75,000 2014-15 DIF(Traffic)
Meadows Parkway at Pauba Road* $ 242,500 2015-16 DIF(Traffic)
Vail Ranch Parkway at Tehachapi Pass $ 295,000 2017-18 Unspecified
De Portola Road at Campanula Way (East)* $ 260,000 2017-18 Unspecified
Meadows Parkway at Leena Way* $ 242,000 2017-18 Unspecified
Rancho Califonia Road at Temecula Ridge* $ 280,000 2017-18 Unspecified
Rancho California Road at Tee Drive $ 295,000 2018-19 Unspecified
Rancho California Road at Promenade Chardonnay $ 295,000 2018-19 Unspecified
Meadows Parkway at Campanula Way (West)* $ 260,000 2019-20 Unspecified
Butterfield Stage Road at Rancho Vista Road $ 295,000 2019-20 Unspecified
Rancho Vista Road at Avenida de la Reina $ 270,000 2020-21 Unspecified
Ynez Road at Rancho Way $ 280,000 2021-22 Unspecified
$ 3,089,500
*DIF Traffic Developer Reimbursement
Fiscal Year 2014-15 $ 75,000
Fiscal Year 2015-16 $ 242,500
Fiscal Year 2017-18 $ 1,077,000
Fiscal Year 2018-19 $ 590,000
Fiscal Year 2019-20 $ 555,000
Fiscal Year 2020-21 $ 270,000
Fiscal Year 2021-22 $ 280,000
TOTAL: $ 3,089,500
66
Tho Hart of Southorn Calolornie
Wne Country
Capital Improvement Program
Fiscal Years 2016-20
TRAFFIC SIGNAL INSTALLATION - CITYWIDE
Circulation Project
Project Description: This project includes the design, construction, installation and modification of traffic signals at various locations
throughout the City including: Rancho California Road; Ynez Road; Butterfield Stage Road; Meadows Parkway; Winchester Road;
and Redhawk Community. The project also include reimbursement for developer installed traffic signals.
Benefit / Core Value: This project improves traffic safety and circulation throughout the City. In addition, this project satisfies the
City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Transportation Mobility and Connectivity.
Project Status: A priority list of traffic signals has been developed. The traffic signals scheduled for installation will be designed and
constructed in the scheduled fiscal year. Reimbursements for developer installed traffic signals will be made as Development
Impact Fee (DIF) traffic become available.
Department: Public Works - Account No. 210.165.682
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
Construction
Totals
$ 75,000
$ 242,500
$ 1,077,000
$ 590,000
$ 1,105,000
$ 75,000
$ 242,500
$ 1,077,000
$ 590,000
$ 1,105,000
$ 3,089,500
$ 3,089,500
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
DIF (Traffic Signals)
$ 75,000
$ 242,500
$ 317,500
Unspecified*
$ 1,077,000
$590,000
$ 1,105,000
$ 2,772,000
Total Funding:
$ -
$ 75,000
$ 242,500
$ -
$ 1,077,000
$590,000
$ 1,105,000
$ 3,089,500
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 4,000 I $ 8,000 1 $ 4,000 1 $ 8,000
*Project cannot be constructed until a funding source is identified.
67
TRAFFIC SIGNAL INTERCONNECT EQUIPMENT INSTALLATION
Circulation Project Location
SPICP
Mood
Aerial Data - March 2010
Feet
0 500 1,000 2,000
L'�
68
1111 he Hoeft of Southern Ca''
Wine Coa •
Capital Improvement Program
Fiscal Years 2016-20
TRAFFIC SIGNAL INTERCONNECT EQUIPMENT INSTALLATION
Circulation Project
Project Description: This project consists of installing conduit and fiber optic cable to interconnect traffic signals and closed
circuit television (CCTV) communication on various roadways to complete missing links and develop a redundant network.
Benefit / Core Value: This project improves circulation by connecting several existing and future signals to the existing traffic
operations center to allow for remote monitoring and trouble shooting. In addition, this project satisfies the City's Core Values of
a Healthy and Livable City, A Safe and Prepared Community, and Transportation Mobility and Connectivity.
Project Status: The first phase of installation of traffic signal interconnect equipment has been completed. Additional funding
is required to complete this project.
Department: Public Works - Account No. 210.165.712
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 43,695
$ 10,000
$ 10,000
$ 63,695
Construction
$ 228,714
$ 375,000
$ 200,000
$ 803,714
Design
$ 272,409
$ -
$ -
$ -
$ 15,000
$ -
$ 15,000
$ 30,000
Totals
$ 272,409
$ -
$ -
$ -
$ 400,000
$ -
$225,000
$ 897,409
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Traffic Signals)
$ 272,409
$ 272,409
Unspecified*
$400,000
$225,000
$ 625,000
Total Funding:
$ 272,409
$ -
$ -
$ -
$400,000
$ -
$225,000
$ 897,409
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
$ 2,000
$ 1,000
*Project cannot be constructed until a funding source is identified.
69
WESTERN BYPASS BRIDGE OVER MURRIETA CREEK
Circulation Project Location
Aerial Data - March 2010
Feet
0 125 250 500
70
- q Hoart of SoutMrn C.Irian..
W.no Country
Capital Improvement Program
Fiscal Years 2016-20
WESTERN BYPASS BRIDGE OVER MURRIETA CREEK
Circulation Project
Project Description: This project includes construction of a new bridge over Murrieta Creek at the future Western Bypass corridor and
Temecula Parkway and will extend the existing Pujol Street. It also includes constructing the new bridge and approach roadways, curb
and gutters, sidewalks, storm drain facilities, and completing all environmental studies and mitigation. The completed project will tie the
southern leg of the future Western Bypass corridor and will meet the U.S. Army Corps of Engineers (USACE) Murrieta Creek
Improvement Project needs.
Benefit / Core Value: This project improves traffic safety and circulation. In addition, this project satisfies the City's Core Value of
Transportation Mobility and Connectivity.
Project Status: The design is complete. Construction is contingent upon the developer's participation and the appropriation of the
required additional funds.
Department: Public Works - Account No. 210.165.660
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18
Budget Appropriation Projected Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
Administration
Acquisition
$ 219,972
$ 51,980
$ 3,187
$ 8,950
$ 25,000
$ 259,200
$ 20,000
$ 482,359
$ 105,930
Construction
$ 236,487
$ 45,993
$ 6,664,832
$ 1,905,750
$ 8,570,582
Construction
$ 709,576
$ 33,775
$ 735,649
$ 1,479,000
Engineering
$ 13,500
$ 25,000
$ 257,117
$ 257,117
Design/Environmental
$ 687,611
$ 67,631
$ 195,000
$ 950,242
Totals
$ 959,563
$ 79,768
$ 25,000
$ -
$ 7,396,149
$ 1,905,750
$ -
$ 10,366,230
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17
Budget Appropriation Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
General Fund
Contributions
$ 236,487
$ 45,993
$ 282,480
TUMF (WRCOG)(1)
$ 709,576
$ 33,775
$ 735,649
$ 1,479,000
TUMF (wRcoG)(2)
$ 13,500
$ 25,000
$ 271,500
$ 310,000
TUMF (WRCOG)(3)
$ 6,389,000
$ 6,389,000
Unspecified(4)
$ 1,905,750
$ 1,905,750
Total Funding:
$ 959,563
$ 79,768
$ 25,000
$ -
$ 7,396,149
$ 1,905,750
$ -
$ 10,366,230
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
1 $ 10,404 1 $ 10,8121 $ 10,8241
(1) TUMF Zone funding is pursuant to WRCOG Agreement 05 -SW -TEM -1063 for $1,479,000 ($431,140) PA&ED; $1,047,860 PS&E)
(2) TUMF Zone funding is pursuant to WRCOG Agreement 05 -SW -TEM for $310,000 ROW
(3) TUMF Zone funding is eligible for construction per 2009 Nexus.
(4) Project cannot be constructed until a funding source is identified
71
Has Heart
...Because N'ce Matters
72
T ho nc.rt
Capital Improvement Program
Fiscal Years 2016-20
INFRASTRUCTURE / OTHER PROJECTS
TABLE OF CONTENTS
INFRASTRUCTURE / OTHER PROJECTS
Bike Lane and Trail Program 75
City Facilities Rehabilitation 77
City Hall Exterior LED Lighting/"Light It Up" 79
Citywide Drainage Master Plan 81
Citywide Sidewalks 83
Citywide Storm Drain Improvements 85
Citywide Surveillance Cameras 87
Consolidate and Update Evaluation of Disabled Access
To City Facilities and Programs 89
Developer Reimbursements 91
Emergency Operations Center Improvements 93
Fire Station 73 Living Quarters Upgrade 95
Fire Station95 Roripaugh Ranch Site - Phase II 97
Library Parking - Phase II 99
Medians and Ornamental Pedestrian Barriers - Citywide 101
Murrieta Creek Improvements 103
Old Town Boardwalk Enhancement 105
Old Town Sidewalks Improvement Project 107
Open Space Acquisition Program 109
Pechanga Parkway Environmental Mitigation 111
Santa Gertrudis Creek Pedestrian / Bicycle Trail Extension
and Interconnect 113
Teen Center 115
Temecula Park and Ride 117
Theater LED Lighting 119
Theater Remediation 121
YMCA Repair and Remediation 123
Fiscal Years 2016-20 Capital Improvement Program
73
BIKE LANE AND TRAIL PROGRAM
Infrastructure / Other Project Location
BCity of Temecula
Old Town to Wine Country Trail
= Lake Skinner Trail
= Temecula Loop
Existing Trails (Off Road)
Proposed Trails (Off Road)
Bike Lane (Class II)
- Striped on both sides
Bike Lane (Class II)
- Striped on one side;
black side not striped
7a Bike Lane (Class II) Proposed
Aerial Data - March 2010
0 0.5
2
Miles
74
1 ho Heart of Souther n CaGfo.nta
Woe Country
Capital Improvement Program
Fiscal Years 2016-20
BIKE LANE AND TRAIL PROGRAM
Infrastructure / Other Project
Project Description: The Multi -Use Trails and Bikeways Master Plan was completed at the end of FY 2014-15. The Master plan
includes new and potential trail and bikeway segment information sheets that detail constraints, solutions, surface types and widths,
and estimated construction costs. Additional funding for this program will be dedicated to the construction of the multi -use trails and
bikeways, as recommended by the consultant and prioritized by the City Council and residents.
Benefit / Core Value: This project provides alternative modes of transportation and increasing connectivity and accessibility to Old
Town, Wine Country, and the City's many schools, parks, trails, and open space areas. In addition, this project satisfies the City's
Core Values of A Sustainable City and Transportation Mobility & Connectivity.
Project Status: Phase I of the Multi -Use Trails and Bikeways Master Plan was completed in FY 2013-14 and Phase II of the Master
Plan was completed in FY 2014-15. Over 14 miles of bike lanes were striped in FY 2014-15. The Master Plan includes a list of
capital improvements throughout the City. Improvements will be made on an ongoing basis as funding becomes available.
Department: Planning / Public Works / Temecula Community Services - Account No. 210.165.703 Level:
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17
Appropriation Projected
2017-18 2018-19
Projected Projected
2019-20
Projected
Total Project
Cost
Administration
$ 20,000
$ 65,880
$ 85,880
Construction
$ 2,366
$ 330,490
$ 67,273
$ 175,244
$ 307,483
$ 150,000
$ 2,500,000
$ 3,532,856
Construction
$ 333,517
$ 87,311
$ 2,465,890
$ 2,886,718
Engineering
$ 59,416
$ 440,584
$ 67,273
$ 175,244
$ 10,500
$ 150,000
$ 2,500,000
$ 10,500
Design
$ 57,050
$ 90,094
$ 40,000
$ 187,144
Totals
$ 59,416
$ 440,584
$ 67,273
$ 175,244
$ 423,863
$ 150,000
$ 2,500,000
$ 3,816,380
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17
Appropriation Projected
2017-18 2018-19
Projected Projected
2019-20
Projected
Total Project
Cost
DIF (Open Space and
Trails)
$ 59,416
$ 440,584
$ 67,273
$175,244
$ 90,346
$ 62,689
$ 34,110
$ 929,662
Unspecified*
$ 333,517
$ 87,311
$ 2,465,890
$ 2,886,718
Total Funding:
$ 59,416
$ 440,584
$ 67,273
$ 175,244
$ 423,863
$ 150,000
$ 2,500,000
$ 3,816,380
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
*Project cannot be constructed until a funding source is identified.
75
CITY FACILITIES REHABILITATION
Infrastructure / Other Project Location
hof TEI%jE
1989
Ns NEW
76
2016-17
2018-19
iho Hoart of Southorn California
wne Country
Capital Improvement Program
Fiscal Years 2016-20
CITY FACILITIES REHABILITATION
Infrastructure / Other Project
Project Description: This project facilitates rehabilitation projects at City owned and operated facilities such as the Mary
Phillips Senior Center, Community Recreation Center, Temecula Elementary School pool and locker room, Civic Center, Field
Operations Center, Maintenance Facility, TVE2, Escallier House & Barn, Harveston Center, Mercantile Building, Old Town
Parking Garage, Old Town Sixth Street Parking Lot, S.A.F.E., Temecula Children's Museum, Temecula Community Center,
Temecula Public Library, Temecula Valley Museum and the Chapel of Memories. The rehabilitation projects could include, but
are not limited to, parking lot rehabilitation and light replacements, heating ventilation and air conditioner (HVAC) upgrades, roof
repairs, carpet and flooring replacement, cabinet re-facing/replacement, concrete repairs, replacement of fencing and repair of
swimming pools.
Benefit / Core Value: This project
facility components. In addition, this
Community.
Project Status: A priority list of
ongoing basis.
minimizes emergency repair costs, prolongs the service life of facilities, and upgrades aging
project satisfies the City's Core Values of Healthy and Livable City and A Safe and Prepared
rehabilitation projects has been developed. Rehabilitation projects are completed on an
Department: Public Works - Account No. 210.165.701
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 89,784
$ 25,000
$ 25,000
$ 25,000
$ 25,000
$ 25,000
$ 214,784
Construction
$ 910,479
$ 216,179
$ 200,000
$200,000
$200,000
$200,000
$200,000
$ 2,126,658
Design
$ 31,626
$ 1,932
$ 25,000
$ 25,000
$ 25,000
$ 25,000
$ 25,000
$ 158,558
Totals
$ 1,031,889
$ 218,111
$ 250,000
$250,000
$250,000
$250,000
$250,000
$ 2,500,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 1,000,000
$ 250,000
$ 250,000
$250,000
$250,000
$250,000
$ 2,250,000
DIF (Corporate Facilities)
$ 31,889
$ 218,111
$ 250,000
Total Funding:
$ 1,031,889
$ 218,111
$ 250,000
$ 250,000
$250,000
$ 250,000
$250,000
$ 2,500,000
Future Operation &
Maintenance Costs
*Project cannot be constructed until a funding source is identified.
2015-16
77
2017-18
2019-20
CITY HALL EXTERIOR LED LIGHTING / "LIGHT IT UP"
Infrastructure / Other Project Location
of
TEM&Ec
"
01 -!� '� , °k 1, t
0 44
1989 ,. .
0
NEW
78
Heart of Southern Califoth.
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
CITY HALL EXTERIOR LED LIGHTING/ "LIGHT IT UP"
Infrastructure / Other Project
Project Description: This project will install exterior LED lighting at City Hall for the City's "Light It Up" events.
Benefit / Core Value: Purchasing the equipment would not only avoid the cost of renting, but would also provide the City more
flexibility to respond to future "Light It Up" requests. In addition, this project satisfies the City's Core Value of a Healthy and Livable
City, Economic Prosperity, A Safe and Prepared Community and Accountable and Responsive City Government.
Project Status: This project is estimated to be complete by September 30, 2015.
Department: Temecula Community Services - Account No. 210.165.764 Level:
Project Cost:
Prior Years
Actual
Expenditures
Fixtures/Furn/Equip
Totals
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
$ 67,482
67,482
2016-17
Projected
2017-18
Projected
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18
Projected
Public Art Fund
$ 67,482
Total Funding:
$ 67,482
2018-19
Projected
2019-20
Projected
2018-19
Projected
Total Project
Cost
$ 67,482
$ 67,482
2019-20 Total Project
Projected Cost
$ 67,482
$ 67,482
Future Operation &
2015-16 2016-17 2017-18 2018-19 2019-20
I I
*New Project
79
CITYWIDE DRAINAGE MASTER PLAN
Infrastructure / Other Project Location
hof TEI%jE
1989 <ie..*
Ns • NEW
80
$ 500,000
$ 500,000
FYE 2015
Carryover
Budget
2018-19
Projected
Total Project
Cost
2018-19
2016-17
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
CITYWIDE DRAINAGE MASTER PLAN
Infrastructure / Other Project
Project Description: Prepare a report that shows all drainage courses within the City and existing drainage improvements that
have been constructed to control storm runoff. In addition, the study will include a master hydrology study and a hydraulic study
for the City showing the anticipated storm flows at build -out.
Benefit / Core Value: The Master Drainage Plan will provide the City with sufficient up-to-date and accurate information to
systematically plan and manage its drainage systems and provide higher-level of flood protection to its residents, communities,
properties, and infrastructure investments. In addition, this project satisfies the City's Core Values of A Safe and Prepared
Community and A Sustainable City.
Project Status: This project is estimated to start when funding becomes available.
Department: Public Works - Account No. 210.165
Level: I
Project Cost:
Administration
Design
Totals
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
$ 100,000
$ 400,000
$ 500,000
$ 100,000
$ 400,000
$ 500,000
Source of Funds: Prior Years
Actual
Expenditures
Unspecified*
Total Funding:
Future Operation &
Maintenance Costs
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
$ 500,000
$ 500,000
2015-16
*Project cannot be constructed until a funding source is identified.
81
2017-18
2019-20
Projected
2019-20
CITYWIDE SIDEWALKS
Infrastructure / Other Project Location
hof TEI%jE
1989
•NEW
82
2018-19
2016-17
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
CITYWIDE SIDEWALKS
Project Description: This project will include the construction of sidewalks at various throughout the City.
Benefit / Core Value: This project will provide walking surfaces for pedestrians. In addition, this project satisfies the City's Core
Value of Transportation Mobility and Connectivity and A Sustainable City.
Project Status: A study to identify areas with missing sidewalks and prioritize them is being finalized. Based on the study and
the available resources sidewalks will be constructed in the selected areas.
Department: Public Works - Account No. 210.165.708
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 23,172
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 98,172
Construction
$ 82,737
$ 30,674
$ 90,000
$ 90,000
$ 90,000
$ 90,000
$ 90,000
$ 480,674
Construction
$ 82,737
$ 42,263
$ 125,000
$125,000
$ 125,000
$ 125,000
$ 125,000
$ 750,000
Engineering
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 30,000
Design
$ 59,565
$ 6,589
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 141,154
Totals
$ 82,737
$ 42,263
$ 125,000
$ 125,000
$ 125,000
$ 125,000
$125,000
$ 750,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 82,737
$ 42,263
$ 125,000
$125,000
$125,000
$125,000
$125,000
$ 750,000
Total Funding:
$ 82,737
$ 42,263
$ 125,000
$125,000
$ 125,000
$ 125,000
$ 125,000
$ 750,000
Future Operation &
Maintenance Costs
2015-16
83
2017-18
2019-20
CITYWIDE STORM DRAIN IMPROVEMENTS
Infrastructure / Other Project Location
1989 <ie..*
lb4/,,, e
Ns • NEW
84
I he Hurt of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
CITYWIDE STORM DRAIN IMPROVEMENTS
Infrastructure / Other Project
Project Description: This project includes the design and construction of storm drain improvements on several streets that
flood during storm events, as well as replacing the existing cross gutter at Old Town Front Street, north of Temecula Parkway.
The storm drain improvements on Old Town Front Street will be constructed in conjunction with the Pavement Rehabilitation
project.
Benefit / Core Value: This project improves safety and circulation while maintaining the integrity of the streets during
inclement weather. In addition, this project satisfies the City's Core Values of A Safe and Prepared Community and
Transportation Mobility and Connectivity.
Project Status: The storm drain improvements on Old Town Front Street will be constructed during FY 2015-16.
Department: Public Works - Account No. 210.165.715
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 168,622
$ 26,238
$ 25,000
$ 219,860
Acquisition
$ 30,000
$ 30,000
$ 60,000
Construction
$ 456,269
$ 156,927
$ 613,196
Construction
Engineering
$ 9,030
$ 21,704
$ 30,734
Design
$ 42,261
$ 581
$ 42,842
MSHCP
$ 4,368
$ 19,132
$ 23,500
Totals
$ 680,550
$ 254,582
$ 55,000
$ -
$ -
$ -
$ -
$ 990,132
Source of Funds:
Prior Years FYE 2015 2015-16
Actual Carryover Adopted
Expenditures Budget Appropriation
General Fund
Contributions
Total Funding:
$ 680,550
$ 680,550
$ 254,582
$ 254,582
$ 55,000
$ 55,000
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
$ 990,132
$ 990,132
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
85
CITYWIDE SURVEILLANCE CAMERAS
Infrastructure / Other Project Location
1989
Ns NEW
86
no Heart of Southern Cahfor me
Nina Country
Capital Improvement Program
Fiscal Years 2016-20
CITYWIDE SURVEILLANCE CAMERAS
Infrastructure / Other Project
Project Description: The Citywide Camera Surveillance system will be utilized by the City to support public safety, traffic
management, and asset protection activities in service to its citizens. The City's goal for the system is to standardize and integrate
existing and new video management systems to provide video technology to improve overall safety and security to the residents of the
city.
Benefit / Core Value: To protect property and life. This project provides Police the ability to perform virtual patrols, maximizing staff
efficiency and resources. In addition, this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared
Community and A Sustainable City.
Project Status: This project is estimated to be complete by the end of FY 2017-18.
Department: Information Technology - Account No. 210.165.711
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Construction*
Design**
Totals
$ 251,000
$ 363,000
$ 190,000
$ 383,500
$ 614,000
$ 190,000
$ 383,500
Total Project
Cost
$ 824,500
$ 363,000
$ 1,187,500
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
DIF (Corporate Facilities)
DIF (Police Facilities)
Total Funding:
$ 170,376
$ 443,624
$ 27,910
$ 162,090
2018-19
Projected
$ 327,765
$ 55,735
2019-20
Projected
$ 614,000
$ 190,000
$ 383,500
Total Project
Cost
$ 526,051
$ 661,449
$ 1,187,500
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 50,000 1 $ 60,000 1 $ 70,000 1 $ 80,000 1
*Construction includes camera purchase and installation to facilities:
FY 2015 (Phase One Deployment)
Patricia Birdsall Sports Park ($60,690)
Temecula Library ($19,300)
Temecula Parking Structure ($16,550)
Community Recreation Center ($44,130)
Children's Museum ($22,065)
Civic Center ($33,100)
Traffic Cameras ($33,100)
Field Operations Center ($22,065)
** Design includes master plan and network & video management system core
87
CONSOLIDATE AND UPDATE EVALUATION OF DISABLED ACCESS
TO CITY FACILITIES AND PROGRAMS
Infrastructure / Other Project Location
Ofr
�� of T E ME�,Gr9
two
0
1989
oA
oNs # T
88
tl
'Uwrn 1'
o Heart of So.Cat,forna
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
CONSOLIDATE AND UPDATE EVALUATION OF DISABLED ACCESS
TO CITY FACILITIES, PROGRAMS AND PUBLIC RIGHT OF WAY
Infrastructure / Other Project
Project Description: Project will consolidate various site and program specific assessments of barriers preventing disabled access to
City Facilities and Programs; project will identify public facilities and programs not previously analyzed, allow for public input in the
development of a formal transition plan to prioritize removal of identified barriers over a reasonable period of time within a fiscally
constrained framework. In addition, the project will also provides a study to determine the scope and costs associated with an American
with Disabilities(ADA) Transition Plan for public rights of way.
Benefit / Core Value: This project identifies barriers that preclude persons with any form of disability from accessing City facilities and
programs. The project will develop a formal transition plan to remove such barriers over time allowing greater access to City facilities
and programs. In additions, this project will determine all required ADA compliance work for all public right of way facilities. This project
furthers the City's Core Values of A Safe and Prepared Community, Accountable and Responsive City Government, as well as
Transportation Mobility and Connectivity.
Project Status: Project commenced in FY 2014-15 and will become an ongoing program.
Department: Public Works / Building Safety - Account No. 210.165.713
Level: 1
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16 111
Adopted 2016-17
Appropriation Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
Administration
$ 10,000
$ 25,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 55,000
Construction
$ 45,000
$ 45,000
$ 45,000
$ 45,000
$ 45,000
$ 225,000
Design
$ 90,000
$ 180,000
$ 270,000
Totals
$ -
$ 100,000
$ 250,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 550,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
General Fund
Contributions
Total Funding:
$ 100,000
$ 250,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 100,000
$ 250,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 550,000
$ 550,000
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
*Project cannot be constructed until a funding source is identified.
89
DEVELOPER REIMBURSEMENTS
Infrastructure / Other Project Location
1989
Ns NEW
90
$ 1,574,200
$ 1,574,200
2016-17
Projected
Total Project
Cost
2018-19
2016-17
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
DEVELOPER REIMBURSEMENTS
Infrastructure / Other Project
Project Description: The City has entered into agreements for two projects that involve the reimbursement of development
fees. The first project, Roripaugh Ranch "Panhandle", will consist of approximately 500 residential units. Construction began in
FY 2013-14. The City will reimburse development fees pursuant to the Sixth Operating Memorandum of the Recorded
Development Agreement with the Roripaugh Ranch panhandle developers. The second project, a 50,000 square foot Mercedes
Benz Dealership, began construction in April 2013, and opened in Spring 2014. The City has reimbursed fees for Mercedes-
Benz pursuant to the Fee Reimbursement Agreement with Jones/Blumenthal Temecula Real Property LLC.
Benefit / Core Value: The first project, Roripaugh Ranch "Panhandle", satisfies the City's Core Value of a Healthy and Livable
City. The second project, Mercedes Benz Dealership, will develop new and expanded commercial and business facilities, while
expanding the City's tax base through increased property values and consumer spending. This project satisfies the City's Core
Value of Economic Prosperity.
Project Status: The reimbursement for Mercedes-Benz was completed in FY 2013-14. The reimbursement for Roripaugh
Ranch is estimated to be paid by FY 2015-16.
Department: Planning - Account No. 210.165.763
Project Cost:
Prior Years
Actual
Expenditures
Administration
Totals
$ 7,036
$ 7,036
FYE 2015
Carryover
Budget
$ 1,230,041
$ 1,230,041
2015-16
Adopted
Appropriation
$ 337,123
$ 337,123
2017-18
Projected
2018-19
Projected
Level: II
2019-20
Projected
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Corporate Facilities)
$ 6,031
$ 6,031
DIF (Fire)
$ 1,005
$ 1,005
DIF(Parks&Recreation)
$ 1,230,041
$ 337,123
$ 1,567,164
Total Funding:
$ 7,036
$ 1,230,041
$ 337,123
$ -
$ -
$ -
$ -
$ 1,574,200
Future Operation &
Maintenance Costs:
2015-16
91
2017-18
2019-20
EMERGENCY OPERATIONS CENTER IMPROVEMENTS
Infrastructure / Other Project Location
rn
1989
oA
92
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
EMERGENCY OPERATIONS CENTER IMPROVEMENTS
Infrastructure / Other Project
Project Description: This project provides communication infrastructure (radio, antenna, cable, power) to the City's Emergency
Operations Center (EOC). Located at the Civic Center, the EOC provides a centralized location where public safety, emergency
response, and support agencies coordinate planning, preparedness, and response activities in the event of a large scale
emergency, thus ensuring the continuity of City operations.
Benefit / Core Value: This project provides the City's Emergency Operations Center with communication capabilities in the
event of a large scale emergency. In addition, this project satisfies the City's Core Value of A Safe and Prepared Community.
Project Status: This project is estimated to complete by the end of FY 2015-16.
Department: City Manager - Account No. 210.165.765
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Construction
$ 5,000
$ 24,000
$ 14,000
$ 5,000
Fixtures/Furn/Equip
$ 28,000
$ 48,000
$ 28,000
$ 104,000
Installation
$ -
$ -
$ 8,000
$ 48,000
$ 28,000
$ -
$ -
$ 8,000
Totals
$ -
$ -
$ 41,000
$ 48,000
$ 28,000
$ -
$ -
$ 117,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Corporate Facilities)
$ 37,000
$ 24,000
$ 14,000
$ 75,000
EMPG (Grant)
$ 4,000
$ 24,000
$ 14,000
$ 42,000
Total Funding:
$ -
$ -
$ 41,000
$ 48,000
$ 28,000
$ -
$ -
$ 117,000
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 500
$ 510
93
FIRE STATION 73 LIVING QUARTERS UPGRADE
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 100 200
Feet
400
94
C7"."----.11-elf;f4
Capital Improvement Program
Fiscal Years 2016-20
FIRE STATION 73 LIVING QUARTERS UPGRADE
Infrastructure / Other Project
Project Description: This project increases living, sleeping, and bathroom space to properly accommodate the number of staff
working and living at the facility. This project will be phased as to not interrupt functionality of the current station. The Furniture,
Fixtures and Equipment (FF&E) includes station furnishings, camera system infrastructure, access control, Public Wi-Fi and other
identified Information Technology needs.
Benefit / Core Value: This project provides a health and safety benefit for the large number of personnel assigned to Fire Station
73. In addition, this project satisfies the City's Core Value of A Safe and Prepared Community.
Project Status: The design and construction for this project will be completed in FY 2015-16. An advance of $817,400 from the
General Fund is required to complete this project. The General Fund will be repaid from Development Impact Fees (DIF) Fire as
funding becomes available.
Department: Fire - Account No. 210.165.757
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected Cost
Administration
$ 96,433
$ 123,567
$ 220,000
Construction
$ 1,400,000
$ 1,400,000
Construction
Engineering
$ 47,550
$ 47,550
Design
$ 2,450
$ 44,692
$ 22,500
$ 47,142
Fixtures/Furn/Equip
$ 105,308
$ 17,000
$ 22,500
$ 144,808
Totals
$ 204,191
$ 1,632,809
$ 22,500
$ -
$ -
$ -
$ -
$ 1,859,500
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19 2019-20 Total Project
Projected Projected Cost
Advanced from
General Fund
$ 817,400
$ 817,400
General Fund
Contributions
$ 200,000
$ 200,000
DIF (Fire)
$ 204,191
$ 613,409
$ 22,500
$ 840,100
DIF (Police Facilities)
$ 2,000
$ 2,000
Total Funding:
$ 204,191
$ 1,632,809
$ 22,500
$ -
$ -
$ -
$ -
$ 1,859,500
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
95
FIRE STATION 95 RORIPAUGH RANCH SITE - PHASE II
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 100 200
Feet
400
96
L
Heart of Southern Cahfornia
Wane Country
Capital Improvement Program
Fiscal Years 2016-20
FIRE STATION 95 RORIPAUGH RANCH SITE - PHASE II
Infrastructure / Other Project
Project Description: The acquisition, design and construction of the fire station at the intersection of Butterfield Stage Road and Calle
Chapos is complete.
Benefit / Core Value: The second phase of this project will provide the necessary equipment needed in order for the Fire Station to fully
operational. In addition, this project satisfies the City's Core Value of A Safe and Prepared Community.
Project Status: The construction for this project is complete.
Department: Fire Services - Account No. 210.165.753
Project Cost:
Fixtures/Furn/Equip
Totals
Prior Years
Actual
Expenditures
$ 38,663
$ 38,663
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
$ 11,337
$ 11,337 $ -
2016-17
Projected
Level: II
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Cost
$ 25,000
$ 75,000
25,000
75,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
DIF (Fire)
Total Funding:
$ 38,663
$ 11,337
$ 25,000
$ 38,663
$ 11,337
$ 25,000
Total Project
Cost
$ 75,000
$ 75,000
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
97
LIBRARY PARKING PHASE II
Infrastructure / Other Projects Location
Aerial Data - March 2010
Feet
0 100 200 400
98
(ho
vt of Southam Califon .•
Wino Coonn
Capital Improvement Program
Fiscal Years 2016-20
LIBRARY PARKING - PHASE II
Infrastructure / Other Project
Project Description: This project includes the study, design, and construction of alternatives to provide additional parking for the
Temecula Library. Phase II covers the design and construction of an expansion of the current on-site parking facility. The Furniture,
Fixtures and Equipment (FF&E) covers camera system infrastructure, access control, Public Wi-Fi and other identified Information
Technology needs.
Benefit / Core Value: This project provides additional parking for library patrons, meetings, and special programs. In addition, this
project satisfies the City's Core Value of a Healthy and Livable City.
Project Status: Phase I I Design started in FY 2013-14 and construction of the expansion started in FY 2015-16.
Department: Public Works / Temecula Community Services - Account No. 210.190.153
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected
Cost
Administration
$ 182,409
$ 108,383
$ 46,617
$ 337,409
Construction
$ 230,160
$ 929,840
$ 825,040
$ 1,985,040
Construction
$ 490,033
$ 1,218,339
$ 976,449
$ 2,684,821
Engineering
$ 4,208
$ 80,792
$ 85,000
Design/Environmental
$ 110,884
$ 44,324
$ 89,792
$ -
$ -
$ -
$ -
$ 245,000
Fixtures/Furn/Equip
$ 60,000
$ 60,000
MSHCP
$ 45,000
$ 15,000
$ 60,000
Totals
$ 527,661
$ 1,268,339
$ 976,449
$ -
$ -
$ -
$ -
$ 2,772,449
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected Cost
General Fund
Contributions
$ 37,628
$ 37,628
DIF (Library)
$ 490,033
$ 1,218,339
$ 976,449
$ 2,684,821
DIF (Police Facilities)
$ 50,000
$ 50,000
Total Funding:
$ 527,661
$ 1,268,339
$ 976,449
$ -
$ -
$ -
$ -
$ 2,772,449
Future Operation & Maintenance
Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
99
MEDIANS AND ORNAMENTAL PEDESTRIAN BARRIERS - CITYWIDE
Infrastructure / Other Projects Location
Aerial Data - March 2010
Feet
2,500 5,000 10,000
100
I ha Heart al Southern Cahfornw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
MEDIANS AND ORNAMENTAL PEDESTRIAN BARRIERS - CITYWIDE
Infrastructure / Other Project
Project Description: This project includes the preliminary study, design and construction of a raised concrete median (with
stamped concrete), and ornamental pedestrian barriers to provide neighborhood traffic calming and a safe crossing at locations
with heavy pedestrian traffic including Deer Hollow Way, Seraphina Road, Nighthawk Pass, Roripaugh Road and other
locations within the City.
Benefit / Core Value: This project provides a safe crossing for pedestrians at various locations within the City. In addition,
this project satisfies the City's Core Values of A Safe and Prepared Community, A Sustainable City, and Transportation Mobility
and Connectivity.
Project Status: This project is currently in the traffic study phase and will be constructed in future years when funding is
available.
Department: Public Works - Account No. 210.165.704
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 10,000
$ 21,400
$ 31,400
$ 62,800
Construction
$ 29,900
$ 10,100
$342,100
$475,800
$ 817,900
Construction
$ 393,500
$ 547,200
$ 940,700
Engineering
$ 29,900
$ 10,100
$ -
$ -
$ 10,000
$ 15,000
$ -
$ 25,000
Design
$ 29,900
$ 100
$ 20,000
$ 25,000
$ 75,000
Totals
$ 29,900
$ 10,100
$ -
$ -
$ 393,500
$ 547,200
$ -
$ 980,700
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Street
Improvements)
$ 29,900
$ 10,100
$ 40,000
Unspecified*
$ 393,500
$ 547,200
$ 940,700
Total Funding:
$ 29,900
$ 10,100
$ -
$ -
$393,500
$547,200
$ -
$ 980,700
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
*Project cannot be constructed until a funding source is identified.
101
MURRIETA CREEK IMPROVEMENTS
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 612.5 1,225
Feet
2,450
102
2016-17
2018-19
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
MURRIETA CREEK IMPROVEMENTS
Infrastructure / Other Project
Project Description: This project includes the design and construction of the proposed United States Army Corps of Engineers
and Riverside County Flood Control improvements to the Murrieta Creek within the City limits.
Benefit / Core Value: This project helps prevent flooding of Old Town Temecula. In addition, this project satisfies the City's
Core Values of A Safe and Prepared Community and A Sustainable City.
Project Status: The City is working with Riverside County to form a Joint Powers Authority to further the implementation of this
project. Construction of Phase II, Rancho California Road to just south of First Street bridge, is scheduled to start Fall 2015.
Department: Public Works - Account No. 210.165.735
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
Administration
Design
Totals
$ 7,412
$ 125,000
$ 58,200
$ 58,200
$ 150,000
$ 132,412
$ 58,200
$ 58,200
$ 150,000
$ 273,812
$ 125,000
$ 398,812
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 132,412
$ 132,412
Reimbursements
(Sale of Property)
$ 58,200
$ 58,200
$ 116,400
Unspecified*
$ -
$ 150,000
$ 150,000
Total Funding:
$ 132,412
$ -
$ 58,200
$ 58,200
$ 150,000
$ -
$ -
$ 398,812
Future Operation &
Maintenance Costs:
2015-16
`Project cannot be constructed until a funding source is identified.
103
2017-18
2019-20
OLD TOWN BOARDWALK ENHANCEMENT
Infrastructure / Other Project Location
Aerial Data - March 2010
0 120 240
Feet
480
104
$ 1,430,000
$ 1,430,000
Total Project
Cost
2018-19
2016-17
he Howl of Southorn Cahfor nw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
OLD TOWN BOARDWALK ENHANCEMENT
Infrastructure / Other Project
Project Description: This project will establish programs that will remove boardwalk plank boards and replace them with
colored concrete sidewalks(San diego Buff colors) tamped with wood grain finish similar to waht was installed with the new Main
Street bridge.
Benefit / Core Value: This projects promotes a sustainable walkable surface that will require little maintenance. It will also
promote a "walkable" community by connecting the City. In addition, this project satisfies the City's Core Values of a Healthy
and Livable City and Transportation Mobility and Connectivity.
Project Status: This project is to be implemented when funding becomes available.
Department: Public Works
Project Cost:
Prior Years
Actual
Expenditures
Construction
Totals
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
$ 300,000
$ 300,000
Level: II
2018-19
Projected
$ 150,000
$ 150,000
2019-20
Projected
$ 980,000
$980,000
Source of Funds:
Unspecified*
Total Funding:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Cost
$ 300,000
$ 150,000
$ 980,000
$ 1,430,000
$ 300,000
$ 150,000
$ 980,000
$ 1,430,000
Future Operation &
Maintenance Costs
2015-16
*Project cannot be constructed until a funding source is identified.
105
2017-18
2019-20
OLD TOWN SIDEWALKS IMPROVEMENT PROJECT
Infrastructure / Other Project Locations
Aerial Data - March 2012
Feet
0 107.5 215 430
-1
IUb
Howl of Southorn Cahfor nw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
OLD TOWN SIDEWALKS IMPROVEMENT PROJECT
Infrastructure / Other Project
Project Description: This project includes adding new sidewalks on (1) east side of Old Town Front Street from Moreno
(Penfold) to Moreno (Post Office), and (2) south side of Fifth Street from Mercedes Street to the start full width improvements
east of Old Town Front Street.
Benefit / Core Value: This project will provide walking surfaces for pedestrians. In addition, this project satisfies the City's Core
Values of Transportation Mobility and Connectivity.
Project Status: This is a new project.
Department: Public Works - Account No. 210.165.766
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 119,000
$ 119,000
Construction
construction
$ 186,000
$ 186,000
Engineering
$ 15,000
$ 15,000
Design
$ 40,000
$ 40,000
Totals
$ -
$ -
$ 360,000
$ -
$ -
$ -
$ -
$ 360,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
CDBG
Total Funding:
$ 360,000
$ 360,000
Total Project
Cost
$ 360,000
$ 360,000
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
NEW Project
107
OPEN SPACE ACQUISITION PROGRAM
Infrastructure / Other Project Location
1989
Ns NEW
108
2016-17
2018-19
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
OPEN SPACE ACQUISITION PROGRAM
Infrastructure / Other Project
Project Description: This project provides matching funds for the acquisition of selected parcels west of the City within the
escarpment area.
Benefit / Core Value: This project maintains the natural esthetic of the escarpment. In addition, this project satisfies the City's
Core Values of A Sustainable City, and Accountable and Responsive City Government.
Project Status: For protection of open space, the City will consider acquiring parcels on the market as they become available.
Department: Planning - Account No. 210.165.509
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Acquisition
Totals
$ 265,021
$ 200,000
$ 265,021
$ 200,000
Total Project
Cost
$ 465,021
$ 465,021
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
DIF (Open Space
and Trails)
$ 265,021
$ 265,021
Unspecified*
$200,000
$ 200,000
Total Funding:
$ 265,021
$ -
$ -
$ -
$200,000
$ -
$ -
$ 465,021
Future Operation &
Maintenance Costs
2015-16
*Project cannot be constructed until a funding source is identified.
109
2017-18
2019-20
PECHANGA PARKWAY ENVIRONMENTAL MITIGATION
Infrastructure / Other Projects Location
11/
c , 0
11.0''
' • . L. I ----1, :-.1' r .",,,14, .,1,>.4.,
^
-7^-i • ; 1
gr
4
..."" 4:-:' :4• ..:k
1
Aerial Data - March 2010
0 295 590
Feet
1,180
110
tEi7�h,�t
-e Meant of Southern crl,ro.nw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
PECHANGA PARKWAY ENVIRONMENTAL MITIGATION
Infrastructure / Other Project
Project Description: This project includes the design, construction, and implementation of an environmental mitigation site
required for the Pechanga Parkway Project, including acquisition and planting of the mitigation site in Temecula Creek. In
addition, this project provides water to plant material and monitoring the mitigation site for five years.
Benefit / Core Value: This project increases environmental mitigation areas. In addition, this project satisfies the City's Core
Value of A Sustainable City.
Project Status: The design and construction of new wetlands was completed during FY 2014-15. Upon the approval of the
resource agencies, the maintenance of the created area is estimated to be completed by end of FY 2018-19.
Department: Public Works - Account No. 210.165.516
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected Cost
Administration
Acquisition
$ 224,477
$ 20,442
$ 28,000
$ 5,000
$ 2,000
$ 2,000
$ 2,000
$ 258,477
$ 25,442
Construction
$ 114,944
$ 68,628
$ 183,572
Construction
Engineering
$ 1,710
$ 8,290
$ 10,000
Design/Environmental
$ 152,956
$ 119,407
$ 189,318
$ 26,000
$ 26,000
$ 26,000
$ 539,681
Totals
$ 514,529
$ 196,325
$ 222,318
$ 28,000
$ 28,000
$ 28,000
$ -
$ 1,017,172
Source of Funds:
Prior Years
Actual
Expenditures
CFD (Wolf Creek)
Total Funding:
$ 514,529
$ 514,529
FYE 2015
Carryover
Budget
$ 196,325
$ 196,325
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20
Appropriation Projected Projected Projected Projected
$ 222,318
$ 28,000
$ 28,000
$ 28,000
$ 222,318
$ 28,000
$ 28,000
$ 28,000
Total Project
Cost
$ 1,017,172
$ 1,017,172
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
111
SANTA GERTRUDIS CREEK PEDESTRIAN/BICYCLE TRAIL EXTENSION
AND INTERCONNECT
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 400 800
Fe et
1,600
112
2018-19
2016-17
Tho Roam of Soutiwrn Catdorn,a
Nino Country
Capital Improvement Program
Fiscal Years 2016-20
SANTA GERTRUDIS CREEK PEDESTRIAN / BICYCLE TRAIL
EXTENSION AND INTERCONNECT
Infrastructure / Other Project
Project Description: This project includes planning and preliminary engineering for the extension and interconnect of the existing
Santa Gertrudis Creek Pedestrian/Bicycle Trail from Ynez Road to the Murrieta Creek Multi -Purpose Trail. The extension and
interconnect will provide access and under -crossings at Ynez Road, Interstate 15 and Jefferson Avenue, and a continuous paved trail
along the Santa Gertrudis Creek to interconnect with the Murrieta Creek Multi -Purpose Trail.
Benefit / Core Value: This project provides additional pedestrian and bicycle trails for the community. In addition, this project
satisfies the City's Core Value of Transportation Mobility and Connectivity.
Project Status: The project is currently in the design phase and will be constructed in future years when funding is available.
Department: Public Works - Account No. 210.165.739
Level: III
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
sin
2016-17 2017-18 2018-19
Projected Projected Projected
2019-20
Projected
Total Project
Cost
Administration
$ 129,780
$ 13,216
$ 353,000
$ 495,996
Construction
$ 3,200,000
$ 3,200,000
Construction
$ 223,311
$ 223,311
Engineering
$ 45,600
$ 45,600
Design
$ 271,922
$ 135,069
$ 406,991
Environmental
$ 60,800
$ 60,800
MSHCP
$ 40,788
$ 148,285
$ 152,000
$ 152,000
Totals
$ 401,702
$ 148,285
$ -
$ -
$ -
$ -
$ 3,811,400
$ 4,361,387
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
AB 2766
$ 58,683
$ 416,778
$ 475,461
BTA (Bicycle
Transportation Account)
$ 223,311
$ 223,311
General Fund
Contributions
$ 78,920
$ 78,920
DIF (Open Space and
Trails)
$ 40,788
$ 148,285
$ 189,073
Unspecified*
$ 3,394,622
$ 3,394,622
Total Funding:
$ 401,702
$ 148,285
$ -
$ -
$ -
$ -
$ 3,811,400
$ 4,361,387
Future Operation &
Maintenance Costs:
2015-16
*Project cannot be constructed until a funding source is identified.
113
2017-18
2019-20
TEEN CENTER
Infrastructure / Other Project Location
*0 eel
1989
440Ns NEW
114
FYE 2015
Carryover
Budget
$ 19,318
19,318
2018-19
2016-17
Heart of Southern CaItfom,a
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
TEEN CENTER
Infrastructure / Other Project
Project Description: This project consists of hiring a consultant to review the current teen center located at the Community
Recreation Center in Ronald Reagan Sports Park. The consultant will provide a plan for tenant improvements, as well as
amenities that will provide teen entertainment, social and education activities. All recommendations will include approximate costs.
Benefit / Core Value: This project will result in the plan to upgrade the current teen center in order to better serve the teen
population. In addition, this project satisfies the City's Core Value of a Healthy and Livable City.
Project Status: The consultant will complete the study and provide recommendations in FY 2015-16.
Department: Temecula Community Services - Account No. 210.190.122
Level: I
Project Cost:
Design
Totals
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18
Budget Appropriation Projected Projected
2018-19
Projected
2019-20
Projected
$ 10,682
$ 19,318
$ 10,682
$ 19,318
Total Project
Cost
$ 30,000
$ 30,000
Source of Funds:
Prior Years
Actual
Expenditures
DIF (Parks & Recreation) $ 10,682
Total Funding: 1 $ 10,682
Future Operation &
Maintenance Costs:
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20
Appropriation Projected Projected Projected Projected
2015-16
115
2017-18
Total Project
Cost
$ 30,000
$ 30,000
2019-20
TEMECULA PARK AND RIDE
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 150 300
Feet
600
116
he. Hear of Southern Cahiorn,a
Wrno Country
Capital Improvement Program
Fiscal Years 2016-20
TEMECULA PARK AND RIDE
Infrastructure / Other Project
Project Description: This project includes the acquisition of property, design, and construction of a Park and Ride facility in the
vicinity of Temecula Parkway and La Paz Street. The Furniture, Fixtures and Equipment (FF&E) covers camera system infrastructure,
access control, and other identified Information Technology needs.
Benefit / Core Value: This project enables and encourages Temecula residents to carpool when commuting. In addition, this project
satisfies the City's Core Value of A Sustainable City.
Project Status: The design and environmental document are being updated to accommodate City requests and the use of the
federal CMAQ funds. This project has been designated as a Transportation Control Measure (TCM) project pursuant to the Air Quality
Management Plan/State Implementation Plan (AQMP/SIP) to meet air quality conformity. The 2012 Regional Transportation Plan
(RTP) and the current 2011 Federal Transportation Improvement Program (FTIP) identifies the Temecula Park and Ride as a
committed (programmed in the first two years of the FTIP) TCM project. Once a TCM is committed for implementation in the first two
years of the FTIP, the committed TCM must be operational by the completion date in the prevailing FTIP or FTIP amendment. The
Temecula Park and Ride must be completed by December 31, 2015 in order to fulfill these requirements.
Department: Public Works - Account No. 210.165.747
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted
Budget Appropriation
2016-17
Projected
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Cost
Administration
$ 92,465
$ 186,415
$ 25,000
$ 303,880
Acquisition
$ 187,530
$ 187,530
Construction
$ 319,450
$ 1,578,000
$ 250,000
$ 1,828,000
Construction
$ 1,300,750
$ 1,300,750
Engineering
$ 64,000
$ 25,000
$ 89,000
Design/Environmental
$ 138,683
$ 37,000
$ 300,000
$ -
$ -
$ -
$ -
$ 175,683
Fixtures/Furn/Equip
$ 100,000
$ 100,000
MSHCP
$ 80,000
$ 80,000
Totals
$ 418,678
$ 2,045,415
$ 300,000
$ -
$ -
$ -
$ -
$ 2,764,093
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17
Projected
2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Cost
AB 2766
$ 99,228
$ 644,665
$ 120,322
$ 864,215
General Fund
Contributions
$ 319,450
$ 179,678
$ 499,128
*CMAQ
$ 1,300,750
$ 1,300,750
DIF (Police Facilities)
$ 100,000
$ 100,000
Total Funding:
$ 418,678
$ 2,045,415
$ 300,000
$ -
$ -
$ -
$ -
$ 2,764,093
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
*Congestion Mitigation and Air Quality (CMAQ) Funds approved by the RCTC on January 8, 2014.
117
THEATER LED LIGHTING
Infrastructure / Other Project Location
*0 eel
1989
4/0
•NEW
118
2016-17
2016-17
Projected
2017-18
Projected
2018-19
2018-19
Projected
2018-19
Projected
2019-20
Projected
Total Project
Cost
$ 30,600
$ 30,600
2019-20 Total Project
Projected Cost
$ 30,600
$ 30,600
the Heart of Southern Cahforn,a
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
THEATER LED LIGHTING
Infrastructure / Other Project
Project Description: This project would complete remainder of LED installation from 2013.
Benefit / Core Value:
1) Complete the Theater's transition to a "greener" lighting system wholly comprised of High Efficient and long lasting LED fixtures.
2) Continue to realize lower energy costs.
3) Improve the lighting equipment available to production companies utilizing the Theater.
Project Status: This project is estimated to be complete by September 30, 2015.
Department: Temecula Community Services - Account No. 210.165.767 Level:
Project Cost:
Prior Years FYE 2015
Actual Carryover
Expenditures Budget
Fixtures/Furn/Equip
2015-16
Adopted
Appropriation
$ 30,600
2016-17 2017-18
Projected Projected
Totals
30,600
Source of Funds:
Prior Years
Actual
Expenditures
DIF (Corporate Facilities)
Total Funding:
Future Operation &
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
$ 30,600
30,600
*New Project
2015-16
119
2017-18
2019-20
THEATER REMEDIATION
Infrastructure / Other Project Location
Aerial Data - March 2010
0 55 110
Feet
220
120
[/ Haatt of Southern CaI.forn,a
Wow Country
Capital Improvement Program
Fiscal Years 2016-20
THEATER REMEDIATION
Infrastructure / Other Project
Project Description: This project addresses design and construction deficiencies at the Old Town Community Theater primarily
related to problems with the exterior cedar siding, decks and exposed timber. The Furniture, Fixtures and Equipment (FF&E)
covers camera system infrastructure, access control, Public Wi-Fi and other identified Information Technology needs.
Benefit / Core Value: This project minimizes emergency repair costs, prolongs the service life, and corrects design and
construction defects at this facility. In addition, this project satisfies the City's Core Value of a Healthy Livable City, and A Safe
and Prepared Community.
Project Status: Construction started in March 2015.
Department: Public Works - Account No. 210.165.756
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17
Appropriation Projected
2017-18
Projected
2018-19
Projected
2019-20 Total Project
Projected Cost
Administration
$ 89,488
$ 105,471
$ 194,959
Construction
$ 289,585
$ 3,227,500
$ 3,227,500
Construction
$ 6,108
$ 48,892
$ 55,000
Engineering
$ 1,061
$ 73,940
$ -
$ -
$ -
$ -
$ -
$ 75,001
Design
$ 199,036
$ 88,562
$ 287,598
Fixtures/Furn/Equip
$ 6,108
$ 66,392
$ 72,500
Totals
$ 295,693
$ 3,561,865
$ -
$ -
$ -
$ -
$ -
$ 3,857,558
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 289,585
$ 3,512,973
$ 3,802,558
DIF (Police Facilities)
$ 6,108
$ 48,892
$ 55,000
Total Funding:
$ 295,693
$ 3,561,865
$ -
$ -
$ -
$ -
$ -
$ 3,857,558
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
Note: Settlement funds received in Fiscal Year Ending 2011 for this project ($2,879,175).
121
YMCA REPAIR AND REMEDIATION
Infrastructure / Other Projects Location
Aerial Data - March 2010
0 75 150
Feet
300
122
2015-16
Future Operation &
Maintenance Costs
he Howl of Southorn Cahfor nw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
YMCA REPAIR AND REMEDIATION
Infrastructure / Other Project
Project Description: This project will include the design and construction of the repair and remediation of the YMCA building
on Margarita Road, including the roof, exterior cladding (stucco walls, windows, and doors), shower and restrooms, swimming
pool, site drainage, and other miscellaneous repairs. The Furniture, Fixtures and Equipment (FF&E) covers camera system
infrastructure, access control, Public Wi-Fi and other identified Information Technology needs for this project, Special Needs
Playground and Senior Citizen Outdoor Fitness Lot Projects.
Benefit / Core Value: This project will remediate the building deficiencies and upgrade it to current building codes and
standards. In addition, this project satisfies the City's Core Value of a Healthy Livable City, and A Safe and Prepared
Community.
Project Status: Construction will start in FY 2015-16.
Department: Public Works - 210.165.759
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
Level: I
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 20,303
$ 133,486
$ 153,789
Construction
$ 161,047
$ 798,069
$ 798,069
Construction
$ 67,922
$ 443,207
$ 511,129
Engineering
$ 82,000
$ 82,000
Design
$ 208,666
$ 94,545
$ 303,211
Fixtures/Furn/Equip
$ 228,969
$ 111,500
$ -
$ -
$ -
$ -
$ -
$ 111,500
Totals
$ 228,969
$ 1,219,600
$ -
$ -
$ -
$ -
$ -
$ 1,448,569
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 161,047
$ 161,047
DIF (Corporate Facilities)
$ 67,922
$ 443,207
$ 511,129
DIF (Police Facilities)
$ 115,000
$ 115,000
DIF (Quimby)
$ 661,393
$ 661,393
Total Funding:
$ 228,969
$ 1,219,600
$ -
$ -
$ -
$ -
$ -
$ 1,448,569
2016-17 2017-18 2018-19 2019-20
$ 71,250 $ 95,000 $ 96,900 $ 98,838
123
Has Heart
...Because N'ce Matters
124
Capital Improvement Program
Fiscal Years 2016-20
PARKS & RECREATION PROJECTS
TABLE OF CONTENTON
PARKS and RECREATION PROJECTS
Pale No.
Children's Museum Enhancement Project 127
Flood Control Channel Reconstruction and Repair 129
Parks Improvement Program 131
Patricia H. Birdsall Sports Park Synthetic Turf Enhancement 133
Playground Equipment Enhancement and Safety Surfacing 135
Ronald Reagan Sports Park Channel Silt Removal and
Desiltation Pond 137
Sam Hicks Monument Park Playground Enhancement 139
Senior Citizen Outdoor Fitness Lot 141
Fiscal Years 2016-20 Capital Improvement Program
125
CHILDREN'S MUSEUM ENHANCEMENT PROJECT
Parks and Recreation Project Location
Aerial Data - March 2010
Feet
0 50 100 200
A
126
Mak
]
Howl of Southorn Cahfor nw
Wine Country
Capital Improvement Program
Fiscal Years 2016-20
CHILDREN'S MUSEUM ENHANCEMENT PROJECT
Parks and Recreation Project
Project Description: As exhibits and play experiences in the Children's Museum become outdated, this project allows for the re-
design and replacement of exhibit areas or refurbishment of existing exhibits. This process provides the museum visitor new
and updated play experiences.
Benefit / Core Value: This project enhances existing exhibit areas of the Children's Museum. In addition, this project satisfies
the City's Core Value of a Healthy and Livable City.
Project Status: This project is estimated to be completed by end of FY 2015-16.
Department: Temecula Community Services - Account No. 210.190.125
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 30,140
$ 10,000
$ 10,000
Construction
$ 30,140
$ 59,860
$ -
$ -
$ -
$ -
$ -
$ 90,000
Design
$ 14,000
$ 14,000
Totals
$ 30,140
$ 83,860
$ -
$ -
$ -
$ -
$ -
$ 114,000
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Parks & Recreation)
$ 30,140
$ 83,860
$ 114,000
Total Funding:
$ 30,140
$ 83,860
$ -
$ -
$ -
$ -
$ -
$ 114,000
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
127
FLOOD CONTROL CHANNEL RECONSTRUCTION AND REPAIR
Parks and Recreation Project Location
128
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
FLOOD CONTROL CHANNEL RECONSTRUCTION AND REPAIR
Parks and Recreation Project
Project Description: This project repairs and reinforces the earth and berms between specific park sites and flood control
channels, and fortifies the banks to prevent further erosion into the park sites. These park sites include Pala Community Park,
Margarita Community Park, Butterfield Stage Park, and Long Canyon Creek Park.
Benefit / Core Value: This project prevents further erosion into specific park sites. In addition, this project satisfies the City's
Core Value of a Healthy and Livable City.
Project Status: A priority list of projects has been developed. Repairs and reinforcements are completed on an ongoing basis.
A study of the affected Parks was completed in FY 2014-15. Design and construction of the recommended fixes will be
implemented based on available fund.
Department: Public Works / Temecula Community Services - Account No. 210.190.127
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 31,200
$ 38,800
$ 70,000
Construction
$ 45,531
$ 203,584
$ 250,000
$ 250,000
$ 250,000
$ 999,115
Construction
$ 138,534
$ 361,466
$ 250,000
$ -
$250,000
$ -
$250,000
$ 1,250,000
Engineering
$ 20,000
$ 20,000
Design
$ 61,803
$ 99,082
$ 160,885
Totals
$ 138,534
$ 361,466
$ 250,000
$ -
$250,000
$ -
$250,000
$ 1,250,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 138,534
$ 361,466
$ 250,000
$250,000
$250,000
$ 1,250,000
Total Funding:
$ 138,534
$ 361,466
$ 250,000
$ -
$250,000
$ -
$250,000
$ 1,250,000
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
*Project cannot be constructed until a funding source is identified.
129
PARKS IMPROVEMENT PROGRAM
Parks and Recreation Project Location
1989
Ns NEW
130
2018-19
2016-17
�,. Hvert vl Saut orn Calrfvrnw
Wine Cov'try
Capital Improvement Program
Fiscal Years 2016-20
PARKS IMPROVEMENT PROGRAM
Parks and Recreation Project
Project Description: This project facilitates rehabilitation and improvement projects at City parks such as Ronald Reagan
Sports Park, Patricia H. Birdsall Sports Park, Pala Community Park, Paloma Del Sol Park, Kent Hintergardt Memorial Park,
Loma Linda Park, and Butterfield Stage Park. The rehabilitation and improvement projects could include, but are not limited to,
parking lot repairs and resurfacing, raised and cracked concrete sidewalk replacement, fencing repair and replacement,
landscaping and irrigation system efficiency upgrades, lighting system repairs and efficiency upgrades, on-site drainage
improvements and other similar projects.
Benefit / Core Value: This project protects the City's vast investment in parks and open space facilities. In addition, this project
satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and
Responsive City Government.
Project Status: A priority list of rehabilitation projects has been developed. Rehabilitations are completed on an ongoing basis.
Department: Public Works / Temecula Community Services - Account No. 210.190.130
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 129
$ 19,871
$ 20,000
$ 20,000
$ 20,000
$ 20,000
$ 20,000
$ 120,000
Construction
$ 633,166
$ 116,834
$ 200,000
$200,000
$200,000
$200,000
$200,000
$ 1,750,000
Totals
$ 633,295
$ 136,705
$ 220,000
$220,000
$220,000
$220,000
$220,000
$ 1,870,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
General Fund
Contributions
$ 583,295
$ 136,705
$ 170,000
$170,000
$170,000
$170,000
$160,873
$ 1,560,873
DIF (Quimby)
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 59,127
$ 309,127
Total Funding:
$ 633,295
$ 136,705
$ 220,000
$220,000
$220,000
$220,000
$220,000
$ 1,870,000
Future Operation &
Maintenance Costs
2015-16
*Project cannot be constructed until a funding source is identified.
131
2017-18
2019-20
1
PATRICIA H. BIRDSALL SPORTS PARK SYNTHETIC TURF ENHANCEMENT
Parks and Recreation Project
Aerial Data - June 2011
Feet
0 50 100 200
132
2016-17
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
PATRICIA H. BIRDSALL SPORTS PARK SYNTHETIC TURF ENHANCEMENT
Parks and Recreation Project
Project Description: This project includes the enhancement of the synthetic turf and infill material at each of the four synthetic
turf sports fields at Patricia H. Birdsall Sports Park.
Benefit / Core Value: This project protects the City's vast investment in parks and open space facilities. In addition, this project
satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and
Responsive City Government.
Project Status: The enhancement of the synthetic turf will be performed at one field each year for the next four years starting
with the Multipurpose Field at the southerly end of the park by FY 2015-16.
Department: Public Works / Temecula Community Services 210.190.119
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 50,000
Construction
$ 350,000
$ 350,000
$ 350,000
$ 350,000
$ 350,000
$ 1,750,000
Design
$ -
$ -
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 75,000
Totals
$ -
$ -
$ 375,000
$ 375,000
$ 375,000
$ 375,000
$ 375,000
$ 1,875,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Parks & Recreation)
$ 375,000
$ 375,000
$ 303,237
$ 1,053,237
Unspecified*
$ 71,763
$ 375,000
$ 375,000
$ 821,763
Total Funding:
$ -
$ -
$ 375,000
$ 375,000
$ 375,000
$ 375,000
$ 375,000
$ 1,875,000
Future Operation &
Maintenance Costs
2015-16
*Project cannot be constructed until a funding source is identified.
133
2017-18
$ 15,000
2018-19
$ 15,300
2019-20
$ 15,606
PLAYGROUND EQUIPMENT ENHANCEMENT AND SAFETY SURFACING
Parks and Recreation Project Location
Ofr
�� of T E ME�,Gr9
1989
oA
oNs # T
134
I ha Hood 01 Southern Cahfornra
Winn Country
Capital Improvement Program
Fiscal Years 2016-20
PLAYGROUND EQUIPMENT ENHANCEMENT AND SAFETY SURFACING
Parks and Recreation Project
Project Description: This project includes the re -design, and enhancement of playground equipment and safety surfacing at
existing City parks to comply with current state and federal regulations. The City park playground include sites such as Pala
Community Park, Nicolas Road Park, John Magee Park, Butterfield Stage Park, Long Canyon Creek Park, Paseo Gallante Park,
Riverton Park, Redhawk Community Park, Rotary Park, Stephen Linen Park, Sunset Park, Temecula Creek Trail Park, Temeku
Hills Park, Vail Ranch Park, Veterans Park, Winchester Creek Park, Calle Aragon Park and Patricia H.Bridsall Sports Park.
Benefit / Core Value: This project protects the City's vast investment in parks and open space facilities. In addition, this
project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and
Responsive City Government.
Project Status: The enhancement of playground equipment and safety surfacing will be performed at one to two sites per year.
A priority list has been developed and enhancement will be completed on an ongoing basis.
Department: Public Works / Temecula Community Services - Account No. 210.190.120
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
Administration
$ 15,000
$ 15,000
$ 15,000
$ 15,000
$ 60,000
Construction
$ 250,000
$ 300,000
$350,000
$400,000
$ 1,300,000
Design
$ -
$ 25,000
$ 25,000
$ 25,000
$ 25,000
$ -
$ -
$ 100,000
Totals
$ -
$ 290,000
$ 340,000
$ 390,000
$ 440,000
$ -
$ -
$ 1,460,000
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
DIF (Parks & Recreation)
$ 290,000
$ 340,000
$ 390,000
$ 1,020,000
DIF (Quimby)
$ 440,000
$ 440,000
Total Funding:
$ -
$ 290,000
$ 340,000
$ 390,000
$ 440,000
$ -
$ -
$ 1,460,000
Future Operation &
Maintenance Costs
2015-16
*Project cannot be constructed until a funding source is identified.
2016-17
$ 2,550
135
2017-18 2018-19 2019-20
$ 2,601 $ 2,653 $ 2,706
RONALD REAGAN SPORTS PARK CHANNEL SILT REMOVAL AND
DESILTING POND
Parks and Recreation Project Location
Aerial Data - March 2010
0 100 200
Feet
400
136
Capital Improvement Program
Fiscal Years 2016-20
RONALD REAGAN SPORTS PARK CHANNEL SILT REMOVAL AND
DESILTING POND
Parks and Recreation Project
Project Description: This project will include excavating, hauling away, and disposing of silt in the channel location in Ronald
Reagan Sports Park, and the desiltation pond west of the sports park, as well as mitigation. Part of this project was completed in
December 2007, in accordance with City Resolution No. 07-105, Declared Local Emergency.
Benefit / Core Value: This project increased the flow capacity of the channel in order to prevent flooding in the sports park, and
increased the capacity of the pond to hold storm water and reduce down stream sedimentation. In addition, this project satisfies
the City's Core Value of A Safe and Prepared Community.
Project Status: Removal of silt and construction of the mitigation site was completed in FY 2012. The project is in the five-year
maintenance period. Upon approval by the resource agencies, the maintenance of the mitigation site is estimated to be completed
during FY 2016-17.
Department: Public Works / Temecula Community Services - Account No. 210.190.187
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected
Cost
Administration
$ 187,269
$ 33,321
$ 5,200
$ 5,200
$ 230,990
Construction
$ 226,422
$ 33,321
$ 24,448
$ 24,448
$ 275,318
Design
$ 223,326
$ 223,326
Totals
$ 637,017
$ 33,321
$ 29,648
$ 29,648
$ -
$ -
$ -
$ 729,634
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected
Cost
General Fund
Contributions
$ 398,397
$ 33,321
$ 29,648
$ 29,648
$ 491,014
Proposition 42
$ 88,000
$ 88,000
Reimbursements/Other
(FEMA)*
$ 150,620
$ 150,620
Total Funding:
$ 637,017
$ 33,321
$ 29,648
$ 29,648
$ -
$ -
$ -
$ 729,634
Future Operation & Maintenance
Costs
2015-16
2016-17
2017-18
2018-19
2019-20
`Part of this project was completed in December 2007 and FEMA requires approval for additional funds.
137
SAM HICKS MONUMENT PARK PLAYGROUND ENHANCEMENT
Parks and Recreation Project Location
4O[ tP
Aerial Data - March 2010
0 100 200
Feet
400
138
I he Heart of Southern Cahfornw
Nine Country
Capital Improvement Program
Fiscal Years 2016-20
SAM HICKS MONUMENT PARK PLAYGROUND ENHANCEMENT
Parks and Recreation Project
Project Description: This project includes the purchase and installation of a new innovative play area with a historical theme to
replace the existing equipment, including removal of old equipment and installation of new resurfacing according to ADA
Guidelines. The Furniture, Fixtures and Equipment (FF&E) covers camera system infrastructure, access control, Public Wi-Fi
and other identified Information Technology needs.
Benefit / Core Value: This project provides an enhanced play environment and improved access for disabled. In addition, this
project satisfies the City's Core Value of a Healthy and Livable City.
Project Status: This project is estimated to be completed by the end of FY 2015-16.
Department: Temecula Community Services - Account No. 210.190.132
Level: I
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Appropriation Projected Projected Projected Projected Cost
Administration
$ 15,213
$ 17,636
$ 95,844
$ 128,693
Construction
$ 1,074
$ 487,183
$ 16,494
$ 504,751
Design
$ 444
$ 504,819
$ 15,000
$ -
$ -
$ -
$ -
$ 15,444
Totals
$ 16,731
$ 504,819
$ 127,338
$ -
$ -
$ -
$ -
$ 648,888
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20 Total Project
Budget Appropriation Projected Projected Projected Projected Cost
CDBG
$ 16,731
$ 469,819
$ 127,338
$ 613,888
DIF (Police Facilities)
$ 35,000
$ 35,000
Total Funding:
$ 16,731
$ 504,819
$ 127,338
$ -
$ -
$ -
$ -
$ 648,888
Future Operation &
Maintenance Costs:
2015-16
2016-17
2017-18
2018-19
2019-20
$ 5,100 1 $ 5,202 1 $ 5,306 1 $ 5,412 1
139
SENIOR CITIZEN OUTDOOR FITNESS LOT
Parks and Recreation Project Location
Aerial Data - March 2010
0 80 160
Feet
320
140
1-"
rn cairorn„
Wm. Country
Capital Improvement Program
Fiscal Years 2016-20
SENIOR CITIZEN OUTDOOR FITNESS LOT
Parks and Recreation Project
Project Description: This project includes the design and development of an outdoor exercise area for mature adults to be
located in Margarita Community Park. Construction of the exercise area will be located in the park and consist of ADA accessible
surfacing, four to ten exercise apparatus for mature adults, shade covering, water fountain, and fencing.
Benefit / Core Value: This project provides a venue for seniors and mature adults to exercise. In addition, this project satisfies
the City's Core Value of a Healthy and Livable City.
Project Status: This project is estimated to be completed by end of FY 2015-16.
Department: Temecula Community Services - Account No. 210.190.133
Level: II
Project Cost:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected
Cost
Administration
$ 11,372
$ 8,428
$ 19,800
Construction
$ 11,372
$ 60,000
$ -
$ -
$ -
$ -
$ -
$ 60,000
Design
$ 10,000
$ 10,000
Totals
$ 11,372
$ 78,428
$ -
$ -
$ -
$ -
$ -
$ 89,800
Source of Funds:
Prior Years
Actual
Expenditures
FYE 2015
Carryover
Budget
2015-16
Adopted
Appropriation
2016-17 2017-18 2018-19 2019-20 Total Project
Projected Projected Projected Projected Cost
DIF (Parks & Recreation)
$ 11,372
$ 78,428
$ 89,800
Total Funding:
$ 11,372
$ 78,428
$ -
$ -
$ -
$ -
$ -
$ 89,800
Future Operation &
Maintenance Costs
2015-16
2016-17
2017-18
2018-19
2019-20
1 $ 2,500 1 $ 2,550 1 $ 2,601 1 $ 2,653 1
141
Has Heart
...Because N'ce Matters
142
Capital Improvement Program
Fiscal Years 2016-20
SUCCESSOR AGENCY TO THE TEMECULA
REDEVELOPMENT AGENCY
(SARDA)
Table of Contents
SARDA / HOUSING
Affordable Housing 145
Fiscal Years 2016-20 Capital Improvement Program
143
AFFORDABLE HOUSING
Successor Agency to the Temecula Redevelopment Agency (SARDA) /Housing Project Location
Aerial Data - March 2010
Feet
0 250 500 1,000
144
$ 9,206,873
$ 9,206,873
2018-19
Projected
2016-17
Projected
Total Project
Cost
2016-17
2018-19
Capital Improvement Program
Fiscal Years 2016-20
AFFORDABLE HOUSING
Successor Agency to the Temecula Redevelopment Agency (SARDA)
/ Housing Project
Project Description: This project serves as a placeholder for the proceeds remaining from the 2010 Tax Allocation Housing
Bonds, issued by the former Temecula Redevelopment Agency. Once a specific project is identified, staff will bring forward a
recommendation to the Oversight Board and SARDA for formal approval.
Benefit / Core Value: The specific Benefit/Core Value will be identified when the funds are appropriated to a specific capital
project.
Project Status: Not Applicable.
Department: SARDA - Account No. 380.800.815
Project Cost:
Prior Years
Actual
Expenditures
Construction
Totals
$ 4,000,000
$ 4,000,000
FYE 2015
Carryover
Budget
$ 5,206,873
$ 5,206,873
2015-16
Adopted
Appropriation
2017-18
Projected
Level: I
2019-20
Projected
Source of Funds: Prior Years
Actual
Expenditures
FYE 2015 2015-16
Carryover Adopted 2016-17 2017-18 2018-19 2019-20
Budget Appropriation Projected Projected Projected Projected
SARDA Housing
(2010 TABS)
Total Funding:
$ 4,000,000
$ 5,206,873
$ 4,000,000
$ 5,206,873
Total Project
Cost
$ 9,206,873
$ 9,206,873
Future Operation &
Maintenance Costs:
2015-16
145
2017-18
2019-20
Has Heart
...Because N'ce Matters
146
Capital Improvement Program
Fiscal Years 2016-20
FUTURE YEARS PROJECTS
CIRCULATION
Project
Department Future Years
Cherry Street Extension Diaz Road to Jefferson Avenue
Diaz Road Widening
Diaz Road Widening from Winchester Road to Rancho California Road
Jefferson Avenue Median from Winchester Road to Rancho California Road
La Paz Street Widening from Ynez Road to State Route 79 South
Nicolas Valley - Community Facilities District (Liefer Road)
Pauba Road Improvements - east of Margarita Road on the north side
Rainbow Canyon Road Widening from Pechanga Parkway to City Limit
Rancho California Road East of Meadows Parkway
Rancho Way Extension from Diaz to Margarita Road
Temecula Creek Crossing
Ynez Road Widening
Ynez Road Widening from Rancho Vista Road to La Paz Street
Ynez Road Widening from Tierra Vista Road to Rancho Vista Road
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
TOTAL
11,180,000
3,491,437
1,500,000
2,300,000
2,500,000
4,088,508
130,000
8,000,000
470,000
28, 337, 000
16, 777, 300
3,701,034
6,344,000
580,000
$ 89,399,279
INFRASTRUCTURE / OTHER
Project
Department Future Years
Corporate Meeting and Event Space TCSD 625,000
Margarita Under -Crossing Public Works 1,650,000
Pedestrian and Bicycle Bridge Overcrossing into Old Town Planning 1,890,000
Old Town Gymnasium Community Services 4,630,000
Southside Branch Library Community Services 6,640,000
Southside Recreation Center Community Services 4,500,000
TOTAL $ 19,935,000
PARKS and RECREATION
Project
Department Future Years
Butterfield Stage Park Restroom
History Museum Enhancement Project
Ronald Reagan Sports Park North/South Fields Back Stops,
Dugout, and Parking Lot with Trash Enclosures
Ronald Reagan Sports Park Upper Soccer Paving and
Materials/Equipment Storage Bays
Shade Structures for Play Structure
Sports Complex - Joint Use (Riverside County Flood Control District)
Ynez Road and Overland Landscaping
Vail Ranch Park Improvements
Vail Ranch Park Site D
147
Community Services
Community Services
Community Services
250,000
200,000
857,000
Community Services 481,250
Community Services
Community Services
Community Services
Community Services
Community Services
200,000
8,250,000
200,000
800,000
1,843,000
TOTAL $ 13,081,250
Has Heart
...Because N'ce Matters
148
REQUESTS TO SPEAK
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CITY OF TEMECULA
Date:
I wish to speak on:
Public Comment CITY COUNCIL / CSD / SARDA /THA / TPFA (Circle One)
Subject: /l/ ai/nt(J
Agenda Item No. For Against
eci7
Request to Speak forms for Public Comments or items listed on the Consent Calendar must be submitted to the
City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council
Business items on the Agenda, a Request to Speak form must be submitted to the City Clerk prior to the City
Council addressing that item. The City Clerk will call your name when the matter comes up. Please go to the
podium and state your name fthe record.
Name: Cf /I?A/-7:111(2/--___z
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I wish to speak on:
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Public Comment CITY COUNCIL BUSIN
01771-2-11-1
r;‹ Agenda Item No.
For
Against n
Date:
r
Request to Speak forms for Public Comments on Council Business items on the Agenda, a Request to Speak
form may be submitted to the City Clerk prior to the City Council addressing that item. The City Clerk will call
your name when thg matter comes up ease go to the podium and state your name for the record.
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I wish to speak on:
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7.,
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Subject:
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Date:
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Subject: 1 R ps
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ublic Comment CITY COUNCIL / CSD / SARDA /THA / TPFA (Circle One)
genda Item No.
me/(4)
`1/
For vi Against
2_-- 15
Request to Speak forms for Public Comments or items listed on the Consent Calendar must be submitted to the
City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council
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.BSS/ �✓��>�
Agenda Item No. For
Against
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City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council
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1 41316"..%i
The Heart of Southern California
Wine Country
?COpp 5P 14r.
R
Fiscal Year 2015-16
Annual Operating Budget
Capital Improvement Program
City Council Workshop
May 27, 2015
1
Budget Workshop Agenda
• Introduction
• FY2015-16 Highlights
• 5 -Year Capital Improvement Program
• Annual Operating Budget
• Temecula Community Services District
• 5 -Year Financial Plan
• Discussion
Has Heart
...Because Nit* Matters
Introduction
• City Profile
— Population: 108,920 (up 2.5%)
— Median Age: 34 years old
— Number of Households: 33,869
(up 1% from prior year)
Has Heart
...Because Mk, Matters
— Average Household Income: $85,839 (up 6.3%)
April Median Home Price: $452,976 (up 6% from March 2014)
— Number of Jobs: 49,292 (up 15%)
— Temecula Unemployment: 4.5% (down from 5.6% in April 2014)
1 j 3 1
Introduction
Has Heart
...Because Nit* Matters
• Quality of Life Master Plan Core Values
1. Healthy and Livable Community
2. Economic Prosperity
3. A Safe and Prepared Community
4. A Sustainable City
S. Transportation Mobility and Connectivity
6. Accountable and Responsive City Government
Fiscal Years 2016-20
Capital Improvement
Program
111111111iiiimma•A•mi III Pi WU in
Capital Improvement Program
Fiscal Years 2016-2020
Highlights:
• 50 Capital Projects
Has Heart
...Because Nice Matters
• $454.4M in Total Project Costs
• $321.7M programmed to complete projects
• $132.7M spent -to -date
• $221.8M funded
• $22.9M appropriated in FY15-16
• $49.7M carried over from prior years
Capital Improvement Program
Fiscal Years 2016-2020
Type of
Project
Number of
Projects
Cost to
Completion
Circulation
16
$280,956,429
Infrastructure/
Other
25
$28,973,826
Parks and
Recreation
8
$6,570,233
SARDA/Housing
1
$5,206,873
TOTAL
50
$321,707,361
Infrastructure/
Other
9%
Has Heart
...Because Mc* Matters
Parks and
Recreation
2%
SARDA/
Housing
2%
Nmor
Circulation
87%
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o French Valley Parkway/
1-15 Phase 11 ($216M)
o 1-15/State Route 79
Ultimate Interchange ($50.6m)
o Murrieta Creek Bridge &
Overland Dr. Extension ($19.3M)
Has Heart
...Because Nice Matters
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o French Valley Parkway/
1-15 Phase II ($216M)
o 1-15/State Route 79
Ultimate Interchange ($50.6M)
Has Heart
...Because Nice Matters
o Murrieta Creek Bridge &
Overland Dr. Extension ($19.3M)
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o French Valley Parkway/
1-15 Phase II ($216M)
o I-15/State Route 79
Ultimate Interchange ($50.5M)
Has Heart
...Because Nlcf Matters
o Murrieta Creek Bridge &
Overland Dr. Extension ($19.3M)
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o Pavement Rehabilitation
Program ($7.3M)
x 'J u l u v i i r-1 urit Street ($520k)
■ semecula Parkway ($550k)
x Margarita Road - Phase 1 ($2M)
Has Heart
...Because Nk. Matters
o Traffic Signal Equipment Replacement Program ($330k)
1
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o Pavement Rehabilitation
Program ($7.3M)
Old Town Front Street ($520k)
Temecula Parkway ($550k)
Margarita Road - Phase 1 ($2M)
Has Heart
...Because Nice Matters
o Traffic Signal Equipment Replacement Program ($330k)
rit
Capital Improvement Program
Fiscal Years 2016-2020
Circulation Projects
16 Projects totaling $280,956,429
o Pavement Rehabilitation
Program ($7.3M)
x Old Town Front Street ($520k)
■ Temecula Parkway ($550k)
x Margarita Road - Phase I ($2M)
Has Heart
...Because Nice Matters
o Traffic Signal Equipment Replacement Program ($330k)
i lett-1. 1 1 1 1 I
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
O City Sidewalks ($167k)
Has Heart
...Because Mar Matters
o Bike Lane & Trail Program($5o8k)
o City Facilities Rehabilitation ($468k)
o Library Parking — Phase 11 ($2.8M)
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
o City Sidewalks ($167k)
o Bike Lane & Trail Program($5o8k)
o City Facilities Rehabilitation ($468k)
o Library Parking — Phase 11 ($2.SM)
Has Heart
...Because Nke Matters
Capital Improvement Program
Fiscal Years 201e-2020
Infrastructure Projects
25 Projects totaling $28,973,826
o City Sidewalks ($167k)
o Bike Lane & Trail Program($5o8k)
o City Facilities Rehabilitation ($468k)
O Library Parking — Phase 11 ($2.8M)
Has Hart
...Because Ake Matters
IMMO en
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
o City Sidewalks ($167k)
o Bike Lane & Trail Program($5o8k)
o City Facilities Rehabilitation ($468k)
o Library Parking — Phase 11 ($2.8M)
Has Heart
...Because Nk. Matters
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
O Temecula Park & Ride ($2.7M)
o ri br rMtt( YMCA hepai( &
‘t , rediation ($1.5M)
o Lvddluation of Disabled Access
to city Facilities & ROW ($3
o fire Station 1#73 Living
quarters Upgrade ($1.8M)
O Theater Remediation ($3.8M)
Has Heart
...Because Nice Matters
141111111
fi�
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
o Temecula Park & Ride ($2.7M)
o Former YMCA Repair&
Remediation ($1.5M)
o Evaluation of Disabled Access
to City Facilities & ROW ($350k)
o Fire Station #73 Living
Quarters Upgrade ($1.8M)
o Theater Remediation ($3.8M)
Has Heart
...Because (Mk! Matters
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
0
o Evaluation of Disabled Access
to City Facilities & ROW ($350k)
0
Has Heart
...BecauseNlce Matters
Wiwi -imarim 1 1 1
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
o Temecula Park & Ride ($2.7M)
o Former YMCA Repair &
Remediation ($1.5M)
o Evaluation of Disabled Access
to City F3riiitipc Q, ROW ($350k)
o Fire Station #73 Living
Quarters Upgrade ($1.8M)
0
Has Heart
...Because Min Matters
Capital Improvement Program
Fiscal Years 2016-2020
Infrastructure Projects
25 Projects totaling $28,973,826
O rt-, & RidL ;
O f'!q *IVU '- Kepdir&
($1.5M)
o LvaIuation of Disabled Access
to City Facilities & ROW ($350k)
o Fire Station #73 Living
n, „rtnrs Upgrade ($1 Qnn'.
o Theater Remediation ($3.8M
Has Heart
...Because Nke Matters
Capital Improvement Program
Fiscal Years 2016-2020
Parks & Recreation Projects
8 Projects totaling $6,570,233
o Pennypickle's Workshop Exhibit/
Enhancement Project ($114k)
O .'di n5 iiii�JIuvelriell
Program ($356K)
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...Because Nice Matters
o Playground Equipment
& Safety Enhancement ($630k)
Capital Improvement Program
Fiscal Years 2016-2020
Parks & Recreation Projects
8 Projects totaling $6,570,233
0
o Parks Improvement
Program ($356K)
o Playground Equipment
& Safety Enhancement ($630k)
Has Heart
...Because Nice Matters
1
24
capital Improvement Program
Fiscal Years 2016-2020
Parks & Recreation Projects
8 Projects totaling $6,570,233
o Sam Hicks Monument Park
Playground Renovation ($614k)
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...Because Nice Matters
Capital Improvement Program
Fiscal Years 2016-2020
New CIP Projects
4J City Hall Exterior LED Lighting ($67.5k)
WS
,.
1 41
- • i
w
41.
tri •
Has Haart
...Because Nice Matters
Capital Improvement Program
Fiscal Years 2016-2020
New CIP Projects
o f 'ty "7)11 Exterior PD Lighting ($67.5k
c Emergency Operations Center ($117k)
0 1 heater LED Lighting ($30.6k)
Has Heart
...Because Nice Matters
Capital Improvement Program
Fiscal Years 2016-2020
New CIP Projects
0
O
o Theater LED Lighting ($30.6k)
r
Alma II
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...Because Nice Matters
• r t
a r •
•
Capital Improvement Program
Fiscal Years 2016-2020
SARDA/Housing Projects
Available Funding $5,206,873
c Affordable Housing
Remaining 2010 bond proceeds
Specific Project(s) to be identified
o RFP going out in June to
solicit interest
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...Because Mkt Matters
1 111/ kilib"Vii gab
Capital Improvement Program
Fiscal Years 2016-2020
Next Steps...
Community Services Commission
Planning Commission
Public Traffic Safety Commission
City Council, Formal Adoption
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...Because P4ko Matters
May 11, 2015
May 20, 2015
May 28, 2015
June 9, 2015
lid Radom Am ;i di INA 1 Ski
Fiscal Year 20 1 5- 1 6
Annual Operating
Budget
nininTiuszainan 1- a
FYI5-16 Annual Operating Budget
General Fund
Revenue
Expenditures
Revenue — Expenditures
Transfers Out:
- Capital Improvement Projects
- Workers' Compensation Fund
- City & Parks Facility Rehabilitation
- Intern Fellowship Program
- Business Incubator Fund
Total Transfers Out
$65,853,760
$65,365,521
$488,239
$1,248,326
$250,000
$420,000
$19,645
$187,127
$2,125,098
Has Heart
...Because Nin Hatters
FYI5-16 Annual Operating Budget
General Fund
• 7/1/15 Beginning Fund Balance
• 6/30/16 Ending Fund Balance
• Reserved for Economic Uncertainty (20%)
• Secondary Reserve (5%)
• Assigned to Capital Projects
• Non -Spendable (Inventory/Prepaids)
• Available Fund Balance
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...Because plan Matters
$24,356,478
$22,719,619
$13,073,104
$3,268,276
$1,018,648
$4,383
$5,355,208
FYI5-16 Annual Operating Budget
General Fund Revenue = $65,853,760
Operating
Transfers In
4%
Intergovernmental \
Revenues
11%
Special Tax
(Measure C)
3%
Transient
Occupancy Tax
5%
Other Revenue
12%
Franchise Fees
6%
Property Tax
11%
Sales and Use Tax
48%
Has Heart
...Because Mk. Matters
FYI5-16 Annual Operating Budget
General Fund Revenue = $65,853,760
Property Tax
Sales and Use Tax
Franchise Fees
Transient Occupancy Tax
Special Tax (Measure C)
Intergovernmental Revenues
Operating Transfers In
Other Revenue
General Fund Revenue
FY15-16
7,157,977
31,982,496
3,888,177
3,251,835
1,867,639
7,055,799
2,912,992
7,736,845
$65,853,760
Chg
5.6%
2.0%
4.1%
9.3%
0%
4.2%
-9.0%
-8.6%
1.0%
Has Heart
...Because Mk* Matters
Assumptions
Increased Property Values
Growth in most sectors
Projected inflation
Projected inflation
Flat compared to prior year
Increased Property Values
Less Gas Tax transferred
Deferred Development revenue
1 1 1111 36
FYi 5-16 Annual Operating Budget
General Fund Expenditures = $65,365,521
CIP Admin
3.2%
Public Works
8%
Land
Development
2.2%
Building &
Safety
3.7%
Planning
3.1%
Parks
Maintenance
5.9%
Police
39.3%
Administration
11.3%
Non
Departmental:
12.9%
Animal Control
0.7%
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...Because Nke Matters
Fire
9.6%
FYI5-16 Annual Operating Budget
General Fund Expenditures:
• Police Department (39% of General Fund)
• Operating Budget = $25,694,620
• Includes replacement of 1 Motorcycle ($28k)
• Total staffing = 135
• 100 Sworn Officers, 19 CSOs, 16 Administrative
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...Because Mee Matters
• 7.5% increase in Sheriff Contract, offset by:
• Continuation of 3 vacant positions ($832k)
• SET Officer, Motorcycle Officer,
Accident Investigator
• Continued cost sharing arrangement with TVUSD
• 50% for 5 School Resource Officers
WaitsWI
1
FYI5-16 Annual Operating Budget
General Fund Expenditures:
• Fire Department (9.6% of General Fund)
• Total Staffing = 65
• Operating Budget = $13,932,812
• Less Fire Tax Credit of $7,645,222
• General Fund impact of $6,287,590
Has Heart
...Because Nike Matters
• 11% increase in Fire Contract in
anticipation of Cal Fire labor
negotiations which begin July lst
• Maintaining staffing ratio of
4 personnel/engine
1 1!11 Iii
FYI5-16 Annual Operating Budget
General Fund Expenditures:
• Community Support Grants (non -profits) = $88,000
• $60,000 annual allocation
• $3,000 additional from 2015 Rod Run proceeds
• $25,000 Council Discretionary funding
• TCSD Funding Contribution = $5,636,876
• Recreation = $4,601,783
• Library = $644,205
• Service Level B — Residential Street Lights = $390,888
Has Heart
...Because lief Matters
xi;
40
FYI5-16 Annual Operating Budget
Other Expenditures
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...Because Nice Matters
• Capital Outlay
• 5 Public Works Trucks ($203k or $20.3k/yr for 10 yrs)
• 1 VaCtrOn ($60k or $4k/yr for 15 yrs)
• 1 new Mid -Size Truck for TCSD ($25K or $2.5k/yr for 10 yrs))
• Technology Investment
• Lease of new SAN/Server ($120k/year for 5 yrs)
• Library Firewall Replacement ($30k or $6k/yr for 5 yrs))
• Wi-Fi Upgrade for Old Town ($15k or $3k/yr for 5 yrs)
• Wi-Fi Upgrade for Civic Center ($35k or $7k/yr for 5 yrs)
• Annual Computer Equipment Lifecycle Program ($sok)
iiiirso 1
FYI5-16 Annual Operating Budget
Staffing/Salaries & Benefits
Has Heart
...Because N&• Matters
• Consistent staffing levels — 158.2 Authorized Positions (including 5 Council Members)
• Reassignments of vacant positions
• Sr. Debt Analyst -> Management Analyst (Finance)
• Custodian -> Maintenance Worker (Public Works)
- 2 Part -Time Office Specialists increased
from 20 to 24 hours per week
- Project staffing costs held constant to
FY 14-15 levels
� ►�-+ � 71, 42
FYI5-16 Annual Operating Budget
Staffing/Salaries & Benefits
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...Because Nice Matters
• Memorandum of Understanding (MOU) impacts included
• 1% Wage Increase swap for 1% EPMC, effective 7/1/15
• 3.5% Cost of Living Adjustment negotiated in 2014 Re -Opener
• Intern Fellowship Program funded at $19,645
• "Just Add One" campaign to partner with private sector, augmented with
$7,892 of Community Development Block Grant
Temecula Community
Services District
(TCSD)
I Maikawkitilmitimm MIK 1 r .iiikidi Stiii
FYI5-16 Annual Operating Budget
TCSD Revenue = $19,853,738
GF Contribution
(Street Lights),.
$390,888
GF Contribution
(Library), $644,205
Special Tax,
$1,867,639
GF Contribution
(Recreation),
$4,601,783
Other Revenues,
$2,678,055
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...Because Nice Matters
Rates & Charges,
$9,671,168
fun=-. � r, .i 1 Iii `'I tai
FYI5-16 Annual Operating Budget
TCSD Expenditures = $20,074,504
Street Lighting,
$1,032,272
Landscape/ Slope
Maintenance,
$1,782,952
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...Because Nice Matters
Refuse & Recycling,
$7,188,836
Road
Maintenance,
Recreation, $9,843
$8,936,363
Intern Fellowship,
Library, $859,976
Harveston Lake
Park Maintenance,
$244,617
11 MI
FYI5-16 Annual Operating Budget
TCSD Per Capita Funding
• Special Tax (Measure C) was set in 1997 at $74.44/Household
$200.00
$150.00
$120.00
$80.00
$40.00
$400 L- --
TCSD Per Capita Funding
$170.78 Household I
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...Because tate Matters
General Fund
Contribution
Measure C
10-11
11-12
12-13
13-14
• Special Tax TCSD Funding
Note: TCSD Funding reduced in FY 12-13 due to Parks Maintenance moving to General Fund
illikaii-radi• t I ITf o:1
FYI5-16 Annual Operating Budget
Temecula Community Services District (TCSD)
• Program Highlights
• Eagle Soar Playground & Splash Pad
inclusive play structure dedicated to
the Special Needs community
• Renovation of CRC gym floor and
scoreboards
• City's 25th Anniversary Celebration
Has Heart
...Because Mice Matters
FYI5-16 Annual Operating Budget
Temecula Community Services District (TCSD)
• Program Highlights
• Cultural Arts Special Events
• 1St Friday Art events in Old Town
• Movies in the Park
• Summer Concert Series
• Street Painting
C (le:/"C1164
Has Heart
...Because Nke Matters
• Award-winning Video Exhibit of the Oral History of WWII Veterans
ma 11111111. 11Mittati
FYI5-16 Annual Operating Budget
Temecula Community Services District (TCSD)
• Program Highlights
• 2015 Rod Run event in Old Town
• Signature Special Events
• 4th of July Parade
• Fireworks show
• Santa's Electric Light Parade
• Temecula On Ice
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...Because Nice Matters
• Collaboration with Old Town
Temecula Association and Visit
Temecula Valley on seasonal attractions
FYI5-16 Annual Operating Budget
Temecula Community Services District (TCSD)
• Program Highlights
• Continuing Theater renovation
Ongoing programming
• Recreation
• Sports
• Active Adults
• Special Needs
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...Because Nk. Matters
• Senior Services Needs Assessment
1 .1 1 u
52
Successor Agency
to the Redevelopment
Agency
(SARDA)
I 'NMI libiorm s■■ � 1' ` - I'�i 1Iav
FYI5-16 Annual Operating Budget
SARDA Operating Budget
• Debt Service $7,204,269
• Enforceable Obligations $1,250,433
• Abbott OPA
• Abbott DDA
• Affordable Housing
Obligations
Ikrn
mums
Has Heart
...Because Nit. Matters
i
Has Heart
...Because Mk* Matters
Next Steps
The proposed Operating Budget along with
the CIP will be presented to the City Council
for formal adoption on June 9th
5 -Year
Financial Plan
1.110-.---ammigs ,::1,..zia 2 iLI&IIII
5 -Year Financial Plan
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...Because Nice Matters
General Fund
• Long-range fiscal planning serves as a valuable tool to evaluate
the City's ability to fund programs and services
• Alerts decision makers early enough to course -correct if
trends indicate financial concerns
• 5 -Year projections are prepared for the General Fund and TCSD
• Last year the Strategic Fiscal Planning Ad Hoc committee was
established to review the financial outlook for the City and
discuss measures to ensure ongoing fiscal solvency
5 -Year Financial Plan
General Fund Trends — as of FY15-16
Has Heart
...Because Nice Matters
80,000,000
76,000,000
72,000,000
68,000,000
64,000,000
60,000,000
56,000,000
52,000,000
General Fund 5 -Year Projections
Revenues over Expenditures
Actuals
Projected
FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20
Expenditures Revenues
1 1 E 11111 59 a
5 -Year Financial Plan
General Fund Trends — as of FY15-16
Has Heart
...Because Nice Matters
80,000,000
76,000,000
72,000,000
68,000,000
64,000,000
60,000,000
56,000,000
52,000,000
General Fund 5 -Year Projections
Revenues over Expenditures
Actuals
In FY16-17,
Expenditures
begin to exceed
Revenue
i
FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20
Expenditures Revenues
5 -Year Financial Plan
General Fund
• Operating Revenues are projected at a realistic growth rate,
based on known trends and information
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...Because Nice Matters
• Expenditures are outpacing revenues due to:
• Rising Public Safety Contracts
• Police ^'8% growth per year
• Fire 'v11% growth in FY15-16
• Rising CaIPERS Pension Costs
• City's rates projected to increase by 8% in next 5 years
• Law Enforcement pension costs projected to increase by
11% in next 5 years
5 -Year Financial Plan
Has Hart
... Because Mie! Hattors
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
023(19-10 001p.11 tV2011.12 V2012.13
00.°4-1 18p�O�V2016.19P1d\V2019„Opco1
City of Temecula
Public Safety Expenditure Trends
<---- Actual Expenditures ----? <---- Projected Expenditures ---->
40,243,870
24,333,713
i.
;011.11111
= Public Safety Total
5 -Year Financial Plan
Has Heart
...Because Nice Matters
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
City of Temecula
Public Safety Expenditure Trends
24, 333, 713
nu
<---- Actual Expenditures ---->
2009 - 2014 Actual Increase
Police 13% ($2.6M)
Fire 17%($741k)
Total Safety 14% ($3.3M)
-- Projected Expenditures ---->
40,243,870
1 1 1 I I
iholill
0-2010.11 02010'1 F`09..13
vac."'
c42. ��o1b. `�Pto�V201516P��F td�6-1�QYO ��.18pC��*1201g.19? ��420�9-20p1o1
Public Safety Total
a f 1 1 11F1 I � i63
5 -Year Financial Plan
Has Heart
...Because Nice Matters
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
City of Temecula
Public Safety Expenditure Trends
<---- Actual Expenditures ----> <---- Projected Expenditures ---->
111 24,333,713
FY09-10 to FY19-20 Projected
Police 68% ($13.6M)
Fire 54% ($2.3M1
Total Safety 65% ($15.9M)
40,243,870
V2°°9-1° 0201°.1'1
020142 °12.1' °3.14pte1 pto1 � ptol co1 °po
02 z°161r2°1ll070'F2pX2°1Fv
F�2o19
Public Safety Total
� �� .gar' � ;� i
5 -Year Financial Plan
General Fund Balance
• With projected trends, General Fund reserves would need to be
utilized starting in FY18-19
General Fund 5 -Year Projections
Fund Balance Trend
Has Heart
...Because Nice Matters
30,000,000
26,000,000
22,000,000
18,000,000
14,000,000 1
10,000,000
FC-
FY12-13 FY13-14
$5.9M Gap
FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20
Fund Balance 25% Reserve
5 -Year Financial Plan
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...Because Mc* Matters
Balancing the 5 -Year
• Limited Options:
• Decrease expenditures (service delivery) to fit within
available resources
• Maintaining vacancies
• Evaluate potential savings of 3:0 staffing model for Fire
• Increase revenues to keep pace with projected expenditure
growth over next 5 years
• Updated Fee Study to be completed in FY15-16
• Collection of Education & Government (EG) Fees
• Evaluate Measure C, Sales Tax and Utility Users' Tax
I MP 1
5 -Year Financial Plan
Has Heart
...Because Nit. Matters
Additional Impacts
• Implementation of Employee Classification
and Compensation Plan
• Development of Old Town Parking Strategies
• Enlisted KMA to begin analysis of alternatives
• Reduction of Unfunded Liabilities (Retiree health & Pension)
• Pre -paying annual PERS liability
• Commissioned consultant to develop strategies on
reducing future liabilities
• Water
• Public Safety costs
• Initiated discussions amongst contract cii7ties
Has Haan
...Because k• Matters
Special Thanks To...
All Department Directors & Analysts
Temecula's Budget Team
Jennifer Hennessy, Rudy Graciano, Pascale Brown,
Erica Russo, Shirley Robinson,
Monica Jorgenson, & Evelyn Watson
Ilikrirmi vaillem 'A I lin
A